The Current State of Sales Force Activities

Marshall, Greg W.; Moncrief, William C.; Lassk, Felicia G.

doi:10.1016/s0019-8501(98)00025-x

Cited by 118 publications

(86 citation statements)

References 7 publications

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“…While the level of automation has increased, this change has evidently influenced sales activities as well. For instance, SFA systems improve the effectiveness and efficiency of sales forces' daily activities (Ingram, 2002;Boujena, 2009). Marshall et al (1999 suggested that all sales activities can fall into five major categories: 1) communication, 2) sales, 3) relationship, 4) team, and 5) database.…”

Section: Changes In Sfamentioning

confidence: 99%

“…Technology has had an increasing role in communication with customers, as it becomes part of the process of the ongoing relationship (Marshall et al, 1999). An SFA system provides access to a massive amount of information and improves the ability of the sales force to gather, analyze, and disseminate vital information at the point of need (Jayachandran et al, 2005).…”

Section: Communicationmentioning

confidence: 99%

“…In sales situations, the sales force constantly use laptops and databases to support their sales presentations and to deliver information to customers (Marshall et al, 1999). Additionally, the sales force use mobile devices to provide more accurate information (e.g.…”

Section: Sales Database and Teammentioning

confidence: 99%

See 2 more Smart Citations

Barriers to the use of mobile sales force automation systems: a salesperson’s perspective

Sinisalo

Karjaluoto

Saraniemi

2015

Journal of Systems and Information Technology

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Purpose – The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective. Design/methodology/approach – A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption. Findings – The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues. Research limitations/implications – The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population. Practical implications – Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device. Originality/value – Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

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Section: Changes In Sfamentioning

confidence: 99%

Section: Communicationmentioning

confidence: 99%

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Barriers to the use of mobile sales force automation systems: a salesperson’s perspective

Sinisalo

Karjaluoto

Saraniemi

2015

Journal of Systems and Information Technology

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“…Up-and-coming trends of the extent and scope recorded above require a re-evaluation of the activities that salespeople must execute in order to successfully build and manage CL. Marshall et al (1999), interviewed a diversity of professional salespeople to give evidence for 49 new sales activities that were not pointed out in Moncrief's (1986) original list. These latest activities fall into the following main categories: communication technology, selling technology, activities related to adaptive and consultative selling, and team-oriented activities.…”

Section: Literature Review Salesperson Behavior Performancementioning

confidence: 99%

Understanding the mediating effect of cognitive and emotional satisfaction on customer loyalty

Omar¹,

Shaharudin²,

Jusoff³

et al. 2011

Afr. J. Bus. Manage.

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Studies have proven that businesses have to incur new and additional cost in order to attract new customers as compared to retaining existing customers. Retaining loyal customers are crucial as they eventually contribute to the increase in business organization's revenue and are more likely to occur in a form of word-of-mouth (WOM). In the compound and vibrant Malaysian home computer retail market today, customer loyalty (CL) through word-of-mouth marketing tends to occur very slowly and is limited geographically but is a very potent method of marketing. The influence of cognitive and emotional satisfaction on the relationship between salesperson presentation skills and CL through intention to promote by WOM is vital. This will then lead to increased benefits for the organization in the form of CL. The cognitive evaluation of customer satisfaction (CS) was found to explain CL in a retail setting more than the emotional reaction. This finding holds importance to those retailers who have been able to generate high expectations in the eyes of their customers.

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“…Marshall et al, (1999), interviewed a diversity of professional salespeople to give evidence for 49 new sales activities that were not pointed out in Moncrief's (1986) original list. These latest activities fall into the following main categories: communication technology, selling technology, activities related to adaptive and consultative selling, and team-oriented activities.…”

Section: Introductionmentioning

confidence: 99%

Salesperson Professional Selling and the Effect on Buyer and Salesperson Relationship

Omar¹,

Jusoff²,

Ali³

2009

IJBM

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Regardless of the growing importance and emphasis on relationship marketing, a complete operation of this concept is still unclear. There is a lack of studies that explore the impact of factors such as salesperson professional selling on customer loyalty. This study seeks to verify the relationship between salesperson knowledge and adaptive selling. Computer retail customers with different cultural backgrounds were used as respondents in this study. Respondents were asked to rate their evaluations of customer loyalty towards the salesperson knowledge and adaptive selling skills through a self-administered questionnaires which were written in English language and Bahasa Malaysia. Correlation analyses with Pearson's r coefficient were performed to identify the degree of one variable's position that occupies the same relative position on another variable. In addition, preliminary analyses were carried out to ensure no violation of the assumptions for linearity, normality, and homoscedasticity. No violations of the assumptions were found. The results of inter-correlation variables of the study indicate that the salesperson professional selling abilities which comprise of salesperson knowledge and adaptive selling managed to show a strong relationship with customer loyalty.

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The Current State of Sales Force Activities

Cited by 118 publications

References 7 publications

Barriers to the use of mobile sales force automation systems: a salesperson’s perspective

Barriers to the use of mobile sales force automation systems: a salesperson’s perspective

Understanding the mediating effect of cognitive and emotional satisfaction on customer loyalty

Salesperson Professional Selling and the Effect on Buyer and Salesperson Relationship

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