The Experts below are selected from a list of 1872 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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the evolution of the strategic Sales Organization
2011Co-Authors: Nigel F Piercy, Nikala LaneAbstract:Introduction – Forces Driving Sales Organization Change – The Strategic Customer Management Challenge – New Sales Organization Models – Characteristics of the Strategic Sales Organization – Concluding Remarks
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country differences concerning Sales Organization and Salesperson antecedents of Sales unit effectiveness
Journal of World Business, 2011Co-Authors: Nigel F Piercy, David W. CravensAbstract:A global perspective on relevant antecedents of Sales Organization effectiveness is an important research issue. We investigate four antecedents of Sales Organization effectiveness, including Sales unit design, Salesperson turnover, Organizational commitment, and performance of Salespeople, in seven countries. The results provide support for the four hypotheses in the U.K., support for three in Nigeria, two in India, Malaysia, and Saudi Arabia, and one in Bahrain and Greece. This study also examines three groupings of countries based on similarities in political stability and economic wealth, and the extent of differences between ideal and non-ideal values using a configuration theory analysis, providing further support for the four hypotheses, the conceptual framework and the country groupings.
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Evolution of strategic Sales Organizations in business‐to‐business marketing
Journal of Business & Industrial Marketing, 2010Co-Authors: Nigel F PiercyAbstract:Purpose – This paper aims to focus on changes in the way in which business‐to‐business companies are responding to customer and market pressures for higher service and relational investments, and the need for new capabilities in managing the business risk in the company's customer portfolio. The paper seeks to propose a model of the strategic Sales Organization as a basis for management review of how to realign Sales, account management, and marketing processes around customers to achieve and sustain superior customer value.Design/methodology/approach – The study traces the emergence of new pressures and mandates which are changing management thinking about the “front‐end” of Organizations and edging companies towards a revolution in the role of Sales, account management and marketing comparable to earlier reinventions in operations and supply chain strategy.Findings – The outcome of the review is a model of the imperatives for the strategic Sales Organization.Practical implications – The model produced i...
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strategizing the Sales Organization
Journal of Strategic Marketing, 2009Co-Authors: Nikala Lane, Nigel F PiercyAbstract:This paper sets out to provide a managerial framework into which new research findings and company characteristics can be fitted for executives implementing the changes that will develop a strategic Sales Organization. We propose a framework to identify the important though inter-related issues to be considered by executives in managing the Sales Organization transformation process. This framework examines two sets of issues: immediate managerial concerns in the strategizing process, and broader Organizational consequences. Managerial concerns close to the strategizing process include: involvement in business and marketing strategy decisions; intelligence as a basis for added value; integration of cross-functional contributions to customer value; internal marketing of customer priorities to internal departments and employees; and building the new types of Sales Organization infrastructure that will support a new strategic role. Broader Organizational consequences to consider include: inspiration or leader...
Nikala Lane - One of the best experts on this subject based on the ideXlab platform.
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the evolution of the strategic Sales Organization
2011Co-Authors: Nigel F Piercy, Nikala LaneAbstract:Introduction – Forces Driving Sales Organization Change – The Strategic Customer Management Challenge – New Sales Organization Models – Characteristics of the Strategic Sales Organization – Concluding Remarks
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strategizing the Sales Organization
Journal of Strategic Marketing, 2009Co-Authors: Nikala Lane, Nigel F PiercyAbstract:This paper sets out to provide a managerial framework into which new research findings and company characteristics can be fitted for executives implementing the changes that will develop a strategic Sales Organization. We propose a framework to identify the important though inter-related issues to be considered by executives in managing the Sales Organization transformation process. This framework examines two sets of issues: immediate managerial concerns in the strategizing process, and broader Organizational consequences. Managerial concerns close to the strategizing process include: involvement in business and marketing strategy decisions; intelligence as a basis for added value; integration of cross-functional contributions to customer value; internal marketing of customer priorities to internal departments and employees; and building the new types of Sales Organization infrastructure that will support a new strategic role. Broader Organizational consequences to consider include: inspiration or leader...
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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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THE IMPACT OF Sales MANAGER CONTROL: THE ROLE OF MANAGER CONTROL COMPETENCIES, MANAGER EXTRA-ROLE PERFORMANCE, AND CRITICAL Sales SKILLS.
