The service-sales interaction should be aligned within and outside the organization, but many companies are not harvesting the benefits of this technique. In line with the conservation of resources ...(COR) theory, the current research investigates the impact of the salesforce control system on salesforce ambidexterity (service and sales interface), which eventually leads to emotional exhaustion service-related performance outcomes. We assess the proposed model using cross-sectional data of 321 Pakistani salespeople from B2B organizations and employ structural equation modeling for data analysis purposes. First, the study results show that behavior-based control has an inverse influence on salesforce ambidexterity. On the other hand, outcome-based control is positively associated with salesforce ambidexterity. In addition, salesforce ambidexterity is positively linked with emotional exhaustion. However, emotional exhaustion has a negative impact on both service innovation implementation and service recovery performance. Finally, the results demonstrate the significant and positive moderating influence of self-efficacy and customer demandingness between exogenous and endogenous constructs. The study is particularly important to B2B sales organizations struggling with the difficulties of salesforce ambidexterity and how they control their sales representatives.
Salesforce Advanced Administrator Certification Guide is a complete resource that will help you gain the knowledge and master the skills required to earn the advanced administrator credentials. With ...plenty of questions and answers along with best practices, you will learn all the concepts asked in exams specially designed with this guide.
The notion of salesforce control systems, in segregation and amalgamation with other variables, in the past been the most commonly studied variable in the domain of salesforce management research. ...This study examines the contingent value of a behavior-based salesforce control system i.e. (activity and capability controls) on one of the most devious salesperson’s related outcomes i.e. creative performance by incorporating work engagement (a novel concept in positive psychology) as a mediating variable. Data from 305 salespersons belonging to 15 pharmaceutical firms were used to validate the research model; multivariate analysis was used to test the hypotheses, based on the Componential Theory of Creativity (CTC) for measuring the impact of behavior-based salesforce controls i.e. activity control and capability control on the salespersons’ work engagement and the salespersons’ creative performance. Overall the results disclose that behavior-based control systems, i.e. activity control and capability control affect a salesperson’s creative performance through the mediating effect of work engagement. Results support the CTC, i.e. the domain-related skills (acquired through capability control) expertise (gained from activity control), and task-related motivation i.e. work engagement affects creative performance. Results also reveal important insights for researchers and managers, including guidelines for future research in a new direction. All in all, the results of the study offer valuable ideas about how field managers can foster and improve the creative performance of salespersons through better aligning the constitutive elements of behavior-based salesforce control systems.
Regaining control of salesforce Kim, Stephen K.; Jung, Yeon Sung
Industrial marketing management,
08/2018, Letnik:
73
Journal Article
Recenzirano
This study develops a theory explaining how an employer can regain control over its salespeople. We posit that two forms of salesforce opportunism – shirking and influence activities – are the key ...sources of control loss. We theorize that an employer can regain control through a selective match of a formal control mechanism with a salesforce opportunistic behavior. We test our predictions using data from 304 South Korean automobile dealers. We found that greater output control mitigates control loss when it is matched with salespeople's shirking, whereas it aggravates control loss when it is matched with salespeople's influence activities. Conversely, greater behavior control mitigates control loss when it is matched with salespeople's influence activities, whereas it aggravates control loss when it is matched with salespeople's shirking. These findings support our theory of discriminating match between a formal control mechanism and a salesforce opportunistic behavior for regaining control.
•This study develops a theory explaining how an employer can regain control over its salespeople.•An employer can regain control through a selective match of a formal control mechanism with a salesforce opportunistic behavior.•Greater output control mitigates (aggravates) control loss when it is matched with salespeople's shirking (influence activities).•Greater behavior control mitigates (aggravates) control loss when it is matched with salespeople’s influence activities (shirking).
W poniższym artykule przedstawiono wyniki analizy porównawczej metod tworzenia aplikacji w technologii Salesforce. Zestawiono ze sobą język obiektowy Apex, szkielet programistyczny Visualforce oraz ...tworzenie aplikacji bez ingerencji w kod, metodą Wskażi-kliknij. Analiza polegała na badaniu wydajnoĞci stron utworzonych za pomocą każdej z metod. Parametry poddane analizie to czas załadowania strony, wielkość pobranych danych oraz wpływ liczby wyświetlanych rekordów na wydajność strony.
Salespeople's responses to change have been extensively examined in the context of sales literature, sales force automation (SFA), customer relationship management (CRM) systems, and other sales ...technologies. The majority of sales technology changes were typically organization driven. In contrast, during the COVID-19 pandemic, salespeople faced changing sales processes that were increasingly customer-driven. We seek a deeper understanding of salespeople's acceptance of customer-driven change and interview 38 sales professionals to enhance our understanding of salespeople's perceptions and behaviors. Our findings show an increase in the use of technology, increased marketing-sales integration, and shifts in sales processes and organizations. We identify three profiles of salespeople: those that resist change, accept change, and lead change. We find differences in salespeople driven by their perceptions of customer environments and their capabilities, sales management function, and organization factors relevant in defining attitude toward change. We consequently derive implications for theory and practice.
