AN EVALUATION OF THE IMPACT OF SALES FORCE MANAGEMENT ON INCREASED SALES VOLUME
Figures and abstract
Purpose The goal of this article is to identify what sales management practices (SMPs) managers are using in the current market, how they have changed over time, what insights may be gleaned, and what future research needs exist. Design/methodology/approach Data for this article were gathered through an internet-based cross-sectional survey using a sampling frame given by a professional sales publication.
ANOVA was used to evaluate the responses of 159 sales manager respondents. Findings Empirical findings show that numerous variances exist among the 68 SMPs items collected, particularly in terms of sales force size, and establish some statistics on the use of technology in sales management.
Despite considerable changes in the sales environment, many SMPs have seen little change. Limitations/implications of the research The limitations of this work include a sample frame gathered from a single source and via the internet, which may have omitted some potential responders and limited generalizability.
Implications for Practice This paper’s findings reveal a number of critical problems for sales managers to consider. To begin, which SMPs should they employ? Managers must carefully consider the practices they will employ. Second, why are so few of them making greater use of sales force technology?
Third, is it prudent for sales managers to rely on executive opinion as their primary forecasting strategy, or should they emphasize another approach? A fourth concern is the continuous emphasis on increasing sales volume rather than earnings. Originality/value The data provide a unique and up-to-date insight of sales managers’ utilization of SMPs.
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AN EVALUATION OF THE IMPACT OF SALES FORCE MANAGEMENT ON INCREASED SALES VOLUME
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