AMA Winter Educators' Conference Proceedings, 2007Co-Authors: Nigel F Piercy, Nikala LaneAbstract:Several factors in business-to-business marketing and selling mandate renewed attention to the effective management of Sales Organizations. The traditional tactical role of selling is being transformed in many companies to the strategic responsibility for building and sustaining profitable customer relationships in target markets (Piercy 2006). The growing importance of effectively managing business-to-business customer relationships has been shown in the shift in many companies to more collaborative and relationship-based forms of selling (Weitz and Bradford 1999). The escalating costs of Sales and account management (e.g., see Galea 2005) are reinforced by the shift in resources in many Organizations from marketing to Sales, as executives realise that Sales activities are increasingly crucial to attaining many of the top priorities of marketing and business strategy (Webster, Malter, and Ganesan 2005). There is thus considerable interest in investigating the sources of superior Salesperson performance and Sales Organization effectiveness. Management control is a key dimension of running a Sales Organization. Sales management control spans a continuum from behavior control to outcome control. Behavior control involves closely managing the day-to-day behavior of Salespeople as they carry out their job responsibilities, while outcome control encourages and rewards Salespersons' results, such as Sales volume, profit contribution, and related outcomes. Research suggests that behavior control is an important antecedent of several attributes associated with superior Salesperson characteristics and performance characteristics (Baldauf, Cravens, and Piercy 2005). In part, our present study was shaped by executives' questions and comments at regular workshops based in our university. While they see little controversial in the move towards behavior-based control, as a way of leveraging various aspects of Salesperson performance, executives express some concerns that at a practical level the control-to-performance relationship may be affected by a variety of contingencies. Such contingencies appear to include manager abilities and motivation, the type of selling situation, and the abilities of Salespeople to acquire and implement new skills. Our research addresses the ways in which several of these contingent factors may influence the impact of Sales management control strategy on Salesperson performance. The focus of our study is Sales management control and its impact on Salesperson behavior performance. However, our approach departs from prior research by considering several constructs as significant mediators of the impact of control on Sales person performance. Our model tests mediation effects -- we propose that our mediators are variables that establish how and why control predicts performance -- rather than moderation, i.e., proposing when or for whom a variable most strongly predicts or causes an outcome variable. Our mediators are: Sales manager competencies in behavior control activities; Sales manager extra-role performance; and, the critical Sales success factors which provide the managerial imperatives for the Sales supervisor. Utilizing data from a sample of field Sales managers in U.K. companies, our results demonstrate that Sales manager control competencies, Sales manager extra-role performance, and critical Sales success factors, play a substantial mediating role between Sales manager control level and Salesperson behavior performance. Our study makes several relevant contributions to the Sales management control research stream. These contributions center on the modeling of mediators between Sales manager control level and Salesperson behavior performance. Most important of these is Sales manager behavior control competencies.… [ABSTRACT FROM AUTHOR]
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strategic imperatives for transformation in the conventional Sales Organization
Journal of Change Management, 2005Co-Authors: Nigel F Piercy, Nikala LaneAbstract:Abstract Conventional Sales Organizations in many companies across the world are under intense scrutiny as a result of the pressure for enhanced productivity and the potential for replacing many traditional Sales activities with Internet-based initiatives, as well as the escalating demands by major customers for superior value and new types of buyer-seller relationship. This paper identifies the transformation from conventional transactional Sales activities to strategic customer management as a major challenge for executives. As a management agenda, the authors identify strategic Sales imperatives of: involvement of Sales in strategic decision making, deploying intelligence through enhanced market sensing capabilities, integration of cross-functional contributions into coherent value offers, internal marketing to ‘sell’ the demanding customer inside the Organization, and infrastructure change in Salesforce structure and process to implement new business strategies. This template provides a framework for ...
David W. Cravens - One of the best experts on this subject based on the ideXlab platform.
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analysis of Sales Organization effectiveness in australian companies
2015Co-Authors: Ken Grant, Clifford E Young, David W. Cravens, Thomas N. Ingram, Raymond W. LaforgeAbstract:Differences between Australian high and low effectiveness Sales Organizations are examined. The study results indicate that effectiveness is apparently not constrained by external factors, and not influence by field Sales manager activity priorities.
