Team performance and control process in sales organizations

Abstract

Purpose -The purpose of this paper is to present the managerial perspectives of building, nurturing and evaluating sales teams in Mexico. This study discusses the impact of sales team design in reference to the underlying rationale of management control and team coordination as indicators of performance and sales unit effectiveness. Design/methodology/approach -The major focus of the study is to discuss the impact of sales team design and task coordination as predictors of effectiveness of sales unit performance. A sample of 258 respondents has been covered under the study, categorizing them in equal proportion into three broad areas,: type of sales team, type of product market, and type of sales operations. Four industrial streams in sales were covered while selecting the sample respondents: consumer goods, consumer durables, industrial products, and consumer services. Findings -The study reveals the balance between team designing and team coordination in performing sales. Work environment is largely governed by team coordination effects for the salespeople. Sales team-building process has a substantial effect on sales organization effectiveness both directly and indirectly through its relationship with salespeople's behavioral performance. Practical implications -The results of this study reveal that team performance largely depends on the effectiveness of team coordination, leadership and performance control through behavioral attributes. Sales managers may implement such controls effectively by establishing coordination, training, and feedback process rather than imposing command and control policy. Originality/value -The thesis of the paper is developed around issues of the cross-cultural variables and team management affecting workplace environment. The paper explores and maps the symbiosis between cognitive drivers of team members and team culture in performing the tasks.

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 …”

“…This involves organizing groups in a manner that each team has the proper knowledge to address the most complex customer situations (Steward et al 2010). Managers need to group salespersons based on their individual personalities and decision-making capabilities in such a way that it contributes to fostering teamwork (Rajagopal and Rajagopal 2008). Designing an effective team involves implementing an organizational framework supportive of a team, creating a reward system and coordinating team goals and activities (Cron and DeCarlo 2009).…”

“…Designing an effective team involves implementing an organizational framework supportive of a team, creating a reward system and coordinating team goals and activities (Cron and DeCarlo 2009). Assisting the team to stay focused on achieving their goals may require the sales manager to institute evaluation and reward systems to induce cooperation among team members (Anderson and Oliver 1987;Moon and Gupta 1997;Rajagopal and Rajagopal 2008).…”

Luxury suites and team selling in professional sport

“…With customer expectations increasing and a more complex selling process, the task of managing relationships in business-to-business selling is often more than one salesperson can successfully handle (e.g. Rajagopal and Rajagopal, 2008;Rangarajan et al, 2004). Because the establishment and maintenance of closer relationships and partnerships between buyers and sellers requires significant human and capital resources, firms may not be able to invest equally with all trading partners due to resource constraints (Lambert et al, 1996).…”

Commercial Explosives Controlling in Indonesia

“…Time to conduct surveillance relies on work culture and policies of managerial 2,3 . The main purpose of the controlling is correcting action resulting in increased performance or revision of the plan has been set 4,5 . Like the other concepts, the concept of controlling had been developed.…”