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Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good pieces of advice and tips for sales representatives have been presented along with hundreds of sales methods and techniques. Probably the largest number of indicators and measures are applied in sales and distribution. On the one hand, this is a result of the fact that sales provide revenue and profit to a company; on the other hand, the concept of management by objectives turns out to be most effective in regional sales teams with reference to sales representatives and methods of performance evaluation. As a result, a whole array of indices has been created which enable the evaluation of sales representatives’ work and make it possible to manage goods distribution in a better way.

The indices presented in this chapter are rooted in the consumer market and are applied most often to this type of market (particularly in relation to fast-moving consumer goods at the level of retail trade). Nevertheless, many of them can be used on other markets (services, means of production) and at other trade levels (wholesale).

Although the values of many indices presented herein are usually calculated by market research agencies and delivered to companies in the form of synthetic results, we have placed the emphasis on the ability to determine them independently, both in descriptive and exemplifying terms. We consider it important to understand the genesis of indices and build the ability to interpret them on that basis. What is significant is that the indices can be interpreted differently; the same index may provide a different assessment of a product’s, brand or company’s position in the market depending on the parameters taken into account. Therefore, we strive to show a certain way of thinking rather than give ready-made recipes and cite ‘proven’ principles. Sales and distribution are dynamic phenomena, and limiting them within the framework of ‘one proper’ interpretation would be an intellectual abuse.

To enhance our understanding of the optimal buyer‐seller dyad composition in different cultures, this study investigates differences in male and female buyers’ perceptions of male and female sales representatives in Pakistan. Data collected from 88 Pakistani buyers reveal that although male and female salespeople were perceived somewhat differently depending on the buyer’s gender, many similarities were also found. In addition, buyers did not perceive salespeople of the same gender more positively than salespeople of the opposite gender. Most of the male buyers did not perceive sales to be an appropriate career for Pakistani women. Overall, the results suggest female Pakistani sales representatives are more relationship‐oriented, and some male Pakistani buyers may prefer working with female salespeople.

Although a significant number of employment fields and categories have followed the trend of increasing the number of minority employees in their profession, professional selling remains a profession dominated by the presence of Caucasian males. Racial minorities and their performance in a professional selling environment have yet to be examined in depth. Understanding why there are so few African‐Americans in professional selling is important. However, analyzing and comprehending what these salespeople accomplish once they obtain professional sales positions should also be of considerable interest, which this paper seeks to examine.

Utilizing a sample of 294 African‐American and Caucasian salespeople, the present manuscript empirically examines a variety of important work‐related perceptions and behaviors, and the performance levels of separate races of salespeople, to determine whether differences exist based on the race of the salesperson.

Results indicate that African‐American and Caucasian salespeople do not exhibit significant differences in terms of their psychological climate perceptions, customer relationship effort, and overall performance. Additionally, the results indicate that racial similarity between the sales manager and the sales representative significantly influences the aforementioned perceptions and performance of salespeople.

Managerial implications suggest that managerial‐level training should be utilized to create sales atmospheres that create equal opportunities for all salespeople. Sales executives will also be able to utilize the results from the present study as evidence that separate races of salespeople appear to be equally qualified to perform the job.

This paper aims to offer a schema for carrying out a comprehensive training needs assessment (TNA) of medical representatives. The schema answers commonly posed questions, the journalistic six.

A sample of 292 medical representatives (trainees) and 60 training/sales managers (trainers) from 32 pharmaceutical organizations of Pakistan was surveyed. The study attempted to answer the why, what, when, and where aspects of TNA by using correlation and two independent samples t‐test. Who‐ and how‐related aspects were analyzed using descriptive statistics.

The results reveal that the perspectives of trainers and trainees are fully and partially consistent with each other on competency‐based TNA (why), and TNA inputs and TNA products/outcomes (what) respectively. However, a significant difference is found befallen TNA time‐line (when) and TNA situate (where). The results related to TNA decision makers (who), and TNA mechanisms (how) reveal a range of options.

Reliance on data elicited with one shot can border the issue of generalization. Therefore, to compensate this, the study design is explained in fair detail.

The study identifies the gap between the existing literature on the journalistic six on TNA and the perceptions of the study participants on prevailing practices. To fill this gap, the study offers a framework to the pharmaceutical organizations for conducting a comprehensive TNA of their medical representatives.

The proposed schema reveals a set of six coherent areas to be considered for conducting a comprehensive TNA.

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.

The primary focus of this project is to see if emotional intelligence and awareness training should be introduced into sales training programs and to see if emotional intelligence training is necessary for success in the sales profession. A recent survey of 515 professional sales representatives located in Pittsburgh, PA area firms that were chosen based on relatively large size and established reputations in the area were asked to respond to a number of questions concerning sales training and related sales experience. Factor analysis results with industry type, insurance and financial type, as an example discovered four categories of data reduction: component 1 related to emotional intelligence (identifying personality types, presentation skills, controlling one's emotions, and adaptability to change) variables, component 2 was associated with experience (years of managerial experience and years of sales experience), component 3 for people skills (sales concepts and procedures and listening skills), and component 4 dealt with technical skills (writing skills and computer competencies). Not surprisingly, communication skills, negotiating skills, emotional intelligence, and presentation skills, and the need to differentiate personality types were found to be very important to the sales practitioners. Equally not surprising that they found their professional stressful and the relevance of college course in sales with somewhat mixed reviews.

