A New Conceptual Framework of Sales Force Control Systems

Darmon, René Y.; Martín, Xavier

doi:10.2753/pss0885-3134310307

Cited by 42 publications

(72 citation statements)

References 10 publications

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“…Marcone 62 relationships among units to increase the ability to develop organization-wide responses to customer requirements. Unsurprisingly, market orientation has been positively associated with learning orientation and innovativeness (Baker & Sinkula, 2005;Darmon & Martin, 2011;Goldsmith, Leisa, Goldsmith, & Kim, 2013;Mustonen, Par, Mattila, & Mashkoor, 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 95%

Creativity–decision processes: the case of Italian luxury fashion

Marcone

2014

Journal of Global Fashion Marketing

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Section: Theoretical Backgroundmentioning

confidence: 95%

Creativity–decision processes: the case of Italian luxury fashion

Marcone

2014

Journal of Global Fashion Marketing

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“…However, research into the antecedents of the sales control system has received relatively little attention (for a review and synthesis of the antecedent variables, see Baldauf, Cravens & Piercy, 2005;Darmon & Martin, 2011;Echchakoui, 2014). However, research into the antecedents of the sales control system has received relatively little attention (for a review and synthesis of the antecedent variables, see Baldauf, Cravens & Piercy, 2005;Darmon & Martin, 2011;Echchakoui, 2014).…”

Section: Antecedents Of the Sales Control Systemmentioning

confidence: 99%

Behaviour‐Based and Outcome‐Based Control Systems: A Meta‐Analytic Study

et al. 2018

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Sales control systems are instruments used by firms to improve performance and other organizational outcomes. To understand their antecedents and consequences, this paper conducts a meta-analysis based on 104 studies. The results showed significant relationships between behaviour-and outcome-based control systems and the complexity of the products, bonuses, financial performance, sales innovation, organizational support and satisfaction with supervisors. The outcomes revealed that behaviour-based control systems were the most effective mechanism in turbulent markets and for determining financial performance. However, outcome-based control systems were the most efficient instrument for complex products.

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“…In it, it may exist one particular point of the continuum with either combinations of high levels of outcome and behavior control systems, or low levels of both systems, representing the same place in the continuum. Darmon and Martin (2011) claim the inaccuracy of such description, becoming one limitation of existing conceptual frameworks: salesforce control systems fail to characterize the total size and content of the control tool kit over some extended period.…”

Section: Behavior-based Outcome-based and Hybrid Systemsmentioning

confidence: 99%

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Benet-Zepf

Marín-García

Boluda

2018

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Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review.Design/methodology: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection. Findings:A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Practical implications:These findings suggest as a managerial contribution, that coaching and leading -rather than commanding-to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson's skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term.

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A New Conceptual Framework of Sales Force Control Systems

Cited by 42 publications

References 10 publications

Creativity–decision processes: the case of Italian luxury fashion

Creativity–decision processes: the case of Italian luxury fashion

Behaviour‐Based and Outcome‐Based Control Systems: A Meta‐Analytic Study

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

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