Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls

This article addresses the integration of sales channels after mergers and acquisitions (M&A) by appraising the strengths, weaknesses, and biases associated with the four most common frameworks for evaluating sales channels (sales management, historical performance, strategic fit, and customer choice) for their appropriateness in a post-M&A context. The authors develop a methodological approach that uses a balanced-scorecard framework to guide managers through the sales channel integration process, and then apply this approach to the merger of two industrial firms' sales organizations across 21 territories. In so doing, they reveal various pitfalls and propose and test some analytical corrections. Longitudinal performance data support comparisons across the different evaluative frameworks; in particular, the sales management and customer choice frameworks provide the most insight into channel partners' post-integration performance. The results support the premise that channel integration can be improved by accounting for factors unique to the M&A context and using an approach that triangulates multiple perspectives.     

What's next in key account management research? Building the bridge between the academic literature and the practitioners' priorities

This research contrasts the academic literature on key account management (KAM) with the topics in this subject that are most critical to practitioners. Sixty four academic articles published in 17 journals, and ninety practitioners' articles appearing in the Velocity Magazine — published by the Strategic Account Management Association — were content analyzed and classified under ten ‘topic’ categories. Similarities and differences in the results for academics and practitioners are discussed. In addition, two specific topics were identified as being extremely important to managers but still under-researched by academics: the role of senior management in KAM, and the importance of internal alignment in determining KAM success.     

发挥综合竞争优势 建设国际顶级金融保险集团

加强系统资源整合工作是中国人寿实现集团化经营战略的重要举措，也是中_国人寿打造国际顶级金融保险集团的重大战略步骤。资源整合工作专业性强，其复杂性与挑战性决定了在推动工作的过程中必须要有创新思维，在工作中真正做到以科学的理论为指导，以科学的方法为工具，形式多样，多举并重，持续推动系统资源优化整合工作向纵深发展。     

How management control and job-related characteristics influence the performance of export sales managers

Despite the plethora of studies examining the influence of behavior-based sales management control on salesperson characteristics and performance, limited empirical evidence exists with respect to its relevance and importance in an export sales context. This study expands the existing literature by investigating the influence of behavior-based control and job-related characteristics on the performance of export sales managers. The article offers a conceptual model and an empirical test using data from 210 UK exporters. The findings support the positive influence of behavior-based control on certain export sales managers' characteristics and behavioral performance. The results also indicate that: specific export sales managers' characteristics enhance behavioral performance; behavioral performance is positively related to outcome performance; psychic distance moderates the relationship between behavior-based control and behavioral performance. The article concludes with a discussion of implications for export executives and suggestions for future research in the field.     

Why sales reps should welcome information technology: Measuring the impact of CRM-based IT on sales effectiveness

This study seeks to answer the following question: Can sales representatives enhance their performance through their acceptance of information technology (IT) tools? Using data collected from two companies, we show that despite uncertain results and the frequent resistance among salespeople to IT interventions, IT acceptance indeed has a positive effect on sales performance. This occurs because salespeople using IT expand their knowledge and, in turn, gain improved targeting abilities, enhanced presentation skills, and increased call productivity. Thus, sales representatives have a strong incentive to accept IT because doing so is likely to sharpen their own job performance.     

Selling and sales management

According to the Bureau of Labor Statistics (http://www.bls.gov/oes/current/oessrcst.htm), almost 14 million Americans are employed in sales or sales-related jobs. Many organizations derive their entire revenue stream from the efforts of salespeople. As part of the domain of marketing, the academic study of selling and sales management is relatively young. Consider that the Journal of Marketing has been published for 70 years, while the Journal of Marketing Research has been in publication for 43 years (www.marketingpower.com). For its part, the specialized journal in selling and sales management, The Journal of Personal Selling and Sales Management, has been published for just 26 years. Therefore, while there are a great many widely-used and studied models in the field, there is still much to be learned about this topic. As highlighted in this article, the research published in 2006 indicates the range of interesting and relevant work being conducted in the area.     

The impact of individual and managerial factors on salespeople's contribution to marketing intelligence activities

Although salespersons represent a unique and important channel of information, few of them contribute efficiently to marketing intelligence. This research aims to understand how salespeople's motivation and effort to gather and transmit marketing intelligence to management may be influenced by individual (organizational commitment, desire for upward mobility) and managerial (control system, participation in decision making, feedback, recognition) factors. The test of the proposed model shows that desire for upward mobility is the only individual determinant of behavior. Other than participation in decision making, all the managerial factors play influential roles in structuring both motivation and behavioral effort toward marketing intelligence by salespeople. The authors also discuss the limits of the model, some managerial implications, and future research opportunities.     

Do customers respond to the disclosure of internal control weakness?

In this study, we investigate the effects of firms' internal control weakness (ICW) disclosures on their customers. We hypothesize that ICW disclosure adversely affects customers' perceptions of firms' ability and incentive to honor implicit commitments to customers, and as such, customers are less willing to buy from such firms. We thus expect a decline in firms' sales growth after ICW disclosure. We find a significant decline in sales growth subsequent to Sarbanes–Oxley (SOX) Section 404 ICW disclosure after controlling for firms' past sales growth and other factors affecting sales performance and internal control. This result is robust to the consideration of selection bias in ICW disclosure. We also find that the decline is more pronounced for firms with company-level ICW disclosure, with industrial customers, in the durable goods industries, with high research and development (R&D) intensity, or without subsequent remediation of ICW. Taken together, these results are consistent with the argument that ICW concerns customers more when the implicit contracts between the firms and their customers are more intensive.     

Sampling,discounts or pay-what-you-want: Two field experiments

Free sampling and price discounts are important, popular promotional tools used to attract new customers by reducing their risk of trial. The authors investigate pay-what-you-want (PWYW) as an alternative promotional tool to free sampling and price discounts in two field experiments. The authors find significant differences in perceived promotional characteristics and relevant performance measures, such as trial and repeat purchases by new customers. The entertaining and innovative character of PWYW induces many people to try it. PWYW may yield a higher repeat purchase rate of new customers, and sellers using PWYW benefit from higher word-of-mouth behavior. Finally, PWYW yields the highest promotional revenues.     

Billboard and cinema advertising: Missed opportunity or spoiled arms?

Advertising remains one of the most popular marketing instruments, and many studies have studied its sales effectiveness. However, prior research has either looked at the total spending of a brand/firm, or has focused on the most popular media, especially TV advertising. Even though huge amounts are also spent on “smaller” media such as billboards and cinema, little is known on their effectiveness.