scholarly journals Adoption of digital sales force automation tools in supply chain: Customers' acceptance of sales configurators

2020 ◽  
Vol 91 ◽  
pp. 162-173
Author(s):  
Tommi Mahlamäki ◽  
Kaj Storbacka ◽  
Samuli Pylkkönen ◽  
Mika Ojala
Keyword(s):  
Supply Chain ◽  
Sales Force ◽  
Sales Force Automation ◽  
Automation Tools

The Hidden Minefields in the Adoption of Sales Force Automation Technologies

2002 ◽  
Vol 66 (3) ◽  
pp. 98-111 ◽  
Author(s):  
Cheri Speier ◽  
Viswanath Venkatesh
Keyword(s):  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Voluntary Turnover ◽  
Sales Force ◽  
Customer Relationship ◽  
Job Fit ◽  
Sales Force Automation ◽  
Person Organization Fit ◽  
Automation Tools

Sales force automation technologies are increasingly used to support customer relationship management strategies; however, commentary in the practitioner press suggests high failure rates. The authors use identity theory as a lens to better understand salesperson perceptions associated with technology rejection. They collected survey data from 454 salespeople across two firms that had implemented sales force automation tools. The results indicate that immediately after training, salespeople had positive perceptions of the technology. However, six months after implementation, the technology had been widely rejected, and salesperson absenteeism and voluntary turnover had significantly increased. There were also significant decreases in perceptions of organizational commitment, job satisfaction, person–organization fit, and person–job fit across both firms. Finally, salespeople with stronger professional commitment indicated more negative job-related perceptions as experience with the technology increased.

The SCM, CRM Information System, and KM – An Integrating Theoretical View

2017 ◽  
pp. 239-254
Author(s):  
Kaouther Jridi ◽  
Dhouha Jaziri-Bouagina ◽  
Abdelfattah Triki
Keyword(s):  
Information System ◽  
Supply Chain ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Crucial Aspect ◽  
Chain Management ◽  
Sales Force Automation ◽  
The Impact

Many researchers have treated the sales force automation (SFA) and acknowledged its benefits for the company. However, very few of them have considered the SFA as an effective tool of customer relationship management. Hence, this present chapter aims to advance a new theoretical and managerial vision where the SFA is revisited through the consideration of the customer relationship management but also, by scrutinizing its key role through the knowledge management to optimize the commercial function as a crucial aspect of the supply chain management. Particularly, the impact on the sellers' performance will be discussed. In this case, the commercial function is concerned as a partial supply chain.

SISTEM INFORMASI PENJUALAN DENGAN MENERAPKAN METODE SALES FORCE AUTOMATION

2019 ◽  
Vol 20 (3) ◽  
pp. 214-223
Author(s):  
Vivi Sahfitri
Keyword(s):  
Information System ◽  
Customer Service ◽  
Sales Force ◽  
Sales Force Automation ◽  
Sales Process ◽  
Marketing Area ◽  
Consumer Dissatisfaction ◽  
Product Manufacturer ◽  
The Way

The sales process is the most important part of the product manufacturer or the company being ditributor. Conventional sales system by the way telephone or consumer come directly to know the available or not the product needed to make consumers should take the time to do that. Such conditions can also lead to consumer dissatisfaction especially if the desired item is unavailable. Dissatisfaction with customer service can affect the indication of declining sales turnover. For that, the company needs a website-based sales information system that can be accessed by consumers anytime and anywhere so that it can expand its marketing area, and can facilitate salespeople to conduct promotions to Community. This research produces the sales information system by implementing a sales Force Automation (SFA) method which is expected to maximize the sales and focus of services to customers.

scholarly journals Conceptual framework and research method for personality traits and sales force automation usage

2011 ◽  
Vol 6 (17) ◽  
pp. 3784-3793 ◽  
Author(s):  
Chen Cheng Wu ◽  
Tseng Chun Pin ◽  
Lee King Ling ◽  
Yang Han Chung
Keyword(s):  
Personality Traits ◽  
Conceptual Framework ◽  
Research Method ◽  
Sales Force ◽  
Sales Force Automation

scholarly journals Software Engineering and New Emerging Technologies

Economics ◽  
2015 ◽  
pp. 1541-1563
Author(s):  
Sergio Ricardo Mazini
Keyword(s):  
Software Engineering ◽  
Information Integration ◽  
Research Method ◽  
Emerging Technologies ◽  
Sales Force ◽  
Mobile Technologies ◽  
Sales Force Automation ◽  
Industrial Companies

