Pub Date : 2013-10-24DOI: 10.1080/08853134.1985.10754390
Pradeep K. Tyagi
AbstractThe validity of a job diagnostic model to (re)-design salespersons' jobs is investigated. The model purports that a number of core job dimensions and individual differences interact to affect critical psychological states which, in turn, influence work motivation, satisfaction, and performance of people at work. The results indicate that the model holds promise in analyzing salespersons' jobs. Possible managerial implications and limitations are also discussed.
{"title":"Work Motivation Through the Design of Salesperson Jobs","authors":"Pradeep K. Tyagi","doi":"10.1080/08853134.1985.10754390","DOIUrl":"https://doi.org/10.1080/08853134.1985.10754390","url":null,"abstract":"AbstractThe validity of a job diagnostic model to (re)-design salespersons' jobs is investigated. The model purports that a number of core job dimensions and individual differences interact to affect critical psychological states which, in turn, influence work motivation, satisfaction, and performance of people at work. The results indicate that the model holds promise in analyzing salespersons' jobs. Possible managerial implications and limitations are also discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"90 1","pages":"41-51"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86577013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1997.10754107
C. Pardo
A research program was set up three years ago at the “Institut de Recherche de l'entreprise” in Lyon. This program is aimed at improving the understanding of industrial key account management. This paper presents the outcomes of one of the studies carried out within this program. It focuses on the perceptions a key account may develop according to the treatment he receives from his supplier. The purpose of this research study is to shed new light on key account management from the key account's point of view. Until now, indeed, except for a few works (see for example the recent report from McDonald, Millman and Rogers [1996]) the literature on key account management has been focused on the supplier perspective. In other words, the aim of the great majority of the studies was to discuss the characteristics, the implications, the evolutions of a supplier from the moment he decided to implement a key account management program. Today, given the maturity that researchers are beginning to acquire on the subjec...
三年前，里昂的“企业研究所”(Institut de Recherche de l’enterprise)设立了一个研究项目。该计划旨在提高对工业大客户管理的理解。本文介绍了在该计划中进行的一项研究的结果。它关注的是一个关键客户可能根据他从供应商那里得到的待遇而产生的看法。本研究的目的是从大客户的角度对大客户管理有新的认识。事实上，到目前为止，除了少数作品(例如McDonald, Millman和Rogers[1996]最近的报告)外，关于大客户管理的文献一直集中在供应商的角度上。换句话说，绝大多数研究的目的是讨论供应商从决定实施大客户管理计划的那一刻起的特征、影响和演变。今天，考虑到研究人员在这一课题上开始取得的成熟……
{"title":"Key Account Management in the Business to Business Field: The Key Account's Point of View","authors":"C. Pardo","doi":"10.1080/08853134.1997.10754107","DOIUrl":"https://doi.org/10.1080/08853134.1997.10754107","url":null,"abstract":"A research program was set up three years ago at the “Institut de Recherche de l'entreprise” in Lyon. This program is aimed at improving the understanding of industrial key account management. This paper presents the outcomes of one of the studies carried out within this program. It focuses on the perceptions a key account may develop according to the treatment he receives from his supplier. The purpose of this research study is to shed new light on key account management from the key account's point of view. Until now, indeed, except for a few works (see for example the recent report from McDonald, Millman and Rogers [1996]) the literature on key account management has been focused on the supplier perspective. In other words, the aim of the great majority of the studies was to discuss the characteristics, the implications, the evolutions of a supplier from the moment he decided to implement a key account management program. Today, given the maturity that researchers are beginning to acquire on the subjec...","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"534 1","pages":"17-26"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86873892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1992.10753916
M. Gable, C. Hollon, F. Dangello
This article determines if data on the employment application form can help predict applicants who will be good performers and not likely to voluntarily terminate their employment once hired. The results of the analyses indicate a two-stage selection procedure. Step one identifies high performers; step two identifies high performers with a propensity to remain with the firm. Findings are discussed in the context of the research, and implications are provided for salesforce management.
