Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness

An Empirical Investigation of the Antecedents of Sales Force Control Systems

“…Consequently, the combination of Single control elements to holistic governance structures is a complex issue. This problem becomes even more difficult against the background of turbulent and changing business environments (Babakus et al 1996).…”

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

“…The effective implementation of behavior-based control requires selecting salespeople who commit to the sales organization, the willingness to cooperate with managers and peers, and to function as team members, as well as devoting attention to salesperson and sales manager training on behavior areas such as product knowledge, selling skills, sales planning and sales support (Piercy, Cravens & Morgan, 1998). Although behavior-based systems result in a higher behavioral performance (Babakus et al, 1996;Cravens et al, 1993), two main weaknesses have been suggested under such controls: (1) a high level of management surveillance implies high monitoring costs, that eventually might exceed the control system's marginal gain; and (2) the monitorization may lead to standardization of tasks and as a result, reduce the level of sales force discretion (Menguc & Barker, 2003).…”

“…Another widespread evidence is that a high behavioral performance results in a high individual outcome performance, which implies that salespeople with highest outcome standards are those with the best technical knowledge, provide the customer with the better and earliest information, and make the best sales presentations, so that managers expect salespeople to perform well on both dimensions of performance (Babakus, Cravens, Grant, Ingram & LaForge, 1996).…”

Behaviour Based Salesforce Control System for Most Effective Sales Organizations: A Review Based Article

“…Market., 9 (1): 1-11, 2015Cravens et al (1992a found that high performance salesforces were found to have a better customer focus, able to get more results per call than other salesforces and pursued customer focused activities that generate high performance results. Babakus et al (1996) in their study on 58 chief sales executives and 146 sales managers in Australia found that behaviour salesforce control system has a positive effect on sales organization effectiveness via its impact on salesforce behaviour performance, salesforce outcome performance and sales organization design. Barker (1999) found that high performing and low performing salesforces did not differ much in terms of the outcome performance and selling performance (selling capability and technical knowledge).…”

“…Analyzing relationship between salesforce control system and sales organization effectiveness, Babakus et al (1996) in their study on 58 chief sales executives and 146 sales managers in Australia found that salesforce control system has a positive impact on sales organization effectiveness. These results suggest that behaviour based salesforce control system is more positively associated with sales organization effectiveness because the fixed salary of firms in the sample was 90% of the total compensation which is more representative of behaviour based control system.…”