Service-sales ambidexterity has recently been presented as a modern type of ambidexterity. Despite the huge prominence of ambidexterity's antecedents, literature has overlooked the influence of ...salesforce control system on service-sales ambidexterity that may turn into service-related performance outcomes. This research examines three main research questions: (1) whether behavior-based and outcome-based control directly predicts service-sales ambidexterity; (2) how service-sales ambidexterity affects service recovery performance and service innovation capabilities; (3) how the relationship among antecedents and outcomes of service-sales ambidexterity shaped by the interaction effect of manager trust in salesperson and resistance to change. We tested our research framework using a sample of 344 sales employees. The findings advocate that behavior-based control have a negative impression on service-sales ambidexterity. In contrast, outcome-based control has a substantial positive impact on service-sales ambidexterity. The study findings also demonstrate the positive influence of service-sales ambidexterity on both service innovation capability and service recovery performance. The present research found that manager trust in salesperson and resistance to change played a significant moderating role between antecedents and outcomes. This study contributes to several literatures and recommends future direction for researchers and practitioners.
•The research investigates behavior-based and outcome-based control effects on service-sales ambidexterity.•Service-sales ambidexterity influences service recovery performance and service innovation capabilities.•Manager trust in salesperson moderates the relationships between predictors and service-sales ambidexterity.•Resistance to change strengthen the association between service-sales ambidexterity and outcomes.•Empirical results confirm the postulated hypothetical relationships.
Drawing on control systems and self-efficacy theories, the authors propose two alternative perspectives: a control systems convergence, which refers to a salesperson's perception of their sales ...manager's use of both behavior-based and outcome-based controls together, and a control systems divergence, which is an unbalanced and more traditional view toward one dimension or the other. Using multi-sourced data, this research examines two frameworks: (1) the moderating role of self-efficacy on the main effects of control systems convergence and divergence on sales performance, and alternatively (2) the moderating role of past performance on the pattern of relationships leading to self-efficacy. The results suggest that control systems convergence has a significant impact on sales performance. Furthermore, self-efficacy moderates the main effect of control systems convergence whereas high (vs. low) levels of self-efficacy generate greater levels of performance in low (vs. high) levels of convergence. Moreover, high (vs. low) levels of self-efficacy generate greater levels of performance in high (vs. low) levels of divergence toward outcome-based control (i.e., when outcome-based control is greater than behavior-based control). In the alternative model, we found that performance explains self-efficacy, generating something like a reciprocal causality).
This paper empirically studies the extent to which career concerns as part of a typical contract offer influence employees’ work performance in a Japanese auto dealership firm. Because career ...movements and base-wage adjustments rely on performance evaluation over time, we develop a dynamic structural model that allows concerns for future payoffs to impact an employee’s current work effort. A reform in personnel-management policies of the firm during the data period enables us not only to compare the performances across individuals, but also to compare within an individual the performance before and after the reform—this enhances the model identification. Our estimation results show that the added value from career movements on top of the monetary payoffs is more important than the monetary payoffs. Individuals respond to career movements and commissions differently, mainly due to varying cost of effort and different payoffs from career movements. Our counterfactual exercises suggest that, compared with the scenario when there is only monetary compensation, adding career movements in a contract package will greatly improve the firm’s gross profit. The firm can improve its net profit by making commission and promotion more performance-based.
This paper was accepted by Matt Shum, marketing.
Funding: Financial support from the Social Sciences and Humanities Research Council of Canada Grant 20190410-01 is gratefully acknowledged.
Supplemental Material: The data files are available at https://doi.org/10.1287/mnsc.2023.4956 .
When should business-to-business firms encourage their salespeople to advocate for the customer in pricing negotiations? This research extends dual agency theory to the sales domain to address this ...question. In Study 1, the authors examine discount negotiations with secondary data from a major U.S. distributor. They find that the customer and seller both experience the most favorable outcomes when the salesperson advocates strongly for both parties; advocacy for either party alone is counterproductive. Study 2 confirms these results using matched survey, pricing, and profit data and demonstrates a key boundary condition: broad customer–seller ties enable the synergy between customer advocacy and seller advocacy by enhancing the firms’ abilities to monitor the salesperson. In Study 3, experiments with business-to-business buyers replicate key findings and provide evidence for theorized mechanisms. This research emphasizes the interdependence between the salesperson’s dual roles and demonstrates how the salesperson can serve as an effective agent of both the customer and seller, thereby mitigating challenges associated with role conflict.
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