Effects of Sales Force Automation use on Sales Force Activities and Customer Relationship Management Processes

Abstract

This study defines a framework for understanding the impact of sales force automation (SFA) on customer relationship management (CRM) processes from the perspective of information systems and motivation theories. Investigating the relationship between these processes, with sales activities as the common link, sheds new light on several crucial issues. To enrich this study, two alternative models that distinguish the efficiency and effectiveness of salespersons’ activities also are formulated. Data from a longitudinal field study demonstrate that different SFA functionalities generate counterintuitive effects on sales activities. The main outcomes of SFA implementation in CRM processes include a mostly negative effect of SFA reporting and conflicting but complementary and globally positive effects of SFA call planning and product configuration.

Additional information

Notes on contributors

Jean-Michel Moutot

Jean-Michel Moutot (Ph.D., HEC Paris), Assistant Professor of Marketing, Audencia School of Management, Nantes, France, [email protected].

Ganaël Bascoul

Ganaël Bascoul (Ph.D., HEC Paris), Assistant Professor of Marketing, ESCP-EAP, European School of Management, Paris, France, [email protected].