This chapter presents an approach to the role of software engineering in developing solutions for new mobile technologies, like tablets. It discusses the importance of the new standards brought by emerging technologies such as engineering and how software must adapt to this new reality in order to identify the needs of data, information, integration, shares, and other issues that will contribute to the life cycle of these solutions. The chapter also discusses the contribution of users in the development process and improve these solutions. The research method is the case study conducted in industrial companies that use a digital catalog solution and sales force automation for tablets. This chapter presents a new approach based on commercial tablets which is supported by a platform of software and services called commercially Nimiam (www.nimiam.com.br).

scholarly journals Studi Kelayakan Aplikasi Sales Force Automation pada PT. Semesta Nustra Distrindo

Sisfo ◽  
2017 ◽  
Vol 06 (02) ◽  
pp. 213-230
Author(s):  
Janandra Aji Prayuda ◽  
◽  
Joko Lianto BulialiPublished  ◽  
Keyword(s):  
Sales Force ◽  
Sales Force Automation

Mobile Business Applications

2009 ◽  
pp. 2163-2168
Author(s):  
Cheon-Pyo Lee
Keyword(s):  
Mobile Applications ◽  
Financial Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
Mobile Business ◽  
Sales Force Automation ◽  
Business Applications ◽  
Scale Usage ◽  
E Mail

As an increasing number of organizations and individuals are dependent on mobile technologies to perform their tasks, various mobile applications have been rapidly introduced and used in a number of areas such as communications, financial management, information retrieval, and entertainment. Mobile applications were initially very basic and simple, but the introduction of higher bandwidth capability and the rapid diffusion of Internet-compatible phones, along with the innovations in the mobile technologies, allow for richer and more efficient applications. Over the years, mobile applications have primarily been developed in consumer-oriented areas where products such as e-mail, games, and music have led the market (Gebauer & Shaw, 2004). According to the ARC group, mobile entertainment service will generate $27 billion globally by 2008 with 2.5 billion users (Smith, 2004). Even though mobile business (m-business) applications have been slow to catch on mobile applications for consumers and are still waiting for larger-scale usage, m-business application areas have received enormous attention and have rapidly grown. As entertainment has been a significant driver of consumer-oriented mobile applications, applications such as delivery, construction, maintenance, and sales of mobile business have been drivers of m-business applications (Funk, 2003). By fall of 2003, Microsoft mobile solutions partners had registered more than 11,000 applications including e-mail, calendars and contacts, sales force automation, customer relationship management, and filed force automation (Smith, 2004). However, in spite of their huge potential and benefits, the adoption of m-business applications appears much slower than anticipated due to numerous technical and managerial problems.

Channel Optimization for On Field Sales Force by Integration of Business Software on Mobile Platforms

2009 ◽  
pp. 182-193
Author(s):  
Rishi Kalra ◽  
Amit Nanchahal
Keyword(s):  
Sales Force ◽  
Mobile Platforms ◽  
Customer Expectations ◽  
Sales Professionals ◽  
Sales Force Automation ◽  
Sales Channels ◽  
Sales Teams ◽  
Business Software ◽  
Increase Productivity ◽  
Software Platforms

Marketing and sales channels are a significant lifeline for the sales force of a business. Sales professionals work on the concept of creating and widening channels that are then fed by the supply chain and distribution network of the businesses. Sales teams are constantly pushed to meet customer expectations while generating revenue for the company. As companies grow, these pressures increase. Sales teams are now looking at Mobile Sales Force Automation technologies to handle the ever increasing customer demands. Companies want to keep costs low, increase productivity and efficiency through mobile devices for the much needed edge on the field. This chapter is based on literature review of channel optimization as well as mobile software platforms and challenges faced by the sales force. This chapter discusses the need for integrating business software on mobile platforms that will optimize and enhance the performance of sales processes.

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