{"title":"Increasing the Utility of the Application Blank: Relationship Between Job Application Information and Subsequent Performance and Turnover of Salespeople","authors":"M. Gable, C. Hollon, F. Dangello","doi":"10.1080/08853134.1992.10753916","DOIUrl":"https://doi.org/10.1080/08853134.1992.10753916","url":null,"abstract":"This article determines if data on the employment application form can help predict applicants who will be good performers and not likely to voluntarily terminate their employment once hired. The results of the analyses indicate a two-stage selection procedure. Step one identifies high performers; step two identifies high performers with a propensity to remain with the firm. Findings are discussed in the context of the research, and implications are provided for salesforce management.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"68 1","pages":"39-55"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83612865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1989.10754521
W. Moncrief, R. Hoverstad, G. H. Lucas
This paper examines the problems associated with traditional methodologies used to study turnover. Existing empirical research findings rely on “cross sectional window designs”. This paper describes design flaws in the traditional approaches and demonstrates how the flaws may have affected the validity of previous studies.Survival analysis is introduced and discussed as a valuable tool for sales force turnover research. Survival analysis traces the survival function of new hires over time. This study presents data from a large national insurance firm to introduce the methodology of survival analysis, and traces the retention of insurance sales agents over a two year period. The effect of independent variables on rentention using survival analysis is shown by examining effect of sales productivity on retention rates.
{"title":"Survival Analysis: A New Approach to Analyzing Sales Force Retention","authors":"W. Moncrief, R. Hoverstad, G. H. Lucas","doi":"10.1080/08853134.1989.10754521","DOIUrl":"https://doi.org/10.1080/08853134.1989.10754521","url":null,"abstract":"This paper examines the problems associated with traditional methodologies used to study turnover. Existing empirical research findings rely on “cross sectional window designs”. This paper describes design flaws in the traditional approaches and demonstrates how the flaws may have affected the validity of previous studies.Survival analysis is introduced and discussed as a valuable tool for sales force turnover research. Survival analysis traces the survival function of new hires over time. This study presents data from a large national insurance firm to introduce the methodology of survival analysis, and traces the retention of insurance sales agents over a two year period. The effect of independent variables on rentention using survival analysis is shown by examining effect of sales productivity on retention rates.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"65 1","pages":"19-30"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75916561","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753879
D. J. Good, R. W. Stone
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.
{"title":"Selling and Sales Management in Action: Attitudes and Applications of Quotas by Sales Executives and Sales Managers","authors":"D. J. Good, R. W. Stone","doi":"10.1080/08853134.1991.10753879","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753879","url":null,"abstract":"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.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"25 1","pages":"57-60"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78683249","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1986.10754427
R. A. Scott, J. E. Swan, M. E. Wilson, Jenny J. Roberts
AbstractHow sales managers can effectively use rewards to shape the behavior or salespeople is the theme of this article. Organizational Behavior Modification specifies how rewards can be used to guide behavior. It has been tested and positive results have been found for a number of sales applications. The essential concepts of that method are explained and illustrations of sales force applications for each major concept are provided. A model for using the method in sales management is proposed. The fundamental purpose of this article is to convey a clear understanding of the technique to the practicing sales manager.
{"title":"Organizational Behavior Modification: A General Motivational Tool for Sales Management","authors":"R. A. Scott, J. E. Swan, M. E. Wilson, Jenny J. Roberts","doi":"10.1080/08853134.1986.10754427","DOIUrl":"https://doi.org/10.1080/08853134.1986.10754427","url":null,"abstract":"AbstractHow sales managers can effectively use rewards to shape the behavior or salespeople is the theme of this article. Organizational Behavior Modification specifies how rewards can be used to guide behavior. It has been tested and positive results have been found for a number of sales applications. The essential concepts of that method are explained and illustrations of sales force applications for each major concept are provided. A model for using the method in sales management is proposed. The fundamental purpose of this article is to convey a clear understanding of the technique to the practicing sales manager.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"59 11","pages":"61-70"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91466029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1989.10754535
DonaldB. Guest, Havva J. Meric
Since marketing, and particularly selling activities, determine the sources and size of a company's revenue, factors which vitally affect sales force performance are matters of crucial importance to corporate management.Predicting how a newly appointed first level sales manager will perform in the new leadership task remains a difficult problem and the determination and use of selection criteria appears not to be clearly defined in the literature. Previous research has identified desirable attributes as selection criteria though typically these are neither ranked in importance nor as attributes that “can be developed later through training/experience” or be “innate to the person selected.” This research focused upon the selection criteria and practices of the Fortune 500 companies in selecting/appointing their first level sales managers. The results revealed that (i) the Fortune 500 human resource managers are in agreement with the findings of previous research with regard to which personality and charact...
