The Experts below are selected from a list of 82728 Experts worldwide ranked by ideXlab platform
Nigel F. Piercy - One of the best experts on this subject based on the ideXlab platform.
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examining business strategy Sales Management and Salesperson antecedents of Sales organization effectiveness
Journal of Personal Selling and Sales Management, 2013Co-Authors: Artur Baldauf, David W Cravens, Nigel F. PiercyAbstract:The antecedents of Sales organization effectiveness are examined in two European countries—Austria and the United Kingdom—adding to the limited international Sales Management research. Sales Management behavior based control strategy, Sales territory design, and company strategic orientation are conceptualized as antecedents to Salesperson performance and Sales organization effectiveness. The strategy dimensions customer value and product-market scope are incorporated into the conceptual model to examine the role of strategic orientation. The results indicate a strong direct relationship between Salesperson outcome performance and Sales organization effectiveness, as well as important indirect impacts on effectiveness for Sales Management control strategy, territory design, and Salesperson behavior performance. However, the study findings indicate a weak relationship between the strategy dimensions, Salesperson performance, and Sales organization effectiveness. These findings identify important implicatio...
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Sales manager behavior control strategy and its consequences the impact of manager gender differences
Journal of Personal Selling and Sales Management, 2013Co-Authors: Nigel F. Piercy, David W Cravens, Nikala LaneAbstract:Researchers have only recently focused attention on the importance of Sales manager gender. Our study examines manager gender differences relative to behavior-based approaches to Sales Management control, and the consequences in Salesperson attitudes, job stress, and work outcomes. Findings suggest that female field Sales managers employ higher levels of behavior- control than males. Teams led by female managers display different and favorable attitudes, stress characteristics and work outcomes to those managed by male executives.
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the strategic Sales organization is Sales the new marketing
The Marketing Review, 2008Co-Authors: Nigel F. Piercy, Nikala LaneAbstract:Strategic Sales Management focuses on the investment choices faced in the customer portfolio. Working crossfunctionally to deliver superior customer value is becoming a critical capability for those who manage the "front-end" of a company, however this role is designated. New roles and contributions by the Sales organization will require new capabilities and change in Management processes and structures in the Sales organization.
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examining the effectiveness of Sales Management control practices in developing countries
Journal of World Business, 2004Co-Authors: Nigel F. Piercy, George S Low, David W CravensAbstract:Management control consists of managers' initiatives to direct and influence employees for the purpose of achieving an organization's objectives. Sales Management control is identified as an important antecedent of several Salesperson and organizational consequences in prior developed country studies. We examine the impact of Management control in combination with incentive pay and territory design on Salesperson performance and Sales unit effectiveness for Sales organizations in three developing countries (Greece, India, and Malaysia). The results point to territory design as a strong predictor of performance and effectiveness. Management control is also a relevant predictor of performance and effectiveness. Surprisingly, incentive pay has no effect on Salesperson performance, although it has a positive impact on Sales unit effectiveness in Greece and India. Several important managerial implications are highlighted by the study findings.
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a gender perspective on Salesperson organizational citizenship behaviour Sales manager control strategy and Sales unit effectiveness
Women in Management Review, 2002Co-Authors: Nigel F. Piercy, Nikala Lane, David W CravensAbstract:Organizational citizenship behaviour (OCB) is discretionary employee behaviour that promotes organizational effectiveness, and has become recognized as an issue of potentially substantial importance in the Management of Sales operations. Identifies Sales Management control strategy as an important antecedent to Salesperson OCB, which has been neglected in prior OCB research. Uncovers an important gender dimension in the display of OCB by Salespeople, not previously investigated, and identifies an important relationship between Sales manager gender and the OCB displayed by a Sales unit or team, which is associated with the effectiveness of the Sales unit. The findings have a number of important implications for managers concerned with enhancing Sales organization effectiveness, as well as identifying a number of promising research directions.
David W Cravens - One of the best experts on this subject based on the ideXlab platform.
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examining business strategy Sales Management and Salesperson antecedents of Sales organization effectiveness
Journal of Personal Selling and Sales Management, 2013Co-Authors: Artur Baldauf, David W Cravens, Nigel F. PiercyAbstract:The antecedents of Sales organization effectiveness are examined in two European countries—Austria and the United Kingdom—adding to the limited international Sales Management research. Sales Management behavior based control strategy, Sales territory design, and company strategic orientation are conceptualized as antecedents to Salesperson performance and Sales organization effectiveness. The strategy dimensions customer value and product-market scope are incorporated into the conceptual model to examine the role of strategic orientation. The results indicate a strong direct relationship between Salesperson outcome performance and Sales organization effectiveness, as well as important indirect impacts on effectiveness for Sales Management control strategy, territory design, and Salesperson behavior performance. However, the study findings indicate a weak relationship between the strategy dimensions, Salesperson performance, and Sales organization effectiveness. These findings identify important implicatio...
