Complexity of sales situation and sales lead performance: An empirical study in business-to-business company

Virtanen, Tatu; Parvinen, Petri; Rollins, Minna

doi:10.1016/j.indmarman.2015.02.024

Cited by 23 publications

(8 citation statements)

References 37 publications

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“…Setting up of a separate department to help sales and operations is not an option that other firms were considering, as they felt that this would give rise to unnecessary complication and may lead to either lost opportunities with customers or dissatisfied customers (Firms K, N, S, and T). This is in keeping with work by Virtanen et al (2015) who suggest that cross business collaborations does not always lead to better sales performance, owing to the possibility of an overload of information from multiple internal sources that cannot be processed by customers.…”

Section: Insert Figure 1 About Heresupporting

confidence: 88%

Aligning sales and operations management: an agenda for inquiry

Rangarajan

Sharma

Paesbrugghe

et al. 2018

Journal of Personal Selling & Sales Management

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There is a rapid growth in solution selling in practice and a commensurate increase in research in this area. The focus of this sales strategy is on providing solutions to customer problems that typically entails combining products and services from the provider firm as well as other firms. The fulfilment of these solutions requires operations management support. In spite of the need for closer collaboration between sales and operations management, more research is needed on the interface of these two functions. In order to deepen our understanding of the interface of sales and operations management, we undertook qualitative research and conducted in-depth interviews of senior executives in global firms to determine the need for sales and operations management cooperation. We followed the qualitative research with a review of extant research on the interface of sales and operations management. Finally, we conducted a survey of academic researchers to identify areas and themes of future research in this area. We summarize the implications of our findings for future research.

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Section: Insert Figure 1 About Heresupporting

confidence: 88%

Aligning sales and operations management: an agenda for inquiry

Rangarajan

Sharma

Paesbrugghe

et al. 2018

Journal of Personal Selling & Sales Management

View full text Add to dashboard Cite

show abstract

“…Additionally, this system serves to provide an appropriate and fair sales territory ( Pitt and Price, 2010 ) coupled with a challenging but achievable sales quota ( Cravens et al, 1993 ) as well as continuous training ( Aziz, 2005 ). The specificity inherent in this system also serves to reduce internal task complexity ( Virtanen et al, 2015 ) and, as a result, provides for excellent work spirituality ( Malik et al, 2011 ). Finally, to ensure this effectiveness persists, organisations should conduct total quality management (TQM) exercises ( Craven et al, 1993 ) and offer fair financial ( John et al, 2012 ) and non-financial rewards, such as product rewards ( Djoni et al, 2016 ).…”

Section: Organisation Factorsmentioning

confidence: 99%

“…Commitment leads to better marshalling of intra-organisation resources, improves multilevel performance and creates better team selling ( Evans et al, 2012 ) and teamwork ( Wallace and De Chernatony, 2009 ). On the other hand, a high degree of complexity in interdepartmental collaborations leads to salespersons' failure to focus and consequently reduces their performance ( Virtanen et al, 2015 ). In sum, the success of salesperson depends on synchronised effort s across related departments and between co-workers ( Workman et al, 2003 ).…”

Section: Managerial Factorsmentioning

confidence: 99%

Investigating Salesperson Performance Factors: A Systematic Review of the Literature on the Characteristics of Effective Salespersons

Herjanto

Franklin

2019

Australasian Marketing Journal

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Business and consumer buying behaviour has changed dramatically in recent time; a fact that is not lost on selling organisations when considering how best to recalibrate salesperson performance measures in response. However, a contemporary, systematic review of the academic literature concerning those most effective salesperson performance factors is markedly absent. This study joins a long line of investigatory efforts regarding the characteristics and habits of successful salesperson performance by adopting meta-analysis techniques to investigate the salesperson performance literature, content-analysing over 250 published articles from 1986 to 2017 and synthesising the findings into a new salesperson performance typology. The study finds that personal, organisational, co-worker, buyer and situational dimensions are responsible for increasing salespersons’ performance. Additionally, this work offers a parsimonious overview of current key salesperson performance research as well as a clear agenda for future salesperson performance research.

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“…Additionally, companies can now use digital technologies to develop a set of behavioral analytics that could be used to coach salespeople to offer effective solutions at various points of the sales interaction (Hurley 2017). These different forms of connectivity and analysis offer opportunities for the salesperson to develop greater adaptability in their customer interactions, strategically adjusting the value proposition to align with customers' changing needs (Virtanen, Parvinen and Rollins 2015) and to build authentic relationships with their buyers. However, the benefits of new sales technologies will be reliant on the development of algorithms that adapt to the changing nature of the market, while still allowing the salesperson to be creative and innovative in their interactions.…”

Section: Fitzhugh and Douglas 2016)mentioning

confidence: 99%