A framework for configuring sales support structure

Arndt, Aaron D.; Harkins, Jason

doi:10.1108/08858621311330272

Cited by 9 publications

(4 citation statements)

References 45 publications

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“…The second area explores various factors affecting the configuration of sales organizations within the firm (Gessner and Scott, 2009; Rutherford et al , 2014). These studies largely examine sales support systems (Arndt and Harkins, 2013; Moncrief et al , 1986) and the challenges associated with intra-firm relationships (Piercy and Lane, 2003; Speakman and Ryals, 2012). While these studies identify important organizational factors affecting both inside and outside salespeople, we found only one study investigating how organizational structure influences inside sales force capabilities.…”

Section: Literature Reviewmentioning

confidence: 99%

The business-to-business inside sales force: roles, configurations and research agenda

Sleep

Dixon

DeCarlo

et al. 2020

EJM

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Purpose This study aims to explore the changing nature of the inside sales role and the individual capabilities required for success. Additionally, it examines the influence of organizational structure on inside sales force capabilities. Although business-to-business firms are investing heavily in inside sales forces, academic research lags behind this evolution. Design/methodology/approach Using a two-study qualitative approach, the authors examine contemporary inside sales forces’ responsibilities and operational configurations. Study 1 uses a cross-industry sample of sales leaders and professionals to examine roles and responsibilities. Study 2 used the second sample of sales leaders and professionals to explore the impact of various organizational configurations. Findings The study identifies important differences between inside and outside salespeople in terms of job demands and resources; inside salespeople’s greater reliance on sales technology and analytics than outside counterparts; and existing control systems’ failure to provide resources and incentives to match with inside salespeople’s increasing strategic benefits and job demands. The study also explores four distinct inside–outside configurations. The differences among these configurations help to explain the distinct benefits and costs of each configuration regarding the company, customer and intra sales force processes, which, in turn, determine inside salespeople’s strategic benefits and job demands. Research limitations/implications The authors discuss the theoretical implications of these findings for research on the evolving roles and capabilities of the inside sales force; antecedents and consequences of firms’ choice of inside–outside sales force configurations; and the impact of technology and the inside sales force. They propose a research agenda that includes a series of specific future research questions. Practical implications This study informs managers of the unique role of the inside sales force and how it differs from their outside counterpart. The results inform managers of the issues inherent to various inside sales configurations, helping them determine, which configuration best addresses their customers’ needs. Originality/value This research provides a detailed, updated account of the differences between inside and outside sales forces and the benefits/costs of major inside–outside sales force configurations. Drawing from job demands-resources, organizational structure and strategy-context fit theories, the authors develop research propositions about the underlying structural differences of inside-outside sales force configurations; how these differences drive the inside sales force’s increasing strategic benefits and job demands; and organizational choice of inside sales force configurations. A research agenda is then presented.

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Section: Literature Reviewmentioning

confidence: 99%

The business-to-business inside sales force: roles, configurations and research agenda

Sleep

Dixon

DeCarlo

et al. 2020

EJM

View full text Add to dashboard Cite

show abstract

“…Both practitioners and scholars have reported that the sales environment is changing (Hartmann et al , 2018; Paesbrugghe et al , 2017; Plouffe et al , 2016; Rapp et al , 2017; Arndt and Harkins, 2013; Speakman and Ryals, 2012). Specifically, Hoar (2015) suggests that many sales jobs are headed for irrelevancy, while those that remain need sales methodology overhaul (Narus, 2015).…”

Section: Literature Backgroundmentioning

confidence: 99%

Sales complexity and value appropriation: a taxonomy of sales situations

Rangarajan

Hochstein

Nagel

et al. 2021

JBIM

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Purpose The increasingly complex business-to-business (B2B) sales process necessitates that sales managers strike the right balance between appropriate resource allocation, while also maintaining the profitability of the organization. While previous research has mainly focused on how changes in the business environment pose distinct challenges to salespeople, very little research has focused on how sales managers should react to these complex situations. Drawing upon the extant sales research, this paper aims to point to a gap in the literature of how sales managers deal with the complexity associated with the sales process and deal with the same. Design/methodology/approach Methods from the grounded theory research approach were used to conduct 18 in-depth interviews with B2B sales managers. Purposive sampling was used to identify the participants. Findings A taxonomy of sales situations that reflects the changing complexity of the sales function and how sales managers need to orchestrate their resource allocation decisions to ensure appropriate value capture from B2B relationships emerged within the themes. This paper highlights four fundamental tenets of sales situations that account for both the complexity of the sales process and the value appropriation challenge that sales managers face. Practical implications The taxonomy will help sales managers have a better understanding of the changing complexity in the B2B sales process and help them with decisions making. Sales managers can orchestrate their resource allocation to achieve value appropriation. Originality/value This paper develops a new taxonomy of the sales situation. It unravels the changing complexity of the B2B sales process and discusses how value appropriation can be achieved by sales managers.

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“…The principal aim of any buyer-seller relationship is to increase sales performance and sales performance has been quantified by academia with different measures including higher profit margin, higher total sales, exceeding sales targets, new product sales, long term customer satisfaction, customer retention and new account acquisition (Webber et al, 2018). Arndt and Harkins (2013) defined sales performance as "the timely completion of the activity at a quality which is sufficient for the needs of the buyer and the seller at the lowest reasonable cost" (Arndt and Harkins, 2013, p.434) indicating that sale process is a time-sensitive activity. Stoddard, Clopton, and Avila (2007) also argued that "the sales process efficiency construct includes task outcomes that streamline the sales process (e.g., better time and territory management, enhanced productivity, spending more time with customers, handling more accounts, lower cost of leads, and lower cost of sales)" (Stoddard, Clopton, and Avila, 2007, p.42).…”

Section: Sale Process Efficiencymentioning

confidence: 99%

Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

Peneklioglu¹,

Elmadağ²

2020

Pressacademia

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Purpose-This research aims to discover the effect of interpersonal factors on seller's trust to buyer and in turn to the sales process effectiveness. Sales specific factors such as time risk and purchase importance are also considered when determining the effects of interpersonal factors. Methodology-A quantitative research method involving salespeople is employed. Findings-The findings indicate the presence of a positive relationship between interpersonal factors (similarity, expertise task orientation) and trust to buyer and sales process effectiveness. The sales specific factors (time risk and purchase importance) also have a moderation effect to the relationship between trust and sales process effectiveness. Conclusion-Through the sellers' perspective, this study investigated the antecedents and consequences of trust in a business-to-business sale relationship. Recommendations to both sales team managers and procurement team managers to increase the sales process effectiveness under specific situations is provided based on study findings.

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A framework for configuring sales support structure

Cited by 9 publications

References 45 publications

The business-to-business inside sales force: roles, configurations and research agenda

The business-to-business inside sales force: roles, configurations and research agenda

Sales complexity and value appropriation: a taxonomy of sales situations

Trust goes the other way too: sellers trust in buyers and its influence on sale process efficiency

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