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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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country differences concerning Sales Organization and Salesperson antecedents of Sales unit effectiveness
Journal of World Business, 2011Co-Authors: Nigel F Piercy, David W. CravensAbstract:A global perspective on relevant antecedents of Sales Organization effectiveness is an important research issue. We investigate four antecedents of Sales Organization effectiveness, including Sales unit design, Salesperson turnover, Organizational commitment, and performance of Salespeople, in seven countries. The results provide support for the four hypotheses in the U.K., support for three in Nigeria, two in India, Malaysia, and Saudi Arabia, and one in Bahrain and Greece. This study also examines three groupings of countries based on similarities in political stability and economic wealth, and the extent of differences between ideal and non-ideal values using a configuration theory analysis, providing further support for the four hypotheses, the conceptual framework and the country groupings.
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Strategic alignment for Sales Organization transformation
Journal of Strategic Marketing, 2009Co-Authors: Raymond W. Laforge, Thomas N. Ingram, David W. CravensAbstract:The highly competitive, turbulent business environment calls for the creation and delivery of superior customer value. In order to meet customer expectations and deliver superior value, many firms are undergoing significant transformations by developing a market orientation, building strategic relationships, improving processes and structures, enhancing the relationship between the marketing and Sales functions, and developing appropriate new metrics. This paper addresses the crucial role of the Sales Organization and the importance of strategic alignment to the success of firm and Sales Organization transformations. Key alignment linkages between firm transformation strategy, Sales Organization strategy, and Sales management practice are discussed in the context of delivering superior customer value. Sales Organization implications and research directions are discussed.
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the effect of moderators on the Salesperson behavior performance and Salesperson outcome performance and Sales Organization effectiveness relationships
European Journal of Marketing, 2002Co-Authors: Artur Baldauf, David W. CravensAbstract:Salesperson behavior performance is conceptualized as a predictor of outcome performance and Sales Organization effectiveness. The research considers the effects of Salesperson capabilities, industrial/consumer products, and industry growth moderators on Salesperson performance and Sales Organization effectiveness relationships. Empirical analyses are conducted using data from a sample of 174 field Sales managers in Austrian Sales Organizations. The results of moderator regression analyses indicate that Salesperson capabilities, product type, and industry growth are relevant moderators. The roles of the moderators vary across the relationships analyzed. Several management and research implications are examined.
Pankaj M. Madhani - One of the best experts on this subject based on the ideXlab platform.
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Direct Salesforce versus Independent Representatives: A Strategic Choice Across a Business Life Cycle
2020Co-Authors: Pankaj M. MadhaniAbstract:Sales force structure is critical for the Sales Organization because they determine how quickly Sales forces respond to market opportunities, influence Sales people’s performances and affect Sales Organization’s revenues, compensation costs and profitability. A Sales Organization that does not link evolving Sales force structure as it passes through different stages of business life cycle is placing itself at considerable risk in implementing an effective Sales force management and compensation policy. Although, Sales Organizations devote considerable time and money to manage their Sales forces, few focus much thought on how the Sales force structure needs to change over the life cycle of a business.
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Optimal Salesforce Sizing and Compensation Cost: A Mathematical Approach:
Compensation & Benefits Review, 2018Co-Authors: Pankaj M. MadhaniAbstract:Salesforce constitutes one of an Organization’s most productive and most expensive assets and has a major impact on overall performance of the Sales Organization. Salesforce sizing affects profitab...
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complementary relationship of Sales Organization culture and compensation system practical implications
World at Work Journal, 2017Co-Authors: Pankaj M. MadhaniAbstract:Sales Organizations should align culture and compensation systems to achieve performance goals and business results. By developing a culture that identifies and directs certain behaviors, Organizations can achieve optimal balance of total rewards programs. This article identifies compensation strategies for various types of Sales Organization culture and provides various frameworks and illustrations for identifying optimal or best performing culture for a Sales Organization.
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Sales Compensation Strategy: An Optimal Design of Pay Level and Pay Mix
Compensation & Benefits Review, 2015Co-Authors: Pankaj M. MadhaniAbstract:Sales compensation is of primary concern to both Sales employees and Sales Organization as it is central to their working relationship. Compensation strategy decision regarding pay level (total earnings generated) and pay mix (relative proportion of fixed pay and variable pay) are both vital in Sales compensation plan. This research explains major attributes of pay level and pay mix design of Sales Organization and identifies various factors influencing it. Advantages and disadvantages of fixed as well as variable pay are presented in the article. It also provides analytical frameworks and models for calculating optimal pay level and pay mix. An effective compensation plan through optimal design of pay level and pay mix successfully balances the needs of Salespeople, Sales Organization and customers simultaneously to maximize value of the Organization. Finally, research concludes with an illustration to provide methodology for calculating optimal value of pay level and pay mix in a Sales Organization.
