Sales force technology usage—reasons, barriers, and support: An exploratory investigation

Increasingly, salespeople are being asked to adopt and use a variety of technologies to increase their selling productivity and efficiency, including sales force automation and customer relationship management technologies. However, little research has investigated what happens once sales force automation (SFA) technology is adopted. This paper explores the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management can increase the usage of SFA technology. First, a qualitative study was performed to gain insight about salespeople's automation technology usage and the reasons why some salespeople fully use or do not utilize technology. After the initial study, 130 salespeople were surveyed. More productivity/efficiency was the main reason why salespeople use technology, the lack of management and technical support proved to be the main barrier to usage, and training proved most effective in increasing usage of SFA technology. Sales managers are provided with implications of the findings.     

The adoption of information technology in the sales force

The purpose of this article is to explain why salespeople adopt information technology. The results from a cross-sectional study of 229 salespeople indicate that putting sales technology to use strongly depends on salespeople's perceptions about the technology enhancing their performance, their personal innovativeness and organizational efforts in terms of user training. Throughout the adoption process companies also need to target sales line managers-next to end users-because salespeople clearly comply with the expectations of their supervisors. Finally, the threat from competing sales professionals or peers who use similar sales technology seems to be of secondary importance for individual sales technology adoption.     

Reexamining gender issues in salesperson propensity to leave

This research examines the moderating effects of salesperson gender and salesperson performance on the relationship between job satisfaction and propensity to leave the firm. Sales force data from 15-20 standard industrial classification (SIC) manufacturing categories representing 61 different companies and 1042 industrial salespeople were utilized in the study. The results illustrate that for both men and women, job satisfaction is a more important influence on the propensity to leave the firm at 3 months, 6 months and 1 year for low-performing salespeople than for high-performing salespeople. In addition, this research also supports the unique finding that high-performing salesmen have a greater propensity to leave the firm than high-performing saleswomen. Across longer time intervals, the propensity to leave the firm, as indicated by the variance explained, increased for salesmen but decreased for saleswomen. This suggests that high-performing saleswomen may be more loyal to their firm, regarding intention to leave.     

Perceptions of sales force automation: Differences between sales force and management

Differences between management and salespeople in their perceptions of a new technology can affect the acceptance and implementation of that technology. For sales force automation (SFA) systems, the differences in the perceptions held by management and salespeople toward the SFA can affect the successful adoption and implementation of the system by the organization. This paper reports the results of an investigation that focused on the differences in perceptions held by the United States Army's recruiting force and its higher level management toward the Army's newly adopted SFA system, the Army Recruiting Information Support System (ARISS). The results of the study indicate that significant differences exist between the perceptions held by the recruiting force and higher level management toward ARISS, the SFA system. The results offer important insights into managing SFA system deployment and gauging user expectations.     

“I think I can…I think I can”: The impact of perceived selling efficacy and deal disclosure on salesperson escalation of commitment

Salespeople have considerable autonomy in the choices they make with respect to both the types and amounts of resources they deploy in pursuing potential customer accounts and specific sales opportunities. Building from a prospect theory framework and also leveraging self-justification theory, this research reports the results of three experimental studies conducted on practicing salespeople. The experiments help shed light on several factors that might influence a critical form of salesperson resource allocation decision — the allocation of the salesperson's own ‘selling time’ which is devoted to a specific sales opportunity. Study 1 establishes that an escalation of commitment effect exists when salespeople pursue a new customer opportunity, and that “competitive intensity” is a key variable that attenuates the escalation of commitment effect. Study 2 demonstrates that a salesperson's “selling efficacy” – or their confidence in their abilities and decision-making in sales – has important, but mixed, effects on the salesperson's allocation of scarce resources. Finally, study 3 broadens this research by showing that environmental factors such as the extent to which the salesperson has ‘disclosed’ their pursuit of a new sales opportunity within their own organization can also influence the escalation of commitment effect on how they allocate resources in pursuit of that business. The article's broader contribution is that it offers an overdue and preliminary glimpse into the levers which shape and influence how, when, and why salespeople apply resources in the pursuit of new customers.     

