1,557
Views
10
CrossRef citations to date
0
Altmetric
Original Articles

Salesperson implementation of sales strategy and its impact on sales performance

&
Pages 601-619 | Received 01 Jul 2018, Accepted 05 Mar 2019, Published online: 31 Mar 2019

References

  • Agnihotri, R., Rapp, A. A., Andzulis, J., & Gabler, C. B. (2014). Examining The Drivers and Performance Implications of Boundary Spanner Creativity. Journal of Service Research, 17(2), 164–181..
  • Ahearne, M., Rapp, A., Hughes, D. E., & Jindal, R. (2010). Managing sales force product perceptions and control systems in the success of new product introductions. Journal of Marketing Research, 47(4), 764–776.
  • Anderson, E., & Oliver, R. L. (1987). Perspectives on behavior-based versus outcome-based salesforce control systems. The Journal of Marketing, 76–88.
  • Brehm, J. W. (1966). A theory of psychological reactance. New York: Academic Press.
  • Cespedes, F. (2014). Aligning strategy and sales: The choices, systems, and behaviors that drive effective selling. Boston, MA: Harvard Business Review Press.
  • Cespedes, F., & Thompson, S. (2015). Don’t turn your sales team loose without a strategy. Harvard Business Review, (December 15 2015), Sept 10, 2016.
  • Challagalla, G. N., & Shervani, T. A. (1996). Dimensions and types of supervisory control: Effects on salesperson performance and satisfaction. The Journal of Marketing, 60, 89–105.
  • Cote, J. A., & Buckley, M. R. (1987). Estimating trait, method, and error variance: Generalizing across 70 construct validation studies. Journal of Marketing Research, 315–318.
  • Crittenden, V. L., & Crittenden, W. F. (2008). Building a capable organization: The eight levers of strategy implementation. Business Horizons, 51(4), 301–309.
  • Cron, W. L., Baldauf, A., Leigh, T. W., & Grossenbacher, S. (2014). The strategic role of the sales force: Perceptions of senior sales executives. Journal of the Academy of Marketing Science, 42(5), 471–489.
  • Edinger, S. (March 2016). How to get your salespeople to execute your strategy. Harvard Business Online, Boston, September 12, 2016.
  • Fang, E., Evans, K. R., & Landry, T. D. (2005). Control systems’ effect on attributional processes and sales outcomes: A cybernetic information-processing perspective. Journal of the Academy of Marketing Science, 33(4), 553–574.
  • Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 382–388.
  • Gruen, T. W., Osmonbekov, T., & Czaplewski, A. J. (2005). How e-communities extend the concept of exchange in marketing: An application of the motivation, opportunity, ability (MOA) theory. Marketing Theory, 5(1), 33–49.
  • Hair, J., Hult, G., Ringle, C., & Sarstedt, M. (2014). A primer on partial least squares structural modeling (PLS-SEM). (1st ed.). Thousand Oaks, CA: Sage Publications.
  • Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach New York, NY: Guilford Press.
  • Hayes, A. F. (2015). An index and test of linear moderated mediation. Multivariate Behavioral Research, 50(1), 1–22.
  • Hayes, A. F., & Brockwood, N. J. (2016). Regression-based statistical mediation and moderation analysis in clinical research: Observations, recommendations, and implementation. Behavior Research and Therapy, In Press.
  • Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135.
  • Homburg, C., Schäfer, H., & Schneider, J. (2012). Sales excellence: Systematic sales management. Berlin, Germany: Springer Science & Business Media.
  • Insights, C. S. O. (2015). Sales optimization study. Retrieved from http://www.revegy.com/wp-content/uploads/Key-Trends-Analysis.pdf
  • Jaramillo, F., Bande, B., & Varela, J. (2015). Servant leadership and ethics: A dyadic examination of supervisor behaviors and salesperson perceptions. Journal of Personal Selling & Sales Management, 35(2), 108–124.
  • Jaramillo, F., Locander, W. B., Spector, P. E., & Harris, E. G. (2007). Getting the job done: The moderating role of initiative on the relationship between intrinsic motivation and adaptive selling. Journal of Personal Selling & Sales Management, 27(1), 59–74.
  • Jaramillo, F., & Mulki, J. P. (2008). Sales effort: The intertwined roles of the leader, customers, and the salesperson. Journal of Personal Selling & Sales Management, 28(1), 37–51.
  • Johnson, J. S., & Friend, S. B. (2015). Contingent cross-selling and up-selling relationships with performance and job satisfaction: An MOA-theoretic examination. Journal of Personal Selling & Sales Management, 35(1), 51–71.
  • Johnson, J. S., & Sohi, R. S. (2017). Getting business-to-business salespeople to implement strategies associated with introducing new products and services. Industrial Marketing Management, 62, 137–149.
  • Kohli, A. K., Shervani, T. A., & Challagalla, G. N. (1998). Learning and performance orientation of salespeople: The role of supervisors. Journal of Marketing Research, 263–274.
  • LaForge, R. W., Ingram, T. N., & Cravens, D. W. (2009). Strategic alignment for sales organization transformation. Journal of Strategic Marketing, 17(3–4), 199–219.
