Selling and Sales Management in Action: Sales Training: Status and Needs

Initial training, continuing education and management development activities continue to receive attention in the industrial sector (Honeycutt and Ford 1991). For example, recent reports indicate that organizations spend upwards of $30 billion annually for training programs involving 15 billion work hours (Huber 1985), with the objective being to improve the profitability of the firms.     

Selling & Sales Management in Action: Using the Journal of Personal Selling & Sales Management As A Teaching Aid

Abstract

Although much marketing literature exists pertaining to whether products should be marketed differently from services, little attention has focused on whether product selling differs from service selling. This article reports the results of an empirical investigation that examined whether salespeople selling industrial products use different selling techniques than those selling services. The results suggest that product sales personnel prefer techniques that can use tangible aspects of the product to advantage, while service sales personnel prefer techniques that stress the personal assistance of customers. The implications of the results are also presented.     

Selling and Sales Management in Action: Attitudes and Applications of Quotas by Sales Executives and Sales Managers

A survey of 186 sales managers and executives revealed that in setting sales quotas, factors such as the sales territory and the support provided by the manager were considered more important than the past performance of the sales representative. As would be expected, in an inspection of general opinions about sales quotas, the managers demonstrated a preference for linking the sales quota to the compensation of the salesperson.     

A Framework of Technology Mediation in Consumer Selling: Implications for Firms and Sales Management

Firms regard technology as a strategic tool to enhance sales effectiveness, improve customer service, and reduce costs. Within the context of sales technology, the focus of the paper is on the effect of technology mediation in consumer selling environments. Extant research has typically been at a micro-level and concentrated in two distinct areas: (1) salesperson adoption of sales technology and its effect on salespeople’s performance and (2) consumer adoption of technology and the use of technology in decision making. The paper examines the simultaneous effect of technology-mediated selling on both salespeople and consumers, at both micro- and macro-levels.     

Selling and Sales Management in Action: The Role of Strategic Selling in the Company Turnaround Process

Despite the importance of marketing orientation to company profile and performance as presented in the literature, there has been little attention paid to the role of strategic selling in the company turnaround process in published studies. This article explores selling's contribution to company turnaround through a study of ailing and rejuvenated companies in the mature engineering industry. The development and implementation of sales strategies in successfully turned around and failed companies are compared. The role of strategic selling is broadened as new concepts are developed and explored.     

Selling and Sales Management in Action: Prospecting: A New Look at this Old Challenge

Prospecting is a fundamental step in the personal selling process. However, a wide variety of prospecting approaches exists among sales organizations and there is substantial disagreement in the terms used to describe prospecting elements and relationships. This article presents a working model that identifies and defines those elements and clearly demonstrates the strategic relationships among them. Insights and implications for managers are presented, along with suggestions for analyzing and modifying existing prospect-development programs.     

Sales Training: Salespeople's Preparedness and Managerial Implications

Abstract

Salespeople use a variety of selling techniques in their jobs. Little published research, however, has examined how adequately sales training programs prepare sales personnel to employ these techniques. This paper reports the results of a survey that focused on salespeople's adequacy of preparation to utilize various sales techniques. The results of the study lead to several managerial implications about how to improve sales training programs.     

Selling and Sales Management in Action: The Sales Force's Role in International Marketing Research and Marketing Information Systems

Many companies resist global markets because of seemingly insurmountable problems with these markets. Salespeople are often used successfully to gather market information. There is a wealth of market data that can be collected by a company's international sales force and distributors' sales force which can prove to be valuable in surmounting cultural and marketing barriers associated with global markets. The current paper discusses how and with what success U.S. multinational companies are using their international sales forces in gathering international marketing research data.     

Leaders in Selling and Sales Management

Little empirical research has been reported on multinational sales force management, and none on organizational aspects. Reported here are results from a 14 MNC-135 subsidiary survey of overseas sales management practices. They show that MNCs use independent sales organizations to augment company personnel in affluent markets, in physically-large countries, and where markets are geographically-dispersed or culturally-fragmented. In addition, about one sales force in five covers more than one national market. Industry factors are important in the structuring of sales forces, suggesting that industry practices are carried into overseas markets.     

Leaders in Selling and Sales Management: Lee A. Iacocca

Solid product knowledge and an absolute love for selling have propelled Lee A. Iacocca into the business-world spotlight. Although detractors may criticize some of his corporate management skills, and he personally admits to his share of mistakes (Ingrassia & Stertz 1990), few can doubt the selling and sales management skills of Iacocca. Although much has been written about Iacocca, this article will focus on his specific contributions to the sales discipline.     

Selling & Sales Management in Action: A COMPARATIVE STUDY OF INCENTIVES IN A SALES FORCE CONTEST

The sales job of the early twenty-first century has evolved due to myriad rapidly changing environmental factors. Customer relationship focus, technology, global competition, shifting customer preferences and demands, forced downsizing, increased competitive pressure, and other factors have contributed to altering the salesperson role—what salespeople do. Yet outdated taxonomies are referenced when researching and writing about sales jobs. This paper develops an empirically generated sales position taxonomy based on changing selling activities and strategies. First, a set of 105 activities are factor analyzed to create 12 dimensions of selling. Second, the factor scores are entered into a cluster analysis. The resulting factor score centroids allow for interpretation of a taxonomy of six categories of contemporary sales jobs.     

Leaders in Selling and Sales Management: Elbert Hubbard

With the current uncertainty in the job market, coupled with an emphasis on customer satisfaction and long-term business relationships, there is a renewed interest in salespeople who are highly involved in their jobs. Before any convincing research in this area can be undertaken, a psychometrically sound scale of salesperson job involvement must be available. Our paper provides an assessment in a sales setting of three versions of the most widely used job involvement scale—the Lodahl and Kejner (1965) scale. Results suggest that all three versions have serious flaws and should be used with extreme caution. While one study is never enough to make final recommendations, a classic scale development project with salespeople may be beneficial.