Effects of Sales Force Automation use on Sales Force Activities and Customer Relationship Management Processes

This study defines a framework for understanding the impact of sales force automation (SFA) on customer relationship management (CRM) processes from the perspective of information systems and motivation theories. Investigating the relationship between these processes, with sales activities as the common link, sheds new light on several crucial issues. To enrich this study, two alternative models that distinguish the efficiency and effectiveness of salespersons’ activities also are formulated. Data from a longitudinal field study demonstrate that different SFA functionalities generate counterintuitive effects on sales activities. The main outcomes of SFA implementation in CRM processes include a mostly negative effect of SFA reporting and conflicting but complementary and globally positive effects of SFA call planning and product configuration.     

Marketing Control and Sales Force Customer Orientation

This study is predicated on the premise that internal sales force control mechanisms are strategic and operational forces that directly affect the behaviors of the sales force and their accompanying orientation toward customers. Sales managers represent a very different component of the sales force than salespeople. Their motivations, interests, role, and methods of operations all represent different approaches than those embraced by their coworkers: salespeople. Yet, although sales managers operate under an outcome-based control system and can be expected, to some degree, to be motivated by selfinterest (Oliver and Anderson 1994), upper management expects managers to be directed by organizational needs. However, in a results-oriented environment, the foundation of many compensation systems, sales quotas can focus sellers and managers in a direction inconsistent with customer-oriented selling (particularly if this behavior is deemed necessary to achieve quota). Based on this premise, this study examines the influence of sales managers’ quotas on their response to salespeople’s unethical behavior and its resulting effect on the customer orientation of the sales force. To fully explore this condition, this study also examines the role of an important formal process control, the ethical climate (e.g., rules and regulations), in influencing customer orientation. Providing important implications to sales organizations, results indicat that sales quotas can negatively affect sales force customer orientation via their effect on sales managers’ responses to salespeople’s selling behaviors. Interestingly, however, the company’s ethical climate was found to positively influence sales force customer orientation.     

The Role of Culture Strength in Shaping Sales Force Outcomes

Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson–culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers.     

Behavioral Self-Management as a Supplement to External Sales Force Controls

Salesforce control systems tend to focus on outcomes rather than behaviors. The use and effectiveness of behavior-based control systems is limited, particularly with industrial sales-people, who generally operate in the field much of the time where their behavior cannot be closely observed or supervised by management. The authors propose Behavioral Self-Management (BSM) as a means of controlling the methods salespeople use to achieve results. Specific BSM techniques applicable to selling and strategies for encouraging salespeople to engage in self- management are reviewed.     

Sexual Harassment in the Sales Force: The Customer is NOT Always Right

This study utilizes historical data to explore the effects of sales management succession, the characteristics of the successor, and type of succession on post-succession performance of an industrial sales organisation while controlling for pre-succession performance and economic conditions. Three theoretical positions were contrasted: (1) that a change in a sales manager will lead to a decline in a performance, (2) that such a change will lead to an increase in sales performance, and (3) that the change will have no impact on performance. The results demonstrated a positive effect due to succession, thus supporting the commonsense notion that a sales management change leads to improved performance. There was also some support for the proposition that experience and ability may mediate the succession effect.     

The Effects of Self-Construals and Interactive Constraints on Consumer Complaint Behaviors Across Cultures

This study predicts cross-cultural associations between task and face constraints in relation to consumer complaint behaviors. Participants comprised 1200 undergraduates from Kyoto City in Japan and 420 undergraduates from Las Vegas and Tennessee in the USA. The complaint methods studied include direct voice responses, private responses (negative word of mouth and exit action), and third-party responses. We found that complaints are usually made when service failures occur at the level of co-consumption, rather than at the level of the unaccompanied consumer. The results elucidate intrapersonal and interpersonal views regarding the role played by task constraints and face constraints in mediating the relationship between independent and interdependent self-construals and complaints expressed in various ways. Discussion of these results and their implications is provided, followed by suggestions for future research on culture and conversational constraints (task and face constraints), which leads to complaint behavior, and implications of such research.     