SOCO's impact on individual sales performance: The integration of selling skills as a missing link

Conventional wisdom suggests that a customer orientation is a vital cornerstone upon which the success of salespeople is predicated in terms of serving their customers and prospects. However, at a pragmatic level, not all salespeople practice a customer-oriented philosophy in their day-to-day selling. In fact, decades of sales research provide largely inconclusive results with respect to individual salespersons' customer orientation and performance outcomes. We argue that for customer orientation to be a predictor of sales performance, specific selling skills must be present. Furthermore, we empirically demonstrate that without these requisite selling skills, salespeople are better off utilizing a sales orientation approach, as opposed to a customer orientation approach. More provocatively, this research shows that a “missing link” in the long standing body of research on the SOCO (sales orientation/customer orientation) perspective is that specific selling skills can impact sales performance directly as well as moderate the impact that both a “sales orientation” and a “customer orientation” ultimately have on sales performance.     

Internet integration into the industrial selling process: A step-by-step approach

The Internet has evolved into an outstanding tool for industrial salespeople. Reps use the Internet to prospect new accounts more efficiently, serve existing customers more effectively, and build more enduring business buyer relationships. This paper examines these practices and possibilities in detail while offering ways to facilitate and augment WWW usage. Each phase in the selling process is addressed by proposing specific websites, web-based tools, and techniques that industrial salespeople can use to further enhance their selling competitiveness and effectiveness. Examples of how the Internet is used by salespeople in a variety of industries are described. A series of propositions and a new conceptual model summarizes the positive effects of the increased Internet utilization on individual selling effort. The paper concludes with a discussion of managerial implications for sales management and recommendations for future research.     

Designing sales force satisfying selling positions: a conjoint measurement approach

To design selling positions that appeal to both new and incumbent salespersons, management needs to understand salespersons' preferences for job characteristics. The study reported here exemplifies an effort to operationalize salespersons' preferences for job and task characteristics that takes account of both career stage and gender. Findings indicate that salespeople in the sample prefer salary-based compensation and that female salespeople prefer sales jobs that are fixed in location.     

An empirical investigation of technology acceptance in a field sales force setting

Gaining technology acceptance by salespeople is critical in modern organizations. Sales technology is an integral tool for enhancing customer-related information management and knowledge development. Knowledgeable salespeople are able to use the information and knowledge to practice adaptive selling, improve performance, and enhance their firm's competitive advantage in the marketplace. This study proposes and tests a model linking technology acceptance to adaptive selling and job performance of field salespeople. The results provide evidence that behavioral intentions to use technology positively affect salesperson performance through enhanced propensity to practice adaptive selling. Implications of the study for managers and researchers are discussed.     

A psychometric assessment of the Lennox and Wolfe self-monitoring scale in the sales force

In today's turbulent business environment, salespeople and sales managers must constantly adapt to changes. Self-monitoring, i.e., the cognitive ability to adapt one's own behavior in response to the behavior of others, may be a meta-KSA (knowledge, skill, or ability) that influences adaptive selling behavior. To assist researchers and practitioners seeking to identify and improve the self-monitoring skills of salespeople, this study investigates Lennox and Wolfe's (1984) self-monitoring scale with a sample of salespeople and one with sales managers. Although a hypothesized relationship between self-monitoring and job performance was supported partially, our results highlight potential problems with the measure. Further investigations are needed to determine whether or not the problems lie with the scale or the concept of self-monitoring in a selling context.     

Impact of sales force automation on technology-related stress, effort, and technology usage among salespeople

This study unveils factors affecting sales force automation (SFA) technology usage by salespeople. It differs from previous research by: (1) proposing a model that examines the consequences of task complexity on role perceptions and technology usage, and (2) understanding the negative repercussions of SFA technology on the user. The proposed model was tested using data from 150 salespeople employed by a national organization. The results suggest that integration of SFA technology induces adverse role perceptions in salespeople. However, controlling for extraneous variables, effort is significantly related to salespeople's usage of technology. Key managerial implications for theory and practice are discussed.     