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Managing Salesforce Compensation During the Growth Stage A Financial Modelling Approach
Compensation & Benefits Review, 2015Co-Authors: Pankaj M. MadhaniAbstract:The Salesforce is a strategic lever of the Sales Organization for improving Sales growth, market share and profitability. Various attributes of Salesforce such as its size and structure are key components of Salesforce compensation design. This research focuses on this direction and provides methodology to indentify optimal size of Salesforce and the right balance between generalized and specialized Sales roles in the Salesforce structure. The size and structure of the Salesforce significantly impact the operation of Salesforce in terms of efficiency and effectiveness and hence it needs to change as the Sales Organization enters the growth stage. It is mainly because these attributes have highest impact on overall success of Sales Organization in the growth stage compared to other stages of business life cycle. However, designing an optimal Salesforce size and structure is an intricate task. This study looks into this area and develops various matrices and analytical tools to determine optimal Salesforce ...
Raymond W. Laforge - One of the best experts on this subject based on the ideXlab platform.
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analysis of Sales Organization effectiveness in australian companies
2015Co-Authors: Ken Grant, Clifford E Young, David W. Cravens, Thomas N. Ingram, Raymond W. LaforgeAbstract:Differences between Australian high and low effectiveness Sales Organizations are examined. The study results indicate that effectiveness is apparently not constrained by external factors, and not influence by field Sales manager activity priorities.
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total quality management and the Sales Organization integrating the new business philosophies
2015Co-Authors: Stephen J Miller, Raymond W. Laforge, Greg W Marshall, Jerry R Goolsby, Michael R WilliamsAbstract:The philosophy known as Total Quality Management (or “continuous process improvement”) has fast become a central operating theme in many American businesses. The 1993 AMS Conference included a panel discussion of impact on Sales Organizations when a firm embraces a TOM philosophy. In particular, issues of Salesperson/Sales manager role, motivation, reward, performance evaluation, control, and broad implications of corporate culture were discussed in the context of Sales Organizations engaged in implementing quality improvement.
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New Directions in Sales Leadership Research
Journal of Personal Selling and Sales Management, 2013Co-Authors: Thomas N. Ingram, Raymond W. Laforge, William B. Locander, Scott B. Mackenzie, Philip M. PodsakoffAbstract:The changing environment facing Sales Organizations is characterized by the dimensions of complexity, collaboration, and accountability. Responding effectively to this dynamic environment requires a focus on specific leadership activities by senior Sales leaders, field Sales managers, and Salespeople. A Sales leadership framework is presented and used to identify and discuss specific leadership challenges and important research questions at different Sales Organization levels. Several new directions for Sales leadership research are proposed to improve Sales leadership thought and practice.
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Sales Organization recovery management and relationship selling a conceptual model and empirical test
Journal of Personal Selling and Sales Management, 2010Co-Authors: Gabriel R. Gonzalez, Thomas N. Ingram, Douglas K Hoffman, Raymond W. LaforgeAbstract:This paper presents and tests a model of recovery management practices in business-to-business (B2B) Sales Organizations. The linkages between organic and mechanistic approaches are integrated to provide a more comprehensive conceptualization of Sales Organization recovery management relationships than currently exists in the literature. Responses from 177 B2B Sales managers indicate that maintaining a positive service recovery culture, analyzing service failures, implementing recovery strategies, and monitoring, evaluating, and seeking feedback about recovery efforts are linked with important customer and financial outcomes. Results indicate the importance of proactive integration of service recovery concepts and behaviors into relationship selling efforts.
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Strategic alignment for Sales Organization transformation
Journal of Strategic Marketing, 2009Co-Authors: Raymond W. Laforge, Thomas N. Ingram, David W. CravensAbstract:The highly competitive, turbulent business environment calls for the creation and delivery of superior customer value. In order to meet customer expectations and deliver superior value, many firms are undergoing significant transformations by developing a market orientation, building strategic relationships, improving processes and structures, enhancing the relationship between the marketing and Sales functions, and developing appropriate new metrics. This paper addresses the crucial role of the Sales Organization and the importance of strategic alignment to the success of firm and Sales Organization transformations. Key alignment linkages between firm transformation strategy, Sales Organization strategy, and Sales management practice are discussed in the context of delivering superior customer value. Sales Organization implications and research directions are discussed.
