Sales Force Automation Usage and Performance

2011 ◽  
pp. 171-188
Author(s):  
Jason Wai Chow Lee ◽  
Osman Mohamad ◽  
T. Ramayah ◽  
Joyce Ong Sheau Ching
Keyword(s):  
Sales Force ◽  
Future Research ◽  
Salesperson Performance ◽  
Record Keeping ◽  
Sales Personnel ◽  
Sales Force Automation ◽  
Administrative Efficiency ◽  
Technology Adoption Model ◽  
Efficiency Control ◽  
And Performance

This chapter examines the relationships between SFA usage and sales performance among IT salesforce by adopting the technology adoption model (TAM). Data was collected from 150 IT sales persons in a questionnaire survey to examine the relationships between SFA usage (organizing, route plan, presenting and reporting, informing, support, processing and record keeping) and salesperson performance (efficiency, administrative efficiency, control and communication efficiency). Findings from multiple regression analyses indicate that route plan, organizing, presenting, reporting and processing have significant relationships with salesperson performance. The study suggests strongly the significant role of appropriate SFA usage in enhancing the performance of sales personnel in the IT industry. Implications and suggestions for future research on SFA are also presented.

SALESPEOPLE MOTIVATION AS KEY FACTOR IN ACHIEVING SALES MANAGEMENT GOALS IN HOTEL INDUSTRY

2006 ◽  
Vol 12 (2) ◽  
pp. 155-169
Author(s):  
Darko Lacmanović
Keyword(s):  
Sales Management ◽  
Hotel Industry ◽  
Working Hours ◽  
Sales Force ◽  
Three Dimensions ◽  
Sales Managers ◽  
Job Commitment ◽  
Sales Personnel ◽  
Key Factor ◽  
And Performance

Sales management acitivities such as monitoring, directing, evaluation and rewarding represents useful ways for increasing the salesperson job satisfaction and organizational commitment. Motivating the sales effort ussually include three dimensions: intensivity, persistence and choice. By inspiring salespeople on greater job commitment, sales managers keep managerial tools to stimulate latent sales efforts and performance. Rewarding system based on »straight« salary result in unmotivated sales personnel who, in that case, connect their work engagement solely with realization of working hours not with realization of sales volume. Segmentation of sales force, grouping the salespersons according to their motivation needs and offering them diverse rewarding systems per each group, presents inovative approach to challenges of motivation the salespeople.

scholarly journals Barriers to the use of mobile sales force automation systems: a salesperson’s perspective

2015 ◽  
Vol 17 (2) ◽  
pp. 121-140 ◽  
Author(s):  
Jaakko Sinisalo ◽  
Heikki Karjaluoto ◽  
Saila Saraniemi
Keyword(s):  
Mobile Devices ◽  
Single Channel ◽  
Sales Force ◽  
Structured Interviews ◽  
Content Type ◽  
Sales Personnel ◽  
Tablet Pcs ◽  
Sales Force Automation ◽  
Automation Systems ◽  
The Impact

Purpose – The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective. Design/methodology/approach – A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption. Findings – The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues. Research limitations/implications – The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population. Practical implications – Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device. Originality/value – Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

Salesperson performance: role of perceived overqualification and organization type

2018 ◽  
Vol 36 (1) ◽  
pp. 79-92 ◽  
Author(s):  
Basant Purohit
Keyword(s):  
Control System ◽  
Sales Force ◽  
Control Mechanisms ◽  
Job Fit ◽  
Salesperson Performance ◽  
Content Type ◽  
Sales Personnel ◽  
Perceived Overqualification ◽  
The Impact

Purpose The purpose of this paper is to examine the impact of perceived overqualification (POQ) on salesperson performance. Design/methodology/approach In total, 120 usable samples were collected from surveying sales representatives and their sales supervisors from 48 different Indian pharmaceutical firms. Findings The results indicated that sales personnel with POQ perform well: in prospector and analyzer type organizations as compared to in defender and reactor type organizations, and when controlled by the outcome-based control system than when controlled by the behavior-based control system. Practical implications This study suggests that “person-job” fit criteria used in personnel selection should also consider environmental variables (organization type and control mechanisms) for better job outcomes. The results of the study would enable an organization to assess whether its reward systems and levels are getting the desired impact from sales personnel with different levels of POQ in terms of salesperson performance. Originality/value Using “person-job” fit theory, this study examined the role of organization type and sales force control system as moderators of “POQ – Salesperson Performance” relationships and explains how organizations can benefit from enhancing sales performance of salespersons with POQ.

Effect of salesperson personality on sales performance from the customer’s perspective

2017 ◽  
Vol 51 (9/10) ◽  
pp. 1739-1767 ◽  
Author(s):  
Said Echchakoui
Keyword(s):  
Sales Performance ◽  
Sales Force ◽  
Sales Managers ◽  
Mediation Model ◽  
Salesperson Performance ◽  
Content Type ◽  
Social Reputation ◽  
And Performance ◽  
The Relationship ◽  
Structured Questionnaire

Purpose Drawing on socioanalytic theory, this paper aims to explore whether a moderation mediation model can describe the mechanism linking salesperson social reputation (perceived stability and plasticity) and performance (customer share of wallet) in relationship marketing. The mediator is the salesperson’s overall equity, and the moderator is the salesperson-customer congruence. Design/methodology/approach A structured questionnaire was used to obtain data from 233 customers, served by 44 personal finance advisors at five banking agencies in Canada. Findings A multilevel approach showed that both perceived stability and perceived plasticity predict salesperson equity and performance. In addition, the empirical results indicated that the relationship between perceived stability and salesperson performance is partially mediated by salesperson overall equity. However, equity fully mediated the relationship between perceived plasticity and salesperson performance. Finally, the salesperson-customer congruence moderated the effect of both perceived stability and plastic on the salesperson overall equity. Research limitations/implications This research suggests that the moderation mediation model enables predicting the relationship between the perceived personality and performance. From a managerial perspective, the author encourages sales managers to pay attention to salespersons’ equity development as well as their performance. Notably, the author suggests that sales managers support and monitor salespeople with regard to improving their social status as well as their social popularity in their interactions with customers. Originality/value Previous research in sales force literature focuses on salespersons’ self-personality to predict sales performance. To the best of the author’s knowledge, this study is the first to show it is important to consider the perceived personality of a salesperson in predicting their performance. This study is also the first to introduce the salesperson reputation concept and its dimensions (perceived stability and plasticity).

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.

ANTECEDENTS AND CONSEQUENCES OF ORGANIZATIONAL JUSTICE

2016 ◽  
Vol 12 (02) ◽  
Author(s):  
Reeta Yadav
Keyword(s):  
Job Satisfaction ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intentions ◽  
Research Work ◽  
Citizenship Behavior ◽  
Future Research ◽  
Antecedents And Consequences ◽  
And Performance

Employee’s perception regarding fairness in the organization is termed as organizational justice. The objective of this paper is to study the antecedents and consequences of organizational justice on the basis of earlier relevant studies from the period ranging from 1964 to 2015. Previous research identified employee participation, communication, justice climate as the antecedents and trust, job satisfaction, commitment, turnover intentions, organizational citizenship behavior and performance as the consequences of organizational justice. Finding reveals the gaps existing in the literature and gives suggestions for future research work.

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