The moderating effect of control systems on the relationship between commission and salesperson intrinsic motivation in a customer oriented environment

Using a social psychology theory, Cognitive Evaluation Theory (CET), the authors show how commission compensation can be viewed as a sales performance contingent reward and the extent of its use to reward performance, coupled with a sales control system, impacts salesperson intrinsic motivation in a relationship selling environment. In essence, the sales control mechanisms modify the impact of the commission based on whether it is perceived as controlling or informative. This is empirically tested using a sample of business-to-business salespeople. Partial support for three hypothesized relationships is shown providing preliminary evidence that CET is a way to study the integration of commission compensation rewards, sales control systems, and motivational impact. Implications of the findings for theory and for managers are considered, along with suggested directions for future research.     

Salespeople as information gatherers: Associated success factors

Salespeople are in a vantage position to have intimate knowledge of the customers. How to motivate them to be effective information retrievers becomes a challenge to sales managers in today's knowledge economy. This paper presents the results of a study into managerial factors that are associated with more effective information retrieval by sales forces for use in their CRM systems. Sales executives (n = 150) responded to a mailed survey describing the importance of a set of activities to their recruiting/selecting, training, supervisory processes and the climate in the organization generated by upper level management. Results show that supervision and upper management support associate significantly with the effective information retrieval of salespeople; while training those more technically savvy sales recruits results in more effective information retrieval.     

The Effect of Sales Force Adoption on New Product Selling Performance

Although several studies have suggested that the sales force is a major contributing factor to new product success, few studies have focused on new product adoption by the sales force, particularly with respect to its relationship with selling performance. The present article presents empirical evidence on the impact of sales force adoption on selling performance. We defined sales force adoption as the combination of the degree to which salespeople accept and internalize the goals of the new product (i.e., commitment) and the extent to which they work hard to achieve those goals (i.e., effort). It was hypothesized that the impact of sales force adoption on selling performance will be contingent on supervisory factors (sales controls, internal marketing of the new product, training, trust, and supervisor's field attention), and market volatility. Therefore, this article also provides evidence of the conditions under which sales force adoption of a new product is more or less effective in engendering successful selling performance. The hypothesized relationships were tested with data provided by 97 high technology firms from The Netherlands. The results show that sales force adoption is positively related to selling performance. This finding suggests that salespeople who simultaneously exhibit commitment and effort will achieve higher levels of new product selling performance. Outcome based control, internal marketing and market volatility are also positively related to new product selling performance. The effect of sales force adoption on selling performance is stronger where outcome based control is used and where the firm provides information on the background of the new product to salespeople through internal marketing. Training and field attention weaken the adoption‐performance linkage. These findings may indicate that salespeople in The Netherlands interpret training as “micromanaging” and field attention as “looking over their shoulder.” We conclude with implications of our study for research and managerial practice.     

Sales management control level and competencies: Antecedents and consequences

The pursuit of superior salesperson performance and higher levels of sales organization effectiveness is a growing management priority. Management control is an important antecedent to several aspects of salesperson performance and organizational effectiveness. However, prior research has neglected two important issues. First, the impact of market orientation on sales manager control approaches has not been previously considered. Second, sales manager competencies in behavior-based control have not been examined, as research has focused on the level and form of control. Market orientation and the critical sales skills required of salespeople have strong antecedent relationships with sales manager control. Also, sales manager control competencies play a significant role in shaping salesperson performance, and the impact of control competencies is larger than control level. Sales manager control competencies play an important mediating role between sales manager control level and salesperson performance and sales organization effectiveness. Our findings are based on a study of British companies in which five hundred sales managers were sent surveys and 300 usable responses (a response rate of 60%) were returned. Three important implications derived from this study include: (1) sales managers need to translate market orientation into sales force behaviors; (2) control strategy should be aligned with sales force priorities; and (3) time and resources should be invested in training sales managers.     

Managing salespeople strategically when promoting new products – incorporating market orientation into a sales management control framework

Salespeople play a pivotal role in promoting new products. Therefore, managers need to know what control mechanism (i.e., output-based control, behavior-based control, or knowledge-based control) can improve their salespeople’s new product sales performance. Furthermore, managers may be able to assist salespeople in performing better by having a strong market orientation. The literature has been inconsistent regarding the effects of sales management control mechanisms and has not yet incorporated market orientation into a sales management control framework. The current study surveyed 315 Taiwanese salespeople from publicly traded electronics companies with the aim of contributing to the sales management literature. The results show that sales management controls can directly affect salespeople’s innovativeness, which, in turn, affects new product sales performance. However, sales management controls cannot affect performance directly. Furthermore, market orientation can positively moderate the relationship between salespeople’s innovativeness and new product sales performance.     

