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Article
Publication date: 3 March 2020

Stefan Sleep, Andrea L. Dixon, Thomas DeCarlo and Son K. Lam

This study aims to explore the changing nature of the inside sales role and the individual capabilities required for success. Additionally, it examines the influence of…

2703

Abstract

Purpose

This study aims to explore the changing nature of the inside sales role and the individual capabilities required for success. Additionally, it examines the influence of organizational structure on inside sales force capabilities. Although business-to-business firms are investing heavily in inside sales forces, academic research lags behind this evolution.

Design/methodology/approach

Using a two-study qualitative approach, the authors examine contemporary inside sales forces’ responsibilities and operational configurations. Study 1 uses a cross-industry sample of sales leaders and professionals to examine roles and responsibilities. Study 2 used the second sample of sales leaders and professionals to explore the impact of various organizational configurations.

Findings

The study identifies important differences between inside and outside salespeople in terms of job demands and resources; inside salespeople’s greater reliance on sales technology and analytics than outside counterparts; and existing control systems’ failure to provide resources and incentives to match with inside salespeople’s increasing strategic benefits and job demands. The study also explores four distinct inside–outside configurations. The differences among these configurations help to explain the distinct benefits and costs of each configuration regarding the company, customer and intra sales force processes, which, in turn, determine inside salespeople’s strategic benefits and job demands.

Research limitations/implications

The authors discuss the theoretical implications of these findings for research on the evolving roles and capabilities of the inside sales force; antecedents and consequences of firms’ choice of inside–outside sales force configurations; and the impact of technology and the inside sales force. They propose a research agenda that includes a series of specific future research questions.

Practical implications

This study informs managers of the unique role of the inside sales force and how it differs from their outside counterpart. The results inform managers of the issues inherent to various inside sales configurations, helping them determine, which configuration best addresses their customers’ needs.

Originality/value

This research provides a detailed, updated account of the differences between inside and outside sales forces and the benefits/costs of major inside–outside sales force configurations. Drawing from job demands-resources, organizational structure and strategy-context fit theories, the authors develop research propositions about the underlying structural differences of inside-outside sales force configurations; how these differences drive the inside sales force’s increasing strategic benefits and job demands; and organizational choice of inside sales force configurations. A research agenda is then presented.

Details

European Journal of Marketing, vol. 54 no. 5
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 February 1990

Gordon Wills, Sherril H. Kennedy, John Cheese and Angela Rushton

To achieve a full understanding of the role ofmarketing from plan to profit requires a knowledgeof the basic building blocks. This textbookintroduces the key concepts in the art…

16005

Abstract

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Details

Management Decision, vol. 28 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 July 2000

Robert L. Engle and Michael L. Barnes

A 42‐question survey on usage and beliefs regarding sales force automation (SFA) was collected, along with actual sales performance data, on 1,641 sales representatives of a large…

3823

Abstract

A 42‐question survey on usage and beliefs regarding sales force automation (SFA) was collected, along with actual sales performance data, on 1,641 sales representatives of a large international pharmaceutical company in Germany, England, and the United States. The relationships between beliefs and usage and individual sales performance were examined both within and across countries and a cost‐benefit analysis completed. Factor analysis identified five usage groupings including: Planning and territory management; Administration and external information exchange; Within company communication; Active sales tool; and Passive sales tool. Significant usage, belief, and performance differences between countries were found, with the use of SFA explaining 16.4 per cent of the variance in sales performance across countries. General findings indicated that management and representatives believed SFA to be useful. US$22.2 million in sales increases were found to be attributable to SFA usage. At the same time, non‐discounted cash flow payback periods were found to range from 6.2 to 7.4 years. Potential contributing factors and implications are discussed.

Details

Journal of Business & Industrial Marketing, vol. 15 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 3 May 2011

Paul Christ and Rolph Anderson

The purpose of this paper is to bridge the glaring gap in the sales literature due to the deficiency of historical research on the adoption of technology in personal selling and…

2488

Abstract

Purpose

The purpose of this paper is to bridge the glaring gap in the sales literature due to the deficiency of historical research on the adoption of technology in personal selling and the resultant impacts on sales roles.

Design/methodology/approach

This paper traces the early adoption of technology by the sales force through information obtained from an extensive review of published works covering a nearly 130‐year timeframe. Where possible, efforts are made to chronicle the early use of these technologies by citing examples from historical publications of applications in selling situations.

Findings

In the exciting internet era, it is often unrecognized that adopting the latest technology in selling is a long, ongoing process which can be traced back at least to the beginning of professional personal selling in the mid‐1800s when the industrial revolution enabled dramatic increases in manufactured products. A review of the literature suggests that sales forces were often early adopters of new technologies that laid the groundwork for taking on new or expanded sales roles. With each new invention and its creative adoption and adaption to selling, new sales roles have been created or ongoing ones expanded or significantly modified. Many of the roles still entrusted to today's sales force are arguably linked to a succession of technological adoptions that occurred between the 1850s and 1980s.