  • Lane, N. (2009). Searching for strategy in sales. Journal of Strategic Marketing, 17(3–4), 191–197.
  • Lane, N., & Piercy, N. (2009). Strategizing the sales organization. Journal of Strategic Marketing, 17(3–4), 307–322.
  • Leigh, T. W., DeCarlo, T. E., Allbright, D., & Lollar, J. (2014). Salesperson knowledge distinctions and sales performance. Journal of Personal Selling & Sales Management, 34(2), 123–140.
  • Leung, X. Y., & Bai, B. (2013). How motivation, opportunity, and ability impact travelers’ social media involvement and revisit intention. Journal of Travel & Tourism Marketing, 30(1–2), 58–77.
  • MacInnis, D. J., Moorman, C., & Jaworski, B. J. (1991). Enhancing and measuring consumers’ motivation, opportunity, and ability to process brand information from ads. The Journal of Marketing, 55, 32–53.
  • Mallin, M. L., & Pullins, E. B. (2009). The moderating effect of control systems on the relationship between commission and salesperson intrinsic motivation in a customer-oriented environment. Industrial Marketing Management, 38(7), 769–777.
  • Miao, C. F., & Evans, K. R. (2007). The impact of salesperson motivation on role perceptions and job performance—a cognitive and affective perspective. Journal of Personal Selling & Sales Management, 27(1), 89–101.
  • Miao, C. F., & Evans, K. R. (2012). Effects of formal sales control systems: A combinatory perspective. International Journal of Research in Marketing, 29(2), 181–191.
  • Miao, C. F., & Evans, K. R. (2013). The interactive effects of sales control systems on salesperson performance: A job demands-resources perspective. Journal of the Academy of Marketing Science, 41(1), 73–90.
  • Miao, C. F., & Evans, K. R. (2014). Motivating industrial salesforce with sales control systems: An interactive perspective. Journal of Business Research, 67(6), 1233–1242.
  • Miao, C. F., Evans, K. R., & Zou, S. (2007). The role of salesperson motivation in sales control systems—intrinsic and extrinsic motivation revisited. Journal of Business Research, 60(5), 417–425.
  • Noble, C. H., & Mokwa, M. P. (1999). Implementing marketing strategies: Developing and testing a managerial theory. The Journal of Marketing, 57–73.
  • Oliver, R. L., & Anderson, E. (1994). An empirical test of the consequences of behavior-and outcome-based sales control systems. The Journal of Marketing, 58(4), 53–67.
  • Oreg, S. (2003). Resistance to change: Developing an individual differences measure. Journal of Applied Psychology, 88(4), 680.
  • Panagopoulos, N. G., & Avlonitis, G. J. (2010). Performance implications of sales strategy: The moderating effects of leadership and environment. International Journal of Research in Marketing, 27(1), 46–57.
  • Piercy, N. F. (2010). Evolution of strategic sales organizations in business-to-business marketing. Journal of Business & Industrial Marketing, 25(5), 349–359.
  • Rackham, N., & DeVincentis, J. (1999). Rethinking the sales force. New York: McGraw-Hill.
  • Rapp, A., Ahearne, M., Mathieu, J., & Schillewaert, N. (2006). The impact of knowledge and empowerment on working smart and working hard: The moderating role of experience. International Journal of Research in Marketing, 23(3), 279–293.
  • Richardson. (2016). Selling challenges study. Retrieved from https://www.richardson.com/wp-content/uploads/2017/09/uk-2016-selling-challenges.pdf
  • Ringle, C. M., Wende, S., & Becker, J. (2015). Smartpls 3. Boenningstedt: SmartPLS GmbH, http://www.Smartpls.com
  • Rönkkö, M., & Ylitalo, J. (2011). PLS marker variable approach to diagnosing and controlling for method variance.
  • Sabnis, G., Chatterjee, S. C., Grewal, R., & Lilien, G. L. (2013). The sales lead black hole: On sales reps’ follow-up of marketing leads. Journal of Marketing, 77(1), 52–67.
  • Sharma, A., Levy, M., & Evanschitzky, H. (2007). The variance in sales performance explained by the knowledge structures of salespeople. Journal of Personal Selling & Sales Management, 27(2), 169–181.
  • Siemsen, E., Roth, A. V., & Balasubramanian, S. (2008). How motivation, opportunity and ability to drive knowledge sharing: The constraining-factor model. Journal of Operations Management, 26(3), 426–445.
  • Sterling, J. (2003). Translating strategy into effective implementation: Dispelling the myths and highlighting what works. Strategy & Leadership, 31(3), 27–34.
  • Terho, H., Eggert, A., Haas, A., & Ulaga, W. (2015). How sales strategy translates into performance: The role of salesperson customer orientation and value-based selling. Industrial Marketing Management, 45, 12–21.
  • Verbeke, W., Dietz, B., & Verwaal, E. (2011). Drivers of sales performance: A contemporary meta-analysis. have salespeople become knowledge brokers? Journal of the Academy of Marketing Science, 39(3), 407–428.

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:

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:

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.