Why “sales force effectiveness” isn’t

Mary Larson (Mary Larson (mary_larson@monitor.com) is a global account managers with Market2Customer (M2C), the Monitor Group’s strategic marketing practice.)
Romney Resney (Romney Resney (Romney_resney@monitor.com) is a global account managers with Market2Customer (M2C), the Monitor Group’s strategic marketing practice.)

Handbook of Business Strategy

ISSN: 1077-5730

Publication date: 1 December 2004

Abstract

Is there a management team that hasn’t been seduced by the revenue‐boosting, cost‐slashing mantra “sales force effectiveness”? The phrase, used broadly to encompass both a wide range of sales force automation and related CRM (customer relations management) initiatives, as well as revamped sales‐force training and incentive systems, activity audits, customer satisfaction surveys, and personnel reshufflings, has triggered massive amounts of corporate spending in recent years – nearly $12 billion on CRM applications alone in 2002, according to Forrester Research, a figure that Forrester projects will almost double in the next five years.

Keywords

Citation

Larson, M. and Resney, R. (2004), "Why “sales force effectiveness” isn’t", Handbook of Business Strategy, Vol. 5 No. 1, pp. 233-238. https://doi.org/10.1108/10775730410494170

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Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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