Originality/value

From a historical perspective, this paper examines sales force technology development from the 1850s through the 1980s and the resultant impacts on sales force roles. To date, this historic technology‐sales force role relationship has not been adequately recognized or addressed in the sale literature. The analyses presented in the present study should prove useful for academics, students, and practitioners in the sales and marketing fields as well as researchers examining business history.

Details

Journal of Historical Research in Marketing, vol. 3 no. 2
Type: Research Article
ISSN: 1755-750X

Keywords

Case study
Publication date: 14 July 2020

Muhammad Muzamil Sattar

This case was written to help students develop their analytical and decision-making skills with regard to sales force evaluation. It identifies a variety of issues – in the…

Abstract

Learning outcomes

This case was written to help students develop their analytical and decision-making skills with regard to sales force evaluation. It identifies a variety of issues – in the Pakistani context particularly – within the sales force environment, including union representation, sales force team conflicts and power dynamics between superiors and subordinates. The various case lessons will enhance students’ analytical, negotiation and team-management skills. This case can be used to discuss the following issues: the complexity of objective and subjective evaluations of a sales force, sales force perceptions and cultural nuances for succeeding in Pakistan. Distribution structures and management in Pakistan. Characteristic features of the Pakistani pharmaceutical market. Students will be able to explain how salesperson performance information can be used to identify problems, determine their causes and suggest sales management actions to solve them. Students will be able to differentiate between an outcome-based and a behaviour-based perspective for evaluating and controlling salesperson performance. Students will understand how to control one’s behaviour in conflict situations by identifying common interests and achieving a “win-win” situation.

Case overview/synopsis

The Al-Ain case describes sales force management and sales force evaluation in a situation that involves a high-performing team operating in a hostile environment. Al-Ain eye centre (Al-Ain), located in the city of Karachi in Sindh state of Southern Pakistan, is a small-scale hospital that has diversified into the pharmaceutical business. Al-Ain’s product portfolio includes analgesics, antibiotics, ophthalmology products and cardiology products. This case focusses on team management and the relationship between a sales manager and subordinate salespeople in the context of Pakistani culture. A sales representative has received a poor performance assessment, which he perceives to be an unfair evaluation of his efforts. As a result of the situation, he subsequently joins a union and creates problems for his superiors. As they explore these management issues within a sales force, students will develop an appreciation for objective methods of sales force evaluation, as well as for the complexity of handling high-performing teams, the importance of employee perceptions and the scope of subjective biases in sales force evaluation that can emerge in practice.

Complexity academic level

The case is suited to undergraduate or MBA courses on sales management, organizational behaviour, distribution management, marketing/strategy and pharmaceutical industries. It addresses issues of sales force management, sales territory allocations, sales target fixation, team conflict, promotion, team bonus and distribution management in the pharmaceutical industry in Pakistan.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Details

Strategic Marketing Management in Asia
Type: Book
ISBN: 978-1-78635-745-8

Article
Publication date: 1 July 1981

C.D. Moss

Looks at the developments and trends taking place in how companies organize their industrial salesforces. Investigates the reasons why companies have restructured their…

Abstract

Looks at the developments and trends taking place in how companies organize their industrial salesforces. Investigates the reasons why companies have restructured their salesforces and what marketing objectives have been sought when making organizational changes. Examines marketing information generated from salespeople working within different organizational patterns. Suggests that salesforces are being restructured with the specific objective of increasing the flow of intelligence from the market‐place.

Details

European Journal of Marketing, vol. 15 no. 7
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 11 May 2015

Jaakko Sinisalo, Heikki Karjaluoto and Saila Saraniemi

– The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective.

1007

Abstract

Purpose

The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective.

Design/methodology/approach

A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption.

Findings

The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues.

Research limitations/implications

The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population.

Practical implications

Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device.

Originality/value

Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

Details

Journal of Systems and Information Technology, vol. 17 no. 2
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 1 December 2002

Sergio Román, Salvador Ruiz and José Luis Munuera

This study examines the effects of sales training on sales force performance and customer orientation in the context of small and medium‐sized companies (SMEs). The results give…

8985

Abstract

This study examines the effects of sales training on sales force performance and customer orientation in the context of small and medium‐sized companies (SMEs). The results give empirical evidence of the importance of sales training investment as a means of increasing sales performance. However, more training investment does not imply higher levels of customer‐oriented selling. Yet, higher levels of salespeople performance and customer‐oriented selling are observed when specific training methods and content are implemented. Additionally, customer‐oriented selling positively influences sales force performance, and sales training seems to moderate the relationship between sales force performance and effectiveness. Managerial implications and applications are discussed, and suggestions for future research are presented.

Details

European Journal of Marketing, vol. 36 no. 11/12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 January 1988

Troy A. Festervand, Stephen J. Grove and R. Eric Reidenbach

In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where…

Abstract

In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where investigations have explored the sales force intelligence‐gathering function, researchers have focused on selected aspects of this activity and generally ignored the overall system in which information collection and transfer take place. This article attempts to satisfy the need for such a system by presenting a model of the sales force intelligence‐gathering function.

Details

Journal of Business & Industrial Marketing, vol. 3 no. 1
Type: Research Article
ISSN: 0885-8624

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