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Journal of Personal Selling & Sales Management Volume 21, 2001 - Issue 3
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Original Articles

Sales Force Activities and Marketing Strategies in Industrial Firms: Relationships and Implications

James CrossJames Cross (Ph.D., University of Minnesota) is Professor of Marketing at University of Nevada, Las Vegas. He chaired the UNLV Marketing Department for seven years and also served as MBA Director at UNLV. He was formerly on the faculty at Arizona State University. He currently teaches Strategic Marketing, Marketing Channels, Business Marketing, and Sales Management. His research has appeared in the Journal of Public Policy and Marketing, Business Horizons, the Transportation Journal, and the Journal of Consumer Marketing.
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Steven W. HartleySteven W. Hartley (Ph.D., University of Minnesota) is Professor of Marketing in the Daniels College Business at the University of Denver. He currently teaches Marketing Planning, Marketing Research, and Principles of Marketing, and supervises graduate field-study projects. His publications have appeared in the Journal of Marketing Research, the Journal of Business Research, the Journal of Advertising Research, and Industrial Marketing Management, and he is a co-author of Marketing, Sixth Edition, published by Irwin/McGraw-Hill.
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William RudeliusWilliam Rudelius (Ph.D., University of Pennsylvania) holds the Endowed Chair in Global Marketing at the Graduate School of Business of the University of St. Thomas in Minnesota. He holds a BS degree in Mechanical Engineering from the University of Wisconsin and an MBA in Marketing and a Ph.D. in Applied Economics from the Wharton School of the University of Pennsylvania. During the past 10 years, he has taught extensively in eight European countries including France, Bulgaria, Poland, and the Ukraine. Professor Rudelius has co-authored two textbooks, including Marketing, Sixth Edition. Adaptations of Marketing are now published in Canada and Poland. His articles have appeared in various academic journals, including Journal of Marketing, Sloan Management Review, Harvard Business Review, and Business Horizons.
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Michael J. VasseyMichael J. Vessey is president of Stewardship Marketing, Inc., Mpls. MN, a marketing research consulting firm serving both business and nonprofit clients.
Pages 199-206 | Published online: 24 Oct 2013

References

  • Ansoff, H. Igor (1984), Implementing Strategic Management, Englewood Cliffs, NJ: Prentice-Hall.
  • Cardozo, Richard and Shannon Shipp (1987), “New Selling Methods are Changing Industrial Sales Management,” Business Horizons, 30, (September-October), 23–28.
  • Cespedes, Frank (1992), “Sales Coordination: An Exploratory Study,” Journal of Personal Selling and Sales Management, 12(Summer), 13–30.
  • Colletti, Jerome A. and Lawrence B. Chonko (1997), “Change Management Initiatives: Moving Sales Organizations From Obsolescence to High Performance,” Journal of Personal Selling and Sales Management, 17(Spring), 1–30.
  • Dwyer, F. Robert, Paul H. Schurr, and Sejo Oh (1987), “Developing Buyer-Seller Relationships,” Journal of Marketing, 51(April), 11–27.
  • Evans, Kenneth R. and John L. Schlacter (1985), “The Role of Sales Managers and Salespeople in a Marketing Information System,” Journal of Personal Selling and Sales Management, 5(November), 49–58.
  • Fine, Seymour H. (1991), “Buyer and Seller Psychographics in Industrial Purchase Decisions,” Journal of Business & Industrial Marketing, 6(Winter/Spring), 49–55.
  • Jackson, Ralph W. and Philip D. Cooper (1988), “Unique Aspects of Marketing Industrial Services,” Industrial Marketing Management, 17(May), 111–118.
  • Lambert, Douglas M., Howard Marmorstein, and Arun Sharma (1990), “Industrial Salespeople as a Source of Market Information,” Industrial Marketing Management, 19(May), 141–148.
  • Laughlin, Jay L. and Charles R. Taylor (1991), “An Approach to Industrial Market Segmentation,” Industrial Marketing Management, 20(May), 127–136.
  • Maier, Jens and John Saunders (1990), “The Implementation Process of Segmentation in Sales Management,” Journal of Personal Selling and Sales Management, 10(February), 39–48.
  • Morris, Michael H., Ramon A. Avila, and Eugene Teeple (1990), “Sales Management as an Entrepreneurial Activity,” Journal of Personal Selling and Sales Management, 10(Spring), 1–15.
  • Morris, Michael H., Duane L. Davis, Jeffrey W. Allen, Ramon A. Avila, and Joseph Chapman (1991), “Assessing the Relationships Among Performance Measures, Managerial Practices, and Satisfaction When Evaluating the Sales Force: A Replication and Extension,” Journal of Personal Selling and Sales Management, 11(Summer), 25–36.
  • Shipley, David and David Jobber (1994), “Size Effects on Sales Management Practices of Small Firms: A Study of Industrial Distributors,” Journal of Personal Selling and Sales Management, 14(Winter), 31–44.
  • Strahle, William M., Rosann L. Spiro, and Frank Acito (1996), “Marketing and Sales: Strategic Alignment and Functional Implementation,” Journal of Personal Selling and Sales Management, 16(Winter), 1–20.
  • Von Hippie, Eric (1989), “New Product Ideas from ‘Lead Users,”’ Research Technology Management, 32(May/June), 1–4.
  • Wotruba, Thomas R. and Linda Rochford (1995), “The Impact of New Product Introductions on Sales Management Strategy,” Journal of Personal Selling and Sales Management, 15(Winter), 35–51.

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