协作型企业供应链管理

供应链管理作为一种新型的企业关系管理模式在现代市场竞争中为企业生存与发展提供了一种工具。本文针对协作型企业供应链管理进行了研究。协作型企业供应链由于其业务联系上的紧密性与其他供应链有所不同，在生产计划制定上强调生产计划的一致性与协调性，核心企业与供应企业在生产计划制定方面的信息共享；在销售管理上强调企业与销售商集成式管理。     

The different faces of coupon elasticity

Coupons account for over two-thirds of all consumer promotional efforts initiated by the manufacturers of consumer goods. In this study, the impact of coupons on brand sales is investigated and how that impact decays over the life of the coupon is demonstrated. Specifically, we present an econometric model that can capture coupon effects in terms of equivalent price reduction, account for coupon effects over time, allow inference of coupon effects when retailers decide to double or triple the coupon value, and provide both self-coupon and cross-coupon elasticities at different levels of aggregation. A widely used sales response model is adapted, and an analytical model is proposed to estimate both the self-coupon and cross-coupon (face value) elasticities of sales at the store level. From the store-level elasticity estimates for a given week, the authors analytically derive the coupon elasticities for the chain level by aggregating across stores, and over the life of the coupon by aggregating over time. The proposed sales response model is estimated with the data obtained from three markets for various product categories, and the coupon elasticities are computed. The proposed framework allows one to demonstrate the hypothetical equivalence of a shelf-price reduction for a given coupon face value in each week. Also, the effect of doubling the face value of a coupon results in more than a proportionate increase in elasticity. The authors find that both self and cross-coupon elasticities are much smaller in magnitude than the average self and cross-price elasticity measures reported in the literature.     

我国保险公司税收制度的完善

我国保险公司税制存在诸多弊端 ,如 :中外资保险公司所得税待遇不同 ,营业税负担过重等 ,阻碍了保险业的发展。笔者建议在考虑政策目标 ,税收原则 ,最终纳税人等相关因素的前提下 ,改革现行保险公司税制。如 :统一中外资保险公司所得税税率 ,降低营业税率并实行差别税率等。     

Problems evaluating sales representative performance?: Try activity-based costing

Activity-based costing (ABC) offers a way to improve performance evaluation by providing estimates of the cost of satisfying sales terms to which a sales representative may agree, such as number of batches in which an order is produced and number of training hours provided to customer employees. It also provides estimates of the cost of resources that a sales representative may use while engaging in marketing activities, such as making sales calls and attending trade shows. Traditional costing, which assumes that costs only vary at the unit level, does not provide estimates of the costs of many of these terms and activities.     

Exploring export sales management practices in small- and medium-sized firms

We investigate key sales management aspects in relation to the export involvement stage of the firm. Specifically, an attempt is made to examine the presence of significant differences in export sales management control strategy, export sales organization design and export sales management behavioral attributes between ‘active’ and ‘committed’ exporting firms. We identify several differences among these exporter groups with the main conclusion being that the sales management function is more effectively organized and managed at advanced levels of export involvement. These findings are discussed in the light of existing knowledge, and various conclusions and research implications are also derived.     

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.     

Technology improves sales performance—doesn't it?: An introduction to the special issue on selling and sales technology

Firms around the globe are rushing to invest in sales force technology or sales force automation (SFA). SFA appears to mean different things to different people. For example, management and sales personnel view the need for, application of, and advantages of SFA quite distinctly. As a result of technology, this special issue examines many areas of sales force automation to provide both practicing managers and sales force academicians with a clearer perspective of new technology in the B2B marketplace. This article introduces the special issue topic, individual contributors, and acknowledges support proffered by myriad individuals.     

Sales technology within the salesperson's relationships: A research agenda

The average cost of a sales call has declined approximately 15% over the past decade, while average salesperson compensation has doubled. These statistics illustrate an important benefit of technology: salespeople are more productive. To better understand the impact technology has played on sales and sales management, this paper examines the impact of sales technology from four perspectives: the salesperson, the field sales manager, the sales executive, and the customer. Noting that the needs and evaluations of technology vary, depending upon the functional position and viewpoint, a research agenda is offered that reflects these various perspectives.     

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.     

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.