Competitive Balance: Information Disclosure and Discrimination in an Asymmetric Contest

We study a design problem for an effort-maximizing principal in a two-player contest with two dimensions of asymmetry. Players have different skill levels and an information gap exists, as only one player knows the skill difference. The principal has two policy instruments to redress the lack of competitive balance due to asymmetry; she can commit to an information-revealing mechanism, and she can discriminate one of the players by biasing his effort. We characterize the optimal level of discrimination to maximize aggregate effort, showing how this is in turn inextricably linked to the choice of information revelation. Applications are found in newcomer-incumbent situations in an internal labor market, sales-force management, and research contests.

Al-Ain eye centre: sales force evaluation dilemma

Learning outcomes This case was written to help students develop their analytical and decision-making skills with regard to sales force evaluation. It identifies a variety of issues – in the Pakistani context particularly – within the sales force environment, including union representation, sales force team conflicts and power dynamics between superiors and subordinates. The various case lessons will enhance students’ analytical, negotiation and team-management skills. This case can be used to discuss the following issues: the complexity of objective and subjective evaluations of a sales force, sales force perceptions and cultural nuances for succeeding in Pakistan. Distribution structures and management in Pakistan. Characteristic features of the Pakistani pharmaceutical market. Students will be able to explain how salesperson performance information can be used to identify problems, determine their causes and suggest sales management actions to solve them. Students will be able to differentiate between an outcome-based and a behaviour-based perspective for evaluating and controlling salesperson performance. Students will understand how to control one’s behaviour in conflict situations by identifying common interests and achieving a “win-win” situation. Case overview/synopsis The Al-Ain case describes sales force management and sales force evaluation in a situation that involves a high-performing team operating in a hostile environment. Al-Ain eye centre (Al-Ain), located in the city of Karachi in Sindh state of Southern Pakistan, is a small-scale hospital that has diversified into the pharmaceutical business. Al-Ain’s product portfolio includes analgesics, antibiotics, ophthalmology products and cardiology products. This case focusses on team management and the relationship between a sales manager and subordinate salespeople in the context of Pakistani culture. A sales representative has received a poor performance assessment, which he perceives to be an unfair evaluation of his efforts. As a result of the situation, he subsequently joins a union and creates problems for his superiors. As they explore these management issues within a sales force, students will develop an appreciation for objective methods of sales force evaluation, as well as for the complexity of handling high-performing teams, the importance of employee perceptions and the scope of subjective biases in sales force evaluation that can emerge in practice. Complexity academic level The case is suited to undergraduate or MBA courses on sales management, organizational behaviour, distribution management, marketing/strategy and pharmaceutical industries. It addresses issues of sales force management, sales territory allocations, sales target fixation, team conflict, promotion, team bonus and distribution management in the pharmaceutical industry in Pakistan. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

An examination of the effects of outsourcing ticket sales force management

PurposeThe purpose of the study is to ascertain whether sport organizations which outsource ticket sales force management outperform sports organizations which manage their ticket sales force internally, relative to ticket revenue and attendance.Design/methodology/approachThirteen years of ticket revenue and football attendance data were collected for National Collegiate Athletic Association (NCAA) Football bowl subdivision (FBS) Division I Athletics Departments (n = 126), as well as data on whether the organization employed an external (outsourced), internal or no ticket sales force. The number of salespeople employed was also captured. Within-subjects, fixed effects regression models, which included several control variables such as number of home contests, prior season attendance, team success and population, were run to assess the relationship between sales force type and both ticket revenue and attendance, for one year, two years and three years after sales force establishment.FindingsAll models were significant. While both internally managed ticket sales forces and those managed by outsourced firms saw significant increases in ticket revenue (compared to not employing a sales force), internally managed departments outperformed third parties. In addition, departments utilizing outsourcing companies reported lower attendance for the first two years after outsourcing, but attendance differences were negligible by the third year of outsourcing.Practical implicationsThe results of the study provide data to help sport managers determine whether outsourcing sales functions within an organization will lead to greater ticket revenue and/or attendance.Originality/valueWhile several sport management studies have examined the decision-making process of outsourcing organizational functions, no prior studies have examined the financial implications of doing so.