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Sales manager behavior control strategy and its consequences the impact of manager gender differences
Journal of Personal Selling and Sales Management, 2013Co-Authors: Nigel F. Piercy, David W Cravens, Nikala LaneAbstract:Researchers have only recently focused attention on the importance of Sales manager gender. Our study examines manager gender differences relative to behavior-based approaches to Sales Management control, and the consequences in Salesperson attitudes, job stress, and work outcomes. Findings suggest that female field Sales managers employ higher levels of behavior- control than males. Teams led by female managers display different and favorable attitudes, stress characteristics and work outcomes to those managed by male executives.
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examining the effectiveness of Sales Management control practices in developing countries
Journal of World Business, 2004Co-Authors: Nigel F. Piercy, George S Low, David W CravensAbstract:Management control consists of managers' initiatives to direct and influence employees for the purpose of achieving an organization's objectives. Sales Management control is identified as an important antecedent of several Salesperson and organizational consequences in prior developed country studies. We examine the impact of Management control in combination with incentive pay and territory design on Salesperson performance and Sales unit effectiveness for Sales organizations in three developing countries (Greece, India, and Malaysia). The results point to territory design as a strong predictor of performance and effectiveness. Management control is also a relevant predictor of performance and effectiveness. Surprisingly, incentive pay has no effect on Salesperson performance, although it has a positive impact on Sales unit effectiveness in Greece and India. Several important managerial implications are highlighted by the study findings.
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a gender perspective on Salesperson organizational citizenship behaviour Sales manager control strategy and Sales unit effectiveness
Women in Management Review, 2002Co-Authors: Nigel F. Piercy, Nikala Lane, David W CravensAbstract:Organizational citizenship behaviour (OCB) is discretionary employee behaviour that promotes organizational effectiveness, and has become recognized as an issue of potentially substantial importance in the Management of Sales operations. Identifies Sales Management control strategy as an important antecedent to Salesperson OCB, which has been neglected in prior OCB research. Uncovers an important gender dimension in the display of OCB by Salespeople, not previously investigated, and identifies an important relationship between Sales manager gender and the OCB displayed by a Sales unit or team, which is associated with the effectiveness of the Sales unit. The findings have a number of important implications for managers concerned with enhancing Sales organization effectiveness, as well as identifying a number of promising research directions.
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Improving the Effectiveness of Field Sales Organizations
Industrial Marketing Management, 1999Co-Authors: Artur Baldauf, David W CravensAbstract:Abstract For companies competing in rapidly changing business environments, the Sales force can be an important source for improving organizational effectiveness. The results of a study of 159 field Sales managers in 79 Austrian companies point to higher effectiveness in organizations utilizing Sales Management directing and evaluating activities to a greater Sales extent than managers in less effective organizations. Moreover, the effective Sales organizations place more emphasis on their Sales territory design, and, additionally, their Sales forces show significant differences in both personal characteristics and performance dimensions. Salespeople in the more effective Sales units display higher levels of intrinsic and extrinsic motivation, Sales support orientation, and customer orientation. Both Salesperson behavior and outcome performance were rated higher by managers in the organizations with more effective Sales units.
David Jobber - One of the best experts on this subject based on the ideXlab platform.
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selling and Sales Management 11th edition
2019Co-Authors: David Jobber, Geoffery Lancaster, Kenneth Le MeunierfitzhughAbstract:This new edition comes fully updated with new case studies, using working businesses to connect Sales theory to the practical implications of selling in a modern environment. It also contains the results from cutting-edge research that differentiates it from most of its competitors. The book continues to place emphasis on global aspects of selling and Sales Management. Topics covered include technological applications of selling and Sales Management, ethics of selling and Sales Management, systems selling and a comprehensive coverage of key account Management.
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size effects on Sales mangement practices of small firms a study of industrial distributors
Journal of Personal Selling and Sales Management, 2013Co-Authors: David Shipley, David JobberAbstract:Previous research identified that Sales Management practices differ among disparately-sized large firms although this topic has not been studied among different sizes of small firms. This study focuses on industrial distributors which are generally smaller than the average manufacturer. It finds that the managers of small distributors face different Sales Management situations and use different Salesforce compensation and evaluation techniques than medium-sized distributors. Techniques applied by both classes of distributors are similar in nature to those used by manufacturers. It is suggested, therefore, that size affects the Sales Management practices of small firms irrespective of their channel positions. Implications are explored.