The Interactive Effects of Chronic Pain, Guilt, and Perfectionism on Work Outcomes

Two studies were conducted examining the interactive effects of chronic pain, perceived perfectionism (e.g., self- and socially prescribed), and guilt on job tension and job satisfaction. It was hypothesized that chronic pain would have its most adverse effects on these work outcomes when concurrently coupled with high levels of perceived perfectionism and guilt. In both studies, the results supported the interaction effect of Chronic Pain × Socially Prescribed Perfectionism × Guilt on tension and satisfaction in the expected direction. As predicted, the results also indicated a Chronic Pain × Guilt × Self-Oriented Perfectionism interaction on job tension. Implications for theory and practice, strengths and limitations, and avenues for future research are provided.     

Antecedents and Outcomes of Organizational Commitment: A Study of Salespeople

The role organizational commitment plays in salesperson behavior is unresearched. To increase understanding of both causes and outcomes of organizational commitment for salespeople, this study proposed and tested a path model. The model was drawn from the framework for studying organizational commitment proposed by Chornco (1986).

The study results imply that salespeoples' performance is not determined by commitment or by effort, but that it is positively affected by the sales manager, income and education. Commitment was positively affected by anticipatory socialization, work satisfaction and manager satisfaction. Means for building commitment are discussed, as are situations where management should stress salesforce commitment.     

The Mediating Role of Sales Behaviors: An Alternative Perspective of Sales Performance and Effectiveness

Business decisions about hiring, promoting, an purchasing should be made in an unbiassed way When sex stereotyping influences the decisio process. Such decisions are not only unfair bi can lead to large economic and social costs. A experiment involving more than 200 MBAs measured the impact of general attitudes toward women in business and various personal characteristics on the extent to which there was se stereotyping with regard to men and women in sales positions. Results suggest that sex stereotyping still exists, but its extent depends on the attitude being measured and on characteristics of the stereotyping the solution is to provide exposure to competent females in selling and sales manage ment positions.     

Market and Customer Analysis for Sales Management

Abstract

The application of market and customer analysis to selling is discussed in this article. Four instruments were devised and used with three companies in order to improve the performance of their salespeople. While the needs of salespeople vary according to the company and the industry, these instruments can form the basis for organizing the activities of salespeople.     

Congruence in Sales Force Evaluations: Relation to Sales Force Perceptions of Conflict and Ambiguity

Abstract

This research examined the relationship between salespersons' perceptions of role conflict and role ambiquity from various sources and the degree of agreement between salespeople and sales managers on salesperson performance. Three sources of role ambiguity were found to explain the most variance in performance congruence. Implications for management are discussed.     

Conflict Behaviors Mediate Effects of Manipulated Leader-Member Exchange on Team-Oriented Outcomes

Journal of Business and Psychology - We tested an underexplored component of leader-member exchange (LMX) theory that high LMX is associated with valuing team-interests whereas low LMX is...     

Sales Technologies,Sales Force Management,and Online Infomediaries

An information intermediary (or infomediary) is an online firm that plays an important role in the information component of a transaction but not in the logistics component. Infomediary sales channels in which leads that originate online are converted to sales by an offline sales force are particularly important in areas such as automobile retailing, real estate, insurance, mortgages, and many other contexts. This research examines the role of sales technologies and the organization of the sales force in creating value for infomediary sales channels, formally examining channel outcomes using an analytical model and empirically examining channel outcomes using a survey of 678 automobile dealerships. The analyses indicate that adoption of sales technologies for lead management and channel-specific salespeople influence leads purchased (from infomediaries) and infomediary channel sales for the retailer. These findings integrate important technologies from outside the organization (infomediaries) and technologies and management structures inside the organization (sales technologies for lead management and channel-specific salespeople) into an understanding of retailer use of infomediary channels. These findings also suggest that it is in the best interest of infomediaries to offer sales technology and services to retailers, bundling information products with technologies for channel management.     

