Issues concerning adoption and use of sales force automation in the agricultural input supply sector

Harris, Kim; Pike, John

doi:10.1002/(sici)1520-6297(199607/08)12:4<317::aid-agr2>3.0.co;2-1

Cited by 11 publications

(13 citation statements)

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“…A firm can adopt a variety of goals based upon the specific technology used and benefits expected from SFA. For example, desired SFA benefits may include speedier customer response time, improved communications, higher sales volume, and an increased selling cycle (Harris & Pike, 1996). Given the cost and turbulence generated by SFA adoption, it is amazing that firms fail to develop useful SFA goals or clearly communicate a purpose for implementing SFA.…”

Section: Sources Of Sales Force Automation Impedimentsmentioning

confidence: 99%

“…For example, 50% of companies perform no SFA evaluation (Erffmeyer & Johnson, 2001). This is because it is difficult to quantify and establish measurement mechanisms for intangible bsoftQ benefits, e.g., better access to data or improved communication (Harris & Pike, 1996); consequently, evaluation is complicated. However, tangible benefits can and should be linked to evaluation metrics.…”

Section: Evaluatingmentioning

confidence: 99%

“…Surprisingly, scant empirical evidence exists that SFA increases selling time (Gilbert, 2004). In fact, 75% of salespeople in one study reported that SFA did not increase their selling time (Harris & Pike, 1996).…”

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

“…Instead, time was usurped by new administrative and analytical tasks that were created by the SFA technology. While some salespeople felt that SFA decreased their workloads, a larger percentage reported a workload increase (Harris & Pike, 1996). The introduction of new tasks also changed overall job responsibilities and redefined the salesperson's role within the organization.…”

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

“…As a result of SFA, some sales tasks may be revamped, others deemed obsolete, and new activities added. For example, upon implementation of SFA, salespeople found themselves performing database analysis and report writing-tasks traditionally performed by the IT department (Harris & Pike, 1996). This resulted in salespeople experiencing role ambiguity within the organization: were they a salesperson, a data analyst, an administrator, or an IT employee?…”

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

See 4 more Smart Citations

Impediments to sales force automation

Honeycutt

Thelen²,

Thelen

et al. 2005

Industrial Marketing Management

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Section: Sources Of Sales Force Automation Impedimentsmentioning

confidence: 99%

Section: Evaluatingmentioning

confidence: 99%

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

Section: Newly Defined Responsibilitiesmentioning

confidence: 99%

See 3 more Smart Citations

Impediments to sales force automation

Honeycutt

Thelen²,

Thelen

et al. 2005

Industrial Marketing Management

View full text Add to dashboard Cite

Food companies' productivity dynamics: Exploring the role of intangible assets

Nakatani

2023

Agribusiness

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Food insecurity has risen amid economic recovery from the COVID‐19 pandemic. Food companies' productivity dynamics can be driven by intangible assets, financing, economies of scale, lifecycle, and technological convergence. We confront this by studying productivity drivers for detailed food manufacturing industries using cross‐country firm‐level panel data. The results show that intangible assets nonlinearly and heterogeneously affect productivity growth, and countries with fewer product market regulations demonstrate higher productivity benefits from asset intangibility. Intangible assets do not play a major role for start‐up companies, while technological convergence drives productivity growth as they learn new technology in the food markets. Regarding the industrial differences, the bakery sector benefits the most from asset intangibility because of its brand images. Financing is particularly important for the meat/fish and dairy sectors, where capital equipment is necessary, and leverage effects are larger for countries with more access to financial institutions. Economies of scale are a vital productivity enhancer in the grain and starch sector for lowering fixed costs. Industrial policies to (i) raise the quality of intangible assets, (ii) promote financial access, and (iii) utilize scale economies are critical for improving the productivity of food manufacturers [EconLit Citations: D24, G32, L66, O34].

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