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organizational size and Salesforce evaluation practices
Journal of Personal Selling and Sales Management, 2013Co-Authors: David Jobber, Graham J. Hooley, David ShipleyAbstract:This study examines the relationship between organizational size and Salesforce evaluation practices of two hundred and sixteen industrial goods organizations. Eight propositions derived from the organizational behaviour and economics literature were tested. The results demonstrate that some managerial activities change in a manner which is consistent with organizational theory. Large organizations use a wider range of quantitative criteria, use more formalized methods of evaluation, and make greater use of pre-determined performance standards than small organizations. The results suggest that attempts to determine theories of Sales Management practice should include organizational size as a candidate explanatory variable.
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a comparison of the perceptions of Sales Management and Salespeople towards Sales force motivation and demotivation
Journal of Marketing Management, 1994Co-Authors: David Jobber, Roger LeeAbstract:The importance of Sales force motivation is reflected in a large number of studies researching factors which Salespeople believe act as motivators. However, the issue of the degree of congruence between the perceptions of Sales Management and their Salespeople has been neglected. This study of life assurance Sales forces indicates that there are considerable differences between the factors Sales Management perceive as motivators (and demotivators) and those the Sales force regard as important for their motivation. The general implication is that Sales Management must periodically check their assumptions about what motivates their Salespeople. For the life assurance industry, the findings suggest that a strategic review of compensation and promotional systems employed by most of the companies in the sample is warranted.
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selling Sales Management
1994Co-Authors: David Jobber, Geoffrey LancasterAbstract:List of illustrations List of tables Foreword Preface Part I: Sales Perspective 1. Development and role of selling in marketing 2. Consumer and organisational buyer behaviour 3. Sales strategies Part II: Sales Technique 4. Sales responsibilities and preparation 5. Personal selling skills 6. Selling to and managing major accounts 7. Relationship selling Part III: Sales Environment 8. Direct marketing and IT applications in Sales 9. Sales settings 10. International selling 11. Law and ethnical issues Part IV: Sales Management 12. Recruitment and selection 13. Motivation and training 14. Organisation and compensation Part V: Sales Control 15. Sales forecasting 16. Budgeting and evaluation Appendix Bibliographical references Further reading Index
John L Schlacter - One of the best experts on this subject based on the ideXlab platform.
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the role of Sales managers and Salespeople in a marketing information system
Journal of Personal Selling and Sales Management, 2013Co-Authors: Kenneth R Evans, John L SchlacterAbstract:AbstractThe purposes of this study are to (1) investigate the extent to which Salespeople and Sales managers are utilized within a firm's marketing information system, (2) examine the nature of information provided by the Sales organization to the M.I.S., and (3) explore characteristics associated with effective implementation of an M.I.S. Two hundred and thirty-five Sales managers and Sales executives were interviewed. The results indicate that information solicited from the Sales force and Sales Management tends to be limited and primarily pricing-related. Most respondents indicated limited or no formal recognition/reinforcement of Sales force and Sales Management participation in the M.I.S.
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selling and Sales Management in action examining the bases utilized for evaluating Salespeoples performance
Journal of Personal Selling and Sales Management, 2013Co-Authors: Jon M Hawes, Donald W. Jackson, John L Schlacter, William G WolfeAbstract:Evaluating Salespeoples' performance is an important task for Sales managers. However, little is known about what bases are used by Sales managers to evaluate the performance of their Salespeople. A study was conducted to determine the bases actually used by Sales managers and the results were compared with a study conducted in 1983. Findings indicate more emphasis on profit and cost control, a continued reliance on qualitative measures, and a wide variety of bases being utilized to evaluate the performance of Salespeople. Furthermore, the stability of results, across a wide variety of respondent job titles as well as business types and sizes, indicates a good deal of generalizability to other firms.
Alfred M Pelham - One of the best experts on this subject based on the ideXlab platform.
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do consulting oriented Sales Management programs impact Salesforce performance and profit
Journal of Business & Industrial Marketing, 2006Co-Authors: Alfred M PelhamAbstract:Purpose – This study seeks to investigate causal relationships between Sales Management programs designed to build customer relationships by solving customer problems and selling firm performance.Design/methodology/approach – Hypotheses were developed and supported based on theories developed from the market orientation and Sales Management literature. Using survey results from Sales managers and reported profitability data, those hypotheses were tested using multiple regression.Findings – Results indicate that consulting‐oriented post‐Sales training and consulting‐oriented evaluation are significant influences on Salesforce efficiency. Consulting‐oriented evaluation is a significant influence on customer retention. The strongest influences on profit growth are initial Sales training and post‐Sales training learning, but a composite variable of all elements of the consulting‐oriented Sales Management program is a significant influence on profit growth.Research limitations/implications – The sampling frame...
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Sales force involvement in product design the influence on the relationships between consulting oriented Sales Management programs and performance
The Journal of Marketing Theory and Practice, 2006Co-Authors: Alfred M PelhamAbstract:There is growing recognition of the need to reorganize Sales Management programs to reflect trends in the competitive environment. These trends are influencing more firms to attempt to develop stro...