Women in many countries are breaking through the gender barrier and are working in positions where they have a major impact on the buying and selling activities in business-to-business relationships. A number of studies have investigated the role gender plays in driving perceptions of sales representatives in the USA, however, little research has been undertaken on this important topic in China, one of the largest and most influential countries. Consequently, the purpose of this study is to examine whether the gender of both the buyer and seller, affects perceptions of expertise, trust and loyalty in business relationships.

A survey instrument was developed, tested and used on individuals with purchasing responsibility in China. Confirmatory factor analysis was used in the pre-test and the final study data to develop and refine measurement instruments, assessing construct validity, identifying method effects and evaluating factor variance across groups. Independent t-tests were used to compare male and female buyers on their evaluation of sales reps.

The results indicate that the gender of the sales person does not seem to be a consideration for male buyers in evaluating reps in any of the variables tested. However, female buyers consistently give less favorable evaluations to female sales people than male sales representatives. The possible implications of these findings are discussed.

First, this research uses a quantitative methodology in both the collection and analysis of the data. Thus, future studies may want to use a qualitative data set to gain a more in-depth understanding of the business-to-business relationships between men and women in the workplace. Also, as the study was concentrated on a relatively small number of business professionals from only one area in China, subsequently researchers should consider increasing the geographic domain where respondents are sampled, to help improve the generalizability of the results.

The gender bias by female buyers found in this study has several important implications for businesses in China. Specifically, the suggests that female buyers may carry with them a “collective negative bias” against other women, in this case, female sales reps. The solution to this problem is not to avoid assigning female sales reps to female buyers, rather, it is to change the negative collective social-esteem identity preconceptions. Organizations can do this through training by making women aware of their own predisposition to unfairly evaluate women that they interact with in the workplace.

It has been argued that gender plays a small role in perceptions of sales representatives in buyer-seller relationships. While this seems to be true in the USA, it has not (until now) been empirically tested in China. Somewhat surprisingly, the gender differences we did uncover are not from male buyers in their assessments, but from female buyers in their evaluation of women sales representatives. This result provides some interesting insight into Chinese business relationships and how some women in positions of power are more critical of other women within their sphere of influence.

The need for assuring correctness of business processes in enterprises is widely recognised in terms of business process re-engineering and improvement. Formal methods are a promising approach to this issue. The challenge in business process verification is to create a formal model that is well-aligned to the reality. Process mining is a well-known technique to discover a model of a process based on facts. However, no studies exist that apply it to formal verification. This study aims to propose a methodology for formal business process verification by means of process mining, and attempts to clarify the challenges and necessary technologies in this approach using a case study.

A trading company simulation model is used as a case study. A workflow model is discovered from an event log produced by a simulation tool and manually complemented to a formal model. Correctness requirements of both domain-dependent and domain-independent types of the model are checked by means of model-checking.

For business process verification with both domain-dependent and domain-independent correctness requirements, more advanced process mining techniques that discover data-related aspects of processes are desirable. The choice of a formal modelling language is also crucial. It depends on the correctness requirements and the characteristics of the business process.

Formal verification of business processes starting with creating its formal model is quite new. Furthermore, domain-dependent and domain-independent correctness properties are considered in the same framework, which is also new. This study revealed necessary technologies for this approach with process mining.

If any organization wants to be globally recognized leadership plays an important role. This chapter deals with the leadership failure in creating good salesperson behavior in India’s pharmaceutical industry. There are four types of salesperson’s behavior: selling orientation, customer orientation, adaptive selling, and unethical selling. Selling oriented and unethical selling behaviors negatively impact customer trust and customer value, while customer orientation and adaptive are more positive. This chapter explores how senior managers can create good organization culture and organization climate by creating positive sales behavior. This chapter will be an eye opener to many first-line managers for helping their salespersons to practice customer orientation and adaptive selling behavior.

The purpose of this paper is to review the recent implementation of the Challenger Sales Model (CSM) at Cars.com, an online automotive marketplace that generated $633m in sales in 2016 with a sales force of over 500 representatives, and to identify insights related to the implementation that may be relevant to sales researchers and other organizations considering similar implementations. A more specific aim is to determine whether establishing “constructive tension” between salespeople and their customers, which is a key tenet of the CSM, was perceived as a source of value for Cars.com.

The case study is based primarily on in-depth interviews with 15 employees spanning different sales and/or training responsibilities in the organization, from the current CEO (previously the former Senior Vice President of Sales) to sales representatives from different sales teams.

Five major insights emerged from this research: (1) Because it represents a change in the established norms governing interpersonal dynamics, constructive tension is often more difficult for salespeople to foster when interacting with existing (vs prospective) customers. (2) Whereas leading with insights is more difficult when interacting with prospective (vs existing) customers, sustaining meaningful insights over time is a major challenge when dealing with existing customers. (3 )Products that are more transactional or price-driven are ineffective at creating constructive tension and incompatible with the CSM. (4) Creating value from constructive tension requires the entire sales organization to share a common vision of what it means to be a Challenger and to adopt consistent nomenclature and formal programs for training and coaching. (5) Even more than other consultative sales models, the successful implementation of the CSM demands company-wide integration and makes it untenable for most indirect sales teams.

Although prior academic research has offered critiques of the CSM, the present paper is one of the first to use a discovery-oriented, qualitative research approach to provide a retrospective look at the actual implementation of the CSM within an organization. This approach results in novel insights, such as the identification of conditions when high-pressure versus low-pressure selling techniques are likely to be more successful, that may be of interest to sales researchers and to other companies considering a large-scale implementation of the CSM or related sales methodologies.