{"title":"The Fortune 500 Companies' Selection Criteria for Promotion to First Level Sales Management: An Empirical Study","authors":"DonaldB. Guest, Havva J. Meric","doi":"10.1080/08853134.1989.10754535","DOIUrl":"https://doi.org/10.1080/08853134.1989.10754535","url":null,"abstract":"Since marketing, and particularly selling activities, determine the sources and size of a company's revenue, factors which vitally affect sales force performance are matters of crucial importance to corporate management.Predicting how a newly appointed first level sales manager will perform in the new leadership task remains a difficult problem and the determination and use of selection criteria appears not to be clearly defined in the literature. Previous research has identified desirable attributes as selection criteria though typically these are neither ranked in importance nor as attributes that “can be developed later through training/experience” or be “innate to the person selected.” This research focused upon the selection criteria and practices of the Fortune 500 companies in selecting/appointing their first level sales managers. The results revealed that (i) the Fortune 500 human resource managers are in agreement with the findings of previous research with regard to which personality and charact...","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"108 1","pages":"47-52"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85669610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753875
Dhruv Grewal, Arun Sharma
Salesforce behavior can have a significant effect on customer satisfaction. This paper presents a conceptual framework examining the impact of the salesforce policy on customer satisfaction. Within the context of the framework, it is suggested that salespeople and sales managers can increase customer satisfaction through adaptive selling behavior and by developing customer feed-back systems respectively. Testable propositions are suggested for future research, and potential managerial implications of the research are discussed. The paper emphasizes that the determination and improvement of customer satisfaction should be essential goals of salesforce management.
{"title":"The Effect of Salesforce Behavior on Customer Satisfaction: An Interactive Framework","authors":"Dhruv Grewal, Arun Sharma","doi":"10.1080/08853134.1991.10753875","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753875","url":null,"abstract":"Salesforce behavior can have a significant effect on customer satisfaction. This paper presents a conceptual framework examining the impact of the salesforce policy on customer satisfaction. Within the context of the framework, it is suggested that salespeople and sales managers can increase customer satisfaction through adaptive selling behavior and by developing customer feed-back systems respectively. Testable propositions are suggested for future research, and potential managerial implications of the research are discussed. The paper emphasizes that the determination and improvement of customer satisfaction should be essential goals of salesforce management.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"6 1","pages":"13-23"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91202151","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1997.10754078
R. Darmon
The typical objective of a sales quota-bonus plan (QBP) is to enhance salespeople's performance by granting them a bonus when they reach a prespecified performance level (a sales quota), set higher than the performance level they would achieve otherwise. Even though QBPs are short-term plans, they have long-run profit impacts through their effects on a sales force morale and feelings of equity (or inequity). This is why devising sales quota plans has always been a difficult task. This paper's objective is to discuss how different QBP structures and related quota setting procedures are likely to be selected by management, depending on such situational characteristics as management's objectives, constraints, and available (or collectible) information.
{"title":"Selecting Appropriate Sales Quota Plan Structures and Quota-Setting Procedures","authors":"R. Darmon","doi":"10.1080/08853134.1997.10754078","DOIUrl":"https://doi.org/10.1080/08853134.1997.10754078","url":null,"abstract":"The typical objective of a sales quota-bonus plan (QBP) is to enhance salespeople's performance by granting them a bonus when they reach a prespecified performance level (a sales quota), set higher than the performance level they would achieve otherwise. Even though QBPs are short-term plans, they have long-run profit impacts through their effects on a sales force morale and feelings of equity (or inequity). This is why devising sales quota plans has always been a difficult task. This paper's objective is to discuss how different QBP structures and related quota setting procedures are likely to be selected by management, depending on such situational characteristics as management's objectives, constraints, and available (or collectible) information.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"47 1","pages":"1-16"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85865584","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1990.10753814
J. F. Tanner
{"title":"Selling & Sales Management in Action: Leadership Through Quality","authors":"J. F. Tanner","doi":"10.1080/08853134.1990.10753814","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753814","url":null,"abstract":"","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"11 1","pages":"49-51"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86260292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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