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| Author: | Piercy, N. F. Cravens, D. W. Morgan, N. A. |
| Title: | Salesforce performance and behaviour-based management processes in business-to-business sales organizations |
| Journal: | European Journal of Marketing
1998 : VOL. 32:1-2, p. 79-100 |
| Index terms: | SALES MANAGEMENT PERFORMANCE MEASUREMENT CONTROL SYSTEMS EMPLOYEES UNITED KINGDOM |
| Language: | eng |
| Abstract: | In the article, a study of sales management in UK companies is reported. The relationship between behaviour-based control systems and outcome-based control systems is explored. Although conventional theory has suggested that behaviour performance and outcome performance result from different stimuli, it is found that behaviour-based control is positively associated with both behaviour performance and outcome performance. It is also found that organizational commitment and sales territory design are significantly related to salesforce performance. This suggests a number of important avenues for improving salesforce performance. These findings and the growing emphasis on building long-term, collaborative buyer-seller relationships favour the use of behaviour-based control systems in many sales management situations, and suggest a new agenda for management attention in improving salesforce effectiveness. |
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