Sales Force Automation Systems and Sales Force Productivity

Clark, Paul W.; Rocco, Richard A.; Bush, Alan J.

doi:10.1300/j366v06n02_06

Cited by 15 publications

(9 citation statements)

References 29 publications

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“…With the help of "Test of Between-Subjects Effects" researcher has found SFA has significant relationship with improvement in sales because it has P-value (0.002) < α (0.05), so H2 is accepted i.e., SFA has significant relationship with improvement in sales. The result also supports previous finding because they found salesperson can improve productivity by focusing SFA applications [22].…”

Section: Resultssupporting

confidence: 90%

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Naqvi¹,

Akber²

2019

SSURJ

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Rapid growth in advance technologies haschanged the life of sales force. Sales Force Automation (SFA) ismarketing tool which provides the functions to sales team andmanagers to monitor sales, forecast sales and analyze employeeperformance. Acceptance of the SFA tools such as phone, pagers,wireless devices etc., in sales tasks will remain an issue for salesforce. Researcher wants to investigate the impact of SFA systemon performance of salesman from Pakistani Fast MovingConsumer Goods (FMCG) perspective. They have selected 162salespersons from Lahore based companies (who are usingautomated sales devices), and sample size and MANOVA(Multivariate Analysis of Variance) were utilized to find out therelationship between independent and dependent variables. Ithas found that SFA system has positive relationship withimprovement in performance and sales of salesforce.

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Section: Resultssupporting

confidence: 90%

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Naqvi¹,

Akber²

2019

SSURJ

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“…It is a well-established fact that sales organisations collect, and store, a massive amount of data relating to their buyers ( Clark et al, 2007 ) with the hope that this data will improve and satisfy the relationship between sellers and buyers ( Watson, 2014 ). Despite this effort, however, most organisations struggle to optimise and utilise this data to its full potential ( Tata Consultancy Services, 2013 ) and, therefore, nearly 90% of salespersons' miss sales opportunities ( Young, 2018 ).…”

Section: Big Data Analyticsmentioning

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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“…The challenges related to sales technology adoption and use are well documented in the literature, including ethical issues related to its use as a "big brother" tool (Bush et al, 2007;Clark et al, 2007). However, demands for delivering selling efficiencies and effectiveness, both critical to organizational success, are driving more organizations to incorporate a range of technologies into their sales organization's toolbox (Rocco and Bush, 2007).…”

Section: Introductionmentioning

confidence: 99%

Exploring buyer-seller dyadic perceptions of technology and relationships

Rocco

Bush

2016

Journal of Research in Interactive Marketing

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Purpose – This paper aims to understand an emerging paradigm for business-to-business selling, Sales 2.0, which connects various enabling technologies within leading sales processes to drive improved business and relational outcomes. In the context of Sales 2.0, this paper addresses the need for buyer–seller dyadic sales research in the literature and highlights the importance of understanding buyer and seller perspectives regarding technology expectations and relationship-building performance. Design/methodology/approach – This research utilizes a dyadic (salesperson–customer) data collection methodology, involving 74 matched salesperson and customer responses (37 dyads) to an online survey. Existing salesperson (self-report) measures of customer technology expectations and relationship-building performance with customers were utilized and adapted to provide dyadic measures to test for buyer–seller perceptual differences. Findings – The dyadic data analysis supports the presence of significant perceptual differences between the salesperson and their customer, respective of customer technology expectations and relationship-building performance measures. In particular, the analysis reveals bidirectional perceptual differences for the two measures, whereas the salesperson underestimates the importance of their customer’s technology expectations, but overestimates their relational performance relative to their customers. Originality/value – As technology continues to transform salesperson interactions with customers, the value of capturing a deeper understanding about those interactions increases. This study uses matched salesperson–customer dyads from a health-care sales organization to provide researchers and practitioners with insightful findings with respect to buyer–seller interactions and perceptual differences. Further, the research uniquely advances dyadic measures of customer technology expectations and relationship-building performance with customers to advance sales research in the context of Sales 2.0.

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Sales Force Automation Systems and Sales Force Productivity

Cited by 15 publications

References 29 publications

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

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

Exploring buyer-seller dyadic perceptions of technology and relationships

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