An Exploratory Model and Initial Test of the Influence of Firm Level Consulting-Oriented Sales Force Programs on Sales Force Performance

This study investigates several proposed relationships between consulting-oriented sales force programs and long run growth of industrial organizations. To operationalize the proposed model, the work introduces twenty-two new measures of consulting-oriented sales programs. Relationships are tested using a sample of industrial sales managers and corresponding, longitudinal firm performance data. Initial consulting-oriented sales training is the strongest influence on firm performance. Evidence suggests combining this training with consulting-oriented ongoing training, evaluation, and compensation programs.     

Attributions and Outcomes of Customer Misbehavior

Purpose  

The purpose of this study is to determine which attribution dimensions concerning dysfunctional other-customer misbehavior most influence customer dissatisfaction toward a service firm.     

Sales Force Compensation Plans Incorporating Multidimensional Sales Effort and Salesperson Efficiency

Sales force compensation models are often constrained by the assumption that salesperson effort is unidimensional. Some models have extended this scenario to multiple products but retain the “single-effort” assumption. In addition, salesperson efficiency has been ignored. As selling is clearly multidimensional, we present a formulation of an agency model (MIPAM) that incorporates multidimensional sales effort as well as salesperson efficiency. Using the model, we also show that under certain assumptions, we can build the second-order condition of the agent’s maximization into the principalagent problem, instead of assuming it, as has been done in the past.     

Cellular Telephones and the National Sales Force

The cellular telephone has become a popular, worldwide business tool. The use of cellular telephones has been purported to increase productivity and boost responsiveness. In this paper, major issues in cellular telephone technology are presented. A case study which examines the process of adoption, implementation, and utilization of cellular telephones in a national sales force is presented. Managerial implications are discussed.     

Developing Sales Force Relationalism: The Role of Distributive and Procedural Justice

Sales force justice perceptions can play an important role in the development of relational norms or relationalism; however, little research has explored the linkages between justice and the development of sales force relationalism. The relational justice model—that is, neutrality, trust, and respect—was tested with regard to direct effects on sales force perceptions of distributive and procedural justice, and in, subsequently, manager–sales force relationalism. The findings, from a sample of business-to-business salespeople, support the hypothesized relationships between the constructs in the relational model and distributive and procedural justice. Neutrality, trust, and respect significantly and positively affect both distributive and procedural justice, which directly affects the development of sales force relationalism. The results have implications for sales force management and future research endeavors.     

Testing Competing Models of Sales Force Communication

Based upon findings from the organizational communication, management, and marketing literatures, this study evaluates three competing models describing sales force communication. The results of the analysis suggest that the theorized PEO (Sales Manager Communication Practices? Sales Force Communication Environment? Salesperson Communication and Job Outcomes) Model best accounts for the relations between sales manager communication practices and salesperson communication and job outcomes. Specifically, the PEO Model holds that sales manager communication practices are positively associated with salesperson perceptions of communication quality. Communication quality is positively associated with salesperson satisfaction with communication; salesperson communication satisfaction is positively related to salesperson's job satisfaction and organizational commitment. These results and their implications for developing an effective sales force communication environment are detailed.     

Attributes and Behaviors of Salespeople Preferred by Buyers: High Socializing vs. Low Socializing Industrial Buyers

A random sample of purchasing agents was surveyed and split into two groups based on their socializing behavior. These two groups differ as to the importance of various salesperson attributes and behaviors. It was also found that “high” socializers tend to engage in after-hour meetings and discuss non-business related topics more so than “low” socializers. In addition, “high” socializers tend to be younger, provide more time for sales meetings, have less tenure, and are more likely to be found in smaller purchasing departments compared to “low” socializers. Other findings and implications are discussed and areas for further research are suggested.