Pub Date : 2013-10-24DOI: 10.1080/08853134.1990.10753831
D. Sauers, J. Hunt, Kenneth E. Bass
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.
{"title":"Behavioral Self-Management as a Supplement to External Sales Force Controls","authors":"D. Sauers, J. Hunt, Kenneth E. Bass","doi":"10.1080/08853134.1990.10753831","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753831","url":null,"abstract":"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.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"57 1","pages":"17-28"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84412348","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}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1983.10754354
Steven Lysonski, Eugene M. Johnson
AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.
{"title":"The Sales Manager As a Boundary Spanner: A Role Theory Analysis","authors":"Steven Lysonski, Eugene M. Johnson","doi":"10.1080/08853134.1983.10754354","DOIUrl":"https://doi.org/10.1080/08853134.1983.10754354","url":null,"abstract":"AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"30 1","pages":"8-21"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91206281","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: 10.1080/08853134.1999.10754179
H. Sujan
Based on Sternberg's (1985) theory of human intelligence, the nature of salespeople's street-smarts—one of three aspects of intelligence this theory defines—is evaluated. It is suggested that salespeople's adapting to their environment, selecting to be in a more appropriate environment and shaping or molding their environment, the three elements of street-smarts, all contribute significantly to not only their performance but also their happiness (satisfaction). Further, it is suggested that although there may be a tendency among salespeople to focus on just one of the three aspects, because people like doing what they are best at, a balance among the three aspects of street-smart intelligence is more desirable. The motivational and personality roots of these forms of intelligence are also examined. Optimistic thinking is suggested to be a core, individual characteristic that fosters salespeople's street-smarts. Consequently, while recruiting salespeople sales management ought to evaluate the optimistic te...
{"title":"Optimism and Street-Smarts: Identifying and Improving Salesperson Intelligence","authors":"H. Sujan","doi":"10.1080/08853134.1999.10754179","DOIUrl":"https://doi.org/10.1080/08853134.1999.10754179","url":null,"abstract":"Based on Sternberg's (1985) theory of human intelligence, the nature of salespeople's street-smarts—one of three aspects of intelligence this theory defines—is evaluated. It is suggested that salespeople's adapting to their environment, selecting to be in a more appropriate environment and shaping or molding their environment, the three elements of street-smarts, all contribute significantly to not only their performance but also their happiness (satisfaction). Further, it is suggested that although there may be a tendency among salespeople to focus on just one of the three aspects, because people like doing what they are best at, a balance among the three aspects of street-smart intelligence is more desirable. The motivational and personality roots of these forms of intelligence are also examined. Optimistic thinking is suggested to be a core, individual characteristic that fosters salespeople's street-smarts. Consequently, while recruiting salespeople sales management ought to evaluate the optimistic te...","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"10 1","pages":"17-33"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91386156","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: 10.1080/08853134.1983.10754342
T. Wotruba, Donald J. Schoel
AbstractThis study reports the types of salesforce characteristics and sales contest planning policies associated with success of salesforce contests. Three measures of contest success are used: attainment of contest objectives, contest's contribution to profit, and the number of negative side effects generated by the contest.
{"title":"Evaluation of Salesforce Contest Performance","authors":"T. Wotruba, Donald J. Schoel","doi":"10.1080/08853134.1983.10754342","DOIUrl":"https://doi.org/10.1080/08853134.1983.10754342","url":null,"abstract":"AbstractThis study reports the types of salesforce characteristics and sales contest planning policies associated with success of salesforce contests. Three measures of contest success are used: attainment of contest objectives, contest's contribution to profit, and the number of negative side effects generated by the contest.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"120 1","pages":"1-10"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77973132","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: 10.1080/08853134.1991.10753860
L. Chonko, J. F. Tanner, E. Smith
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.
{"title":"Selling and Sales Management in Action: The Sales Force's Role in International Marketing Research and Marketing Information Systems","authors":"L. Chonko, J. F. Tanner, E. Smith","doi":"10.1080/08853134.1991.10753860","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753860","url":null,"abstract":"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.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"108 1","pages":"69-80"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75987953","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: 10.1080/08853134.1990.10753849
C. Shepherd, Joseph O. Rentz
Researchers are increasingly focusing on the mental processes and knowledge structures of salespeople. Of particular interest are expert (or highly skilled) salespeople. This article presents a method for investigating the cognitive processes and knowledge structures of expert salespeople. The method examines both declarative and procedural knowledge by combining several techniques traditionally seen in the cognitive sciences, namely the critical incident technique, vicarious role play using simulated problem situations, and content analysis of verbal protocols. Examples of an application of this procedure with a food broker sales force are used to illustrate certain aspects of the method.
{"title":"A Method for Investigating the Cognitive Processes and Knowledge Structures of Expert Salespeople","authors":"C. Shepherd, Joseph O. Rentz","doi":"10.1080/08853134.1990.10753849","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753849","url":null,"abstract":"Researchers are increasingly focusing on the mental processes and knowledge structures of salespeople. Of particular interest are expert (or highly skilled) salespeople. This article presents a method for investigating the cognitive processes and knowledge structures of expert salespeople. The method examines both declarative and procedural knowledge by combining several techniques traditionally seen in the cognitive sciences, namely the critical incident technique, vicarious role play using simulated problem situations, and content analysis of verbal protocols. Examples of an application of this procedure with a food broker sales force are used to illustrate certain aspects of the method.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"2 1","pages":"55-70"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88977523","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: 10.1080/08853134.1994.10753995
Ned C. Hill, M. Swenson
Electronic Data Interchange (EDI) provides information linkages between selling firms and buying firms and offers significant benefits for participating companies. In this article, the changing role of the salesperson in an EDI environment is explored. A case study, which examines the effects of EDI technology at Bergen Brunswig Drug Company, is presented. Managerial implications are discussed.
{"title":"Sales Thchnology Applications: The Impact of Electronic Data Interchange on the Sales Function","authors":"Ned C. Hill, M. Swenson","doi":"10.1080/08853134.1994.10753995","DOIUrl":"https://doi.org/10.1080/08853134.1994.10753995","url":null,"abstract":"Electronic Data Interchange (EDI) provides information linkages between selling firms and buying firms and offers significant benefits for participating companies. In this article, the changing role of the salesperson in an EDI environment is explored. A case study, which examines the effects of EDI technology at Bergen Brunswig Drug Company, is presented. Managerial implications are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"1 1","pages":"79-87"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72692594","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: 10.1080/08853134.1995.10754020
Dawn Deeter-Schmelz, R. Ramsey
In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. Accordingly, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed, and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed.
{"title":"A Conceptualization of the Functions and Roles of Formalized Selling and Buying Teams","authors":"Dawn Deeter-Schmelz, R. Ramsey","doi":"10.1080/08853134.1995.10754020","DOIUrl":"https://doi.org/10.1080/08853134.1995.10754020","url":null,"abstract":"In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. Accordingly, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed, and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"59 1","pages":"47-60"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82264312","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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