Change Management Initiatives: Moving Sales Organizations from Obsolescence to High Performance

Jerome A. CollettiJerome A. Colletti is President and Chief Executive Officer of The Alexander Group, a marketing and sales management consulting firm. The firm, founded by Mr. Colletti and two associates in 1985, helps companies to increase sales and profits through effective implementation of marketing strategy and the efficient use of sales resources. Mr. Colletti has consulted to companies in a wide variety of industries. His worked has covered issues including reinvention of large, complex organizations, sales strategy for new markets and new products, design of new forms of sales organizations, sales compensation and recognition programs, marketing and sales support expanse control, and sales personnel development in rapidly changing industries. Mr. Colletti has a Bachelor of Arts from St. Mary's University and an MBA from the University of Wisconsin, Madison. He is the author of over 40 articles, monographs and book chapters.

Lawrence B. ChonkoProfessor Chonko has been at Baylor since 1985. Prior to that he spent seven years at Texas Tech University. Among his first responsibilities at Baylor was to found the Center for Professional Selling in which he still plays an active role. Prof. Chonko is author or co-author of six books. He has also served as editor of The Journal of Personal Selling and Sales Management. Author of over 100 papers, his articles have appeared in leading journals including Journal of Marketing, Journal of Marketing Research, Academy of Management Journal, Journal of Personal Selling and Sales Management, and Journal of Business Research.

Abstract

This paper discusses change management initiatives undertaken by companies for the purpose of sustaining competitive advantage with customers and preventing sales force obsolescence. The paper discusses a number of topics related to change management initiatives including the following: 1) the challenges associated with change management initiatives, 2) experiences with three change management programs, 3) the business life cycle and change implications for sales managers, 4) the wisdom of change management focus being operational or strategic, 5) change management objectives that achieve sustainable competitive advantage through people, and 6) the change management implications of high performance systems for sales managers.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Order Reprints Request Corporate Permissions

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

Request Academic Permissions

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.

Change Management Initiatives: Moving Sales Organizations from Obsolescence to High Performance

Information for

Open access

Opportunities

Help and information

Change Management Initiatives: Moving Sales Organizations from Obsolescence to High Performance

Abstract

Reprints and Corporate Permissions

Academic Permissions

Related research

To cite this article:

Download citation

Information for

Open access

Opportunities

Help and information

Keep up to date

Your download is now in progress and you may close this window

Login or register to access this feature