The mediator role of sales force management capability on the relation between market orientation and financial performance

Purpose: This study demonstrates that sales force management capability (SFMC) is a driver to financial performance when influenced by marketing orientation. Wherefore, the researchers explore how each SFMC ́s dimension (salesforce structuring, talent management, and customer targeting) contributes on the relation between MO and financial performance. Methodology: A survey (n=223) was applied in Information and Communication Technology (ICT) companies in Brazil. Structural equation modeling allowed us to understand how the sales management forces capability ́s dimensions influence the relation between market orientation and financial performance intensity. Findings: It is demonstrated that MO influences the three SFMC capability dimensions (salesforce structuring, talent management, and customer targeting), mainly customer targeting and talent management. Furthermore, it is shown that the relation between MO and financial performance is mediated by SFMC capability. Theoretical contributions: This study contributes to the marketing literature by showing that MO may be applied jointly to SFMC in order to improve performance. Furthermore, it is demonstrated that SFMC to enhance financial performance. Consequently, this study promotes a better understanding of the process in which MO may be related to SFMC, and how each specific dimension of SFMC influences financial performance. Practical contributions: Marketing managers and sales managers should sharing information about the market to achieve better financial results and competitive advantage. Also, practitioners should use market information strategically to segmenting and positioning sales force. In addition to customers, competitors, and environmental forces, petitioners should make an effort to manage their organizational resources better. Firms should use market information to improve performance and engage marketing managers to support sales investment.

SALES CAPABILITY AND PERFORMANCE: ROLE OF MARKET ORIENTATION, PERSONAL AND MANAGEMENT CAPABILITIES

ABSTRACT Purpose: This article aims to explain the relationships between sales capabilities, which are split into personal selling and sales force management, both from the manager’s point of view, and financial/customer performance in market-oriented firms. Originality/value: This research is the first that explores in-depth sales capabilities and demonstrated that these capabilities need a previous strategic orientation. It checks different types of performance that can be the result of these two capabilities. We applied the research in to two types of companies, providing a number of contributions to the theory and practice of marketing. Design/methodology/approach: We conducted a survey with 223 companies that were divided according to their activities: software/service developers and companies that only offer services in information technology and communication sector. Findings: First, the two sales capabilities (personal and managerial) induce different performance, even when they are influenced by the same strategic orientation. Second, the mediation effect reinforces that sales force management capability is stronger than personal selling capability. Third, in service companies, it is important to develop personal selling capabilities. Lastly, they show that software/service companies present a differentiated behavior of service companies.

PENGARUH ORIENTASI PELANGGAN, PENJUALAN ADAPTIF, DAN KUALITAS HUBUNGAN TENAGA PENJUAL-PELANGGAN TERHADAP KINERJA TENAGA PENJUAL

Intense competition between companies in the era of a global economy requires companies to always be the leader and best in providing satisfactory service to consumers especially companies engaged in services. Sales force management is often seen as part of marketing management is crucial in supporting the success of the company. The purpose of this study to analyze the impact of customer orientation, adaptive selling, and quality-customer relationship salesperson to salesperson performance. Methods in this study conducted by questionnaire. The population in this study is the salesperson who is in the marketing office of PT. Prudential Life Assurance in JL Dr. Cipto Mangunkusumo, No. 40 A Semarang, the sample used in this study were 85 respondents and sampling of the population using purposive sampling technique. Testing the hypothesis in this study using multiple regression analysis with SPSS applications 21. The results of the study with multiple linear regression showed that adaptive selling and quality of the salesperson-customer relationship positive and significant effect on salespeople performance, and customer orientation does not affect the salespeople performance.

The alternative “Marketing Revolution”

Purpose This paper reviews the contributions of Harry Tosdal, a pioneer of sales and marketing management. It serves to puncture a variety of marketing myths and illuminate a completely neglected concept of the consumer. Design/methodology/approach This account is based on a close reading of Tosdal’s publications. Findings Tosdal articulated a highly nuanced interpretation of marketing management, market research and sales force management. Each of these elements was keyed into fostering goodwill between firm and customer. Perhaps most importantly, he provides a counterpoint to the idea that the consumer is sovereign in the marketplace. Instead, he makes a case that the ontology of the market is riven by compromise. Originality/value This paper highlights the concept of the compromising consumer. Arguably, this is a much more empirically realistic conception of the agency we possess in the marketplace than the idea that we move markets in ways absolutely consistent with our desires.