Exploring the sales manager’s feedback to a failed sales effort

Abstract

Observes that previous research on the value and effect of supervisory feedback has focused on the recipient of the feedback (the salesperson). The research reported in this article examines the feedback construct from the provider's perspective (the sales manager). Explores the relationship between Sujan's failed sales effort attribution model and the feedback provided typology developed by Jaworski and Kohli. The results confirm a direct relationship between failed sales effort attributed to poor strategy and positive feedback directed to salesperson behavior. A direct relationship is reported between the failed sales effort attributed to lack of effort (or intensity) and negative feedback provided by the sales manager that is directed to the salesperson's output.

An empirical examination of stakeholder pressures, green operations practices and environmental performance

“…Although higher response rates are desirable, researchers (e.g. Harmon et al 2002;Melnyk, Sroufe, and Calatone 2003) have noted that low response rates are typical in large-scale survey research. The single most serious limitation to data collection via direct mail is the relatively low response rates, which are often only about 5-10% (Alreck and Settle 1995;Melnyk, Sroufe, and Calatone 2003).…”

Just-in-time selling construct: Definition and measurement

“…The data item completion rate for this study was 96%. Harmon, Brown, Widing, and Hammond (2002) note that low response rates are not untypical in industrial research. They reported a 10.8% response rate from a traditional two wave mail methodology.…”

An assessment of needed sales management skills

“…The 15 critical skills and the literature that supports them are now discussed. Understands general trends in the industry Cron et al (2005) Understanding competitors Pettijohn, Pettijohn, and Taylor (2007) Satisfying customer needs Rentz et al (2002) Awareness of markets Rosenbaum (2001) Identifying and meeting customer needs Understands the overall strategy of the organization Cron et al (2005) Knowledge of the company Cron and DeCarlo (2009) Strategic action competency Piercy, Cravens, and Lane (2009) Market orientation Shepherd et al (2011) Setting standards and goals Makes decisions consistent with company strategy Cron and DeCarlo (2009) Strategic decision-making Marshall, Stone, and Jawahar (2001) Selection of job candidates Russ, McNeilly, and Comer (1996) Rational decision-making Zimmerman (2001) Align sales force with corporate goals Provides effective verbal feedback Deeter-Schmelz, Kennedy, and Goebel (2002) Immediate and effective feedback Harmon et al (2002) Supervisory feedback (positive vs. negative) Johlke et al (2000) Direct communication Rentz et al (2002) General speaking skills Wachner, Plouffe, and Grégoire (2009) Interpersonal skills Role model for the sales force Kouzes and Posner (1990) Leads by example Rich (1997) Sets positive example Rich (1998) Demonstrates proper selling technique Builds trust with the sales force Brashear et al (2003) Shared values and managerial respect Deeter-Schmelz, Kennedy, and Goebel (2002) Supportive communication Massey and Dawes (2007) Affect-and cognition-based trust Designs and builds effective teams Anderson and Oliver (1987) Behaviour-or outcome-based control system Cron and DeCarlo (2009) Coordinating team goals and activities Moon and Gupta (1997) Market orientation and information infrastructure Rajagopal and Rajagopal (2008) Team design and coordination Steward et al (2010) Coordination of expertise Creates a supportive team environment …”

“…A sales manager leads by providing feedback to the salesperson based on his or her perception of the salesperson's performance (Harmon et al 2002;Rich 1998). This skill is related to the verbal communication skills of the sales manager (Rentz et al 2002).…”