The impact of individual and managerial factors on salespeople's contribution to marketing intelligence activities

Bon, Joël Le; Merunka, Dwight

doi:10.1016/j.ijresmar.2006.10.002

Cited by 76 publications

(72 citation statements)

References 63 publications

(84 reference statements)

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“…For sales teams, using technology for communication is important because of their boundary-spanning nature (LeBon & Merunka, 2006). Therefore, virtual tools actually enable dispersed sales representatives to work as a team more so than they ever could without such tools.…”

Section: Team Experiencementioning

confidence: 99%

Managing sales teams in a virtual environment

Rapp

Ahearne

Mathieu

et al. 2010

International Journal of Research in Marketing

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Section: Team Experiencementioning

confidence: 99%

Managing sales teams in a virtual environment

Rapp

Ahearne

Mathieu

et al. 2010

International Journal of Research in Marketing

View full text Add to dashboard Cite

“…Sujan, Sujan, and Bettman (1988) suggest that a salesperson's effectiveness and knowledge can be enhanced by providing market research information and encouraging him or her to use that information. To use their knowledge effectively, salespeople must be able to acquire information about sales and market situations (Le Bon & Merunka, 2006;Weitz, Sujan, & Sujan, 1986). Because of its storage, retrieval, and network capacities, IT has the potential to enable and facilitate information acquisition, dissemination, and utilization (Glazer, 1991;Huber, 1991).…”

Section: Knowledgementioning

confidence: 99%

Why sales reps should welcome information technology: Measuring the impact of CRM-based IT on sales effectiveness

Ahearne

Hughes

Schillewaert

2007

International Journal of Research in Marketing

140

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“…Such results underline that the organizational processes and conditions related to the sales teams impact more positively on the salesperson performance and the organizational effectiveness, when the sales managers direct and control salesperson's activities and capabilities. This shows higher levels of involvement of the managers on their sales teams, developing affective and emotional concerns -at the salesperson's level-about the company's interests and competitiveness (Le Bon & Merunka, 2006).…”

Section: Opportunitiesmentioning

confidence: 96%

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

Benet-Zepf

Marín-García

Boluda

2018

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Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review.Design/methodology: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection. Findings:A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Practical implications:These findings suggest as a managerial contribution, that coaching and leading -rather than commanding-to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson's skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term.

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The impact of individual and managerial factors on salespeople's contribution to marketing intelligence activities

Cited by 76 publications

References 63 publications

Managing sales teams in a virtual environment

Managing sales teams in a virtual environment

Why sales reps should welcome information technology: Measuring the impact of CRM-based IT on sales effectiveness

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

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