The Effects of Formal Controls on Supervisee Trust in the Manager in New Product Selling: Evidence from Young and Inexperienced Salespeople in China*

How should sales managers enhance the support and commitment of young, inexperienced salespeople during a new product selling? Some scholars have suggested sales managers should use formal controls (i.e., output and process controls) to develop the salespeople's trust in their benevolence. Drawing on a sample of young, inexperienced salespeople with rather low education selling new products in China's competitive, volatile, and transitional economic environment, the present study investigates the relationship between output and process controls and supervisee trust (i.e., the salesperson's trust in the sales manager). The empirical results of the study suggest that process and output controls have differential effects on supervisee trust. Specifically, the results indicate that process control enhances supervisee trust by itself and also under conditions of intense training for new product selling and when market volatility is perceived as high. However, process control hinders supervisee trust when the manager is long‐term oriented and engages in participative supervision. It was found that output control engenders supervisee trust when the manager is long‐term oriented but hinders supervisee trust when salespeople have undergone intensive training for new product selling. Implications of these results are provided for both researchers and practitioners involved in launching and selling new products.     

Global sales training: In search of antecedent, mediating, and consequence variables

This study proposes a framework that identifies and explains the relationships of input, mediating, and output variables for global sales training programs. Input or antecedent variables include high-quality: determination of sales training needs, objective setting, designing/implementing the training program, and evaluating training outcomes. The mediating variable culture is measured by a latent indicator: managers' perceived importance/perceived adequacy. The output or consequence variable is the quantitative improvement a firm measures in sales force performance that results from global sales training in the form of increases in sales revenue, profitability, decreased customer complaints, and/or reduced selling expenses. This framework is an initial attempt to synthesize existing knowledge about how to conduct effective sales training programs in cross-cultural settings. The article also offers research propositions that can be tested to advance our understanding of global sales training, discusses managerial implications, identifies limitations encountered by global sales training practitioners, and suggests future study opportunities for researchers.     

Marketing channel management and the sales manager

For years, the channel manager remained an organizational position found mainly in textbooks and the literature and seldom on company organization charts. Recently, however, persuasive evidence has revealed that marketing channel management comes chiefly under the purview of the sales manager. Accepting this new reality, sales management training will need to be dramatically expanded to include these new channel management responsibilities. But, are all levels of sales managers involved or equally involved in channel management? If not, channel manager training must be tailored for specific levels of sales management in order to achieve desired channel effectiveness and efficiency. To date, no published research has explored whether channel management involvement varies at different levels in the sales manager hierarchy. In this age of channel dynamism, successful companies must determine the specific involvement of each sales management level in channel management so that appropriate training and support can be provided to optimize performance in this critical area of market competition. To address the foregoing issues, data were drawn from a random national sample of sales managers. Results indicate that sales managers at all hierarchical levels participate in administering various aspects of marketing channel management. The degree of involvement, however, varies significantly by sales manager level. Sales management implications are discussed, and areas for future research are suggested.     

Understanding sales force automation outcomes: A managerial perspective

Despite the growing importance and potential of sales force automation (SFA), failure rates for SFA implementations have been reported to be as high as 55-80%. Given the growth of SFA programs, the potential effectiveness and efficiency SFA can bring to the sales force, and the magnitude of SFA failures, it is surprising that relatively few studies have addressed this important and timely topic. Many of the early studies have focused on the adoption and diffusion/infusion of SFA programs from an information technology perspective. The results of these studies have been inconclusive in explaining SFA implementation failures. The purpose of this study is to add to our understanding of SFA failures by investigating a broader set of implementation factors than those typically included in acceptance of technology studies. We conducted in-depth personal interviews with executives from three global organizations who were responsible for SFA initiatives in their firm. Results from the in-depth analyses yield recommendations and a proposed model to assist managers in the implementation of their SFA as well as getting their salespeople to “buy-in” to the SFA, and ultimately reduce SFA failures.