Scheduling Sales Force Training: Theory and Evidence

2003 ◽  
Author(s):  
Anand Krishnamoorthy ◽  
Sanjog Misra ◽  
Ashutosh Prasad
Keyword(s):  
Sales Force ◽  
Sales Force Training

A Reference Model for E-Collaboration within the Dispersed Sales Force Training Process in Multinational Companies

2009 ◽  
pp. 735-750
Author(s):  
Florian Heidecke ◽  
Andrea Back
Keyword(s):  
Information And Communication Technologies ◽  
Reference Model ◽  
Sales Force ◽  
Pharmaceutical Companies ◽  
Global Integration ◽  
Training Process ◽  
Strategy Process ◽  
Information And Communication ◽  
The Right ◽  
Sales Force Training

Multinational pharmaceutical companies are facing the challenge of finding the right balance between local responsiveness and global integration. A cross-case study analysis of the sales force training process at the Swiss company Roche Pharmaceuticals identified four areas of collaboration, each of which comprises a certain number of collaborative tasks. The equivocality and complexity of these tasks should, however, be taken into account when considering information and communication technology (ICT) support. The authors developed a task-media fit matrix and used it to choose and justify the usage of certain information and communication technologies. The end result of this article is a reference model for the three layers of strategy, process, and ICT for e-collaboration within the dispersed sales force training process in multinational pharmaceutical companies. The authors also maintain that the task-media fit matrix can help both practitioners and researchers to either justify investments in e-collaboration tools or to evaluate ICT architectures in the field of e-collaboration.

Sales force training

2011 ◽  
pp. 307-331
Author(s):  
George J. Avlonitis
Keyword(s):  
Sales Force ◽  
Sales Force Training

A Reference Model for E-Collaboration within the Dispersed Sales Force Training Process in Multinational Companies

2011 ◽  
pp. 30-45
Author(s):  
Florian Heidecke ◽  
Andrea Back
Keyword(s):  
Information And Communication Technologies ◽  
Reference Model ◽  
Sales Force ◽  
Pharmaceutical Companies ◽  
Global Integration ◽  
Training Process ◽  
Strategy Process ◽  
Information And Communication ◽  
The Right ◽  
Sales Force Training

Multinational pharmaceutical companies are facing the challenge of finding the right balance between local responsiveness and global integration. A cross-case study analysis of the sales force training process at the Swiss company Roche Pharmaceuticals identified four areas of collaboration, each of which comprises a certain number of collaborative tasks. The equivocality and complexity of these tasks should, however, be taken into account when considering information and communication technology (ICT) support. The authors developed a task-media fit matrix and used it to choose and justify the usage of certain information and communication technologies. The end result of this article is a reference model for the three layers of strategy, process, and ICT for e-collaboration within the dispersed sales force training process in multinational pharmaceutical companies. The authors also maintain that the task-media fit matrix can help both practitioners and researchers to either justify investments in e-collaboration tools or to evaluate ICT architectures in the field of e-collaboration.

Driving change: the role of “emotional connectedness” – a case study

2016 ◽  
Vol 23 (5) ◽  
pp. 357-369 ◽  
Author(s):  
Sylvie M. Lacoste ◽  
Janet Dekker
Keyword(s):  
Change Management ◽  
Interpersonal Relationships ◽  
Customer Orientation ◽  
Sales Force ◽  
Content Type ◽  
Emotional Connectedness ◽  
Top Manager ◽  
New Perspective ◽  
Sales Force Training

Purpose The purpose of this paper is to understand which change process the supplying organization should define for its customer-facing organization in order to successfully increase customer orientation and to be on the short list of their customers’ key suppliers. Design/methodology/approach Action research was used to carry out this research. Researchers were involved in the change management process of a medium-sized company that wanted to re-design their customer selection and interaction processes: one researcher was a top manager of the participating company, whereas the other researcher worked alongside the organization in a collaborative effort to introduce and roll out sales force training seminars. Findings Researchers’ main finding shows how the company’s top-management willingness to apply a “soft” approach to change leverages a concept called “emotional connectedness”. Originality/value The authors bridge a gap between the literature on change management and the “emotional connectedness” concept related to social psychology. The authors add to existing theories on change management a new perspective based on interpersonal relationships.

Does Selective Sales Force Training Work?

2018 ◽  
Author(s):  
Yashar Atefi ◽  
Michael Ahearne ◽  
James Maxham ◽  
Todd Donavan ◽  
Brad Carlson
Keyword(s):  
Sales Force ◽  
Sales Force Training

Does Selective Sales Force Training Work?

2018 ◽  
Vol 55 (5) ◽  
pp. 722-737 ◽  
Author(s):  
Yashar Atefi ◽  
Michael Ahearne ◽  
James G. Maxham ◽  
D. Todd Donavan ◽  
Brad D. Carlson
Keyword(s):  
Sales Force ◽  
Relationship Building ◽  
Customer Relationship ◽  
Entire Group ◽  
Trained Group ◽  
Highly Effective ◽  
Low Performance ◽  
Using Data ◽  
Training Control ◽  
Sales Force Training

Companies spend billions of dollars annually on sales force training, often carried out as off-site, multiday training events. However, the numerous challenges involved in training an entire sales group force many retailers to selectively train only a subset of their salespeople. It is crucial to know when selective training can be more effective and what composition of salespeople should be trained to benefit the entire group. This study addresses these questions using data from several stores of a retailer with different sales force training policies (full, selective, and no training [control]). The authors track the degree to which salespeople applied a customer relationship—building strategy taught in the training, along with more than 30 store- and salesperson-level covariates, and perform various analyses to correct for selection issues. They find that (1) selective training can be highly effective in stores with low performance diversity, (2) training salespeople with diverse tenures helps the spillover of training to the untrained, and (3) untrained salespeople with performance that is similar to the trained group are more likely to adopt the training-related behavior.

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