Examining sales force performance in organizations that use behavior-based sales management processes

Article Abstract:

A small, but expanding, base of theory and practice points to placing more sales management emphasis on the activities of salespeople such as call planning and sales presentations to improve their performance. The results of a study of 146 field sales managers in 58 Australian sales organizations indicate that sales forces with high behavior and outcome performance experience a greater extent of sales manager monitoring, directing, evaluating, and rewarding than those with lower performance. The high-performance sales forces also have greater commitment to their organizations, and their sales managers are more satisfied with their units' sales territory designs. (Reprinted by permission of the publisher.)

Performance, Behavioral assessment

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Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness

Article Abstract:

The design of a sales management control system plays a pivotal role in the management of sales organizations and the performance of salespersons both in terms of behavior and output. This finding was a result of a survey conducted among 58 Australian CEOs and 146 sales managers. It also highlighted the direct relationship between behavioral factors and outcome performance.

Sales Management, Beliefs, opinions and attitudes

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Initiating structure for legal and ethical decisions in a global sales organization

Article Abstract:

International business enterprises need guidelines to encourage ethical standards of conduct. Dealing with global customers entails special ethical conflicts which the guidelines recommended in this article could be useful in negotiating.

World, Business, International business enterprises, Multinational corporations, Ethical aspects

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