scholarly journals Kinks as Goals: Accelerating Commissions and the Performance of Sales Teams

2021 ◽  
Author(s):  
Peter J. Kuhn ◽  
Lizi Yu
Keyword(s):  
Sales Teams

Ear Dominance and Telephone Sales

1997 ◽  
Vol 85 (2) ◽  
pp. 451-457 ◽  
Author(s):  
Adrian Furnham ◽  
Simon Richardson ◽  
Tony Miller
Keyword(s):  
Retrospective Study ◽  
Individual Differences ◽  
Field Study ◽  
Conversion Rate ◽  
Sales Performance ◽  
Personal Preference ◽  
Sales Teams ◽  
Ear Dominance ◽  
Percentage Conversion

In a field study, three equally sized sales teams used one of three head-sets—left, right, both ears—for a day's selling of insurance by telephone. This had no effect on sales In a retrospective study of records, daily sales performance including the percentage conversion rate for sales divided by the number of calls and the number and duration of calls was related to preference for type of head-set. Sales were markedly influenced by the choice of head-set. People who chose to wear the left earpiece significantly out-sold the others wearing right and stereohead-sets. Neither the number of incoming calls nor the time spent on the telephone were influenced by the choice of head-set. When sales are analysed in terms of individual differences in personal preference for type of head-set, those who chose the left ear had an advantage. Forced use of the left, versus right ear or both ears for one day had no effect.

Coaching Winning Sales Teams, The How

2020 ◽  
pp. 173-194
Author(s):  
Tim Chapman ◽  
Lynn Pickford ◽  
Tony Smith
Keyword(s):  
Sales Teams

Managing Internal Marketing Channel Conflict: A Proposal for Narrative Epistemology

2019 ◽  
Vol 20 (4) ◽  
pp. 901-916
Author(s):  
Asad Aman
Keyword(s):  
Narrative Analysis ◽  
Distribution Channel ◽  
Marketing Channel ◽  
Internal Marketing ◽  
Management Research ◽  
Channel Conflict ◽  
Positive Interventions ◽  
Industrial Marketing ◽  
Sales Teams ◽  
Fast Moving Consumer Goods

This article calls for extending the understanding and management of the channel conflict that occurs between competing sales teams inside a manufacturer organization. This internal battle occurs as the sales teams try to sell manufacturer products to two different channel members (e.g., retailers, wholesalers, etc.) in the same market and, as a result, compete for quotas, sales targets, promotional budgets, etc. The article argues that by drawing on narrative epistemology, which has extensively been applied in management research, marketing scholars and practitioners can gain novel insights through which understanding and management of internal channel conflict could be enhanced. An epistemological review of the extant literature on the topic in the field of Industrial Marketing is presented. Drawing on the narrative method, three narratives told by competing groups in the context of Pakistan’s evolving fast moving consumer goods (FMCG) distribution channel are constructed, and an empirical model is developed for narrative analysis. It is shown that the understanding of various narrative logics and alignments can help in positive interventions in the channel story network.

Channel Optimization for On Field Sales Force by Integration of Business Software on Mobile Platforms

2009 ◽  
pp. 182-193
Author(s):  
Rishi Kalra ◽  
Amit Nanchahal
Keyword(s):  
Sales Force ◽  
Mobile Platforms ◽  
Customer Expectations ◽  
Sales Professionals ◽  
Sales Force Automation ◽  
Sales Channels ◽  
Sales Teams ◽  
Business Software ◽  
Increase Productivity ◽  
Software Platforms

Marketing and sales channels are a significant lifeline for the sales force of a business. Sales professionals work on the concept of creating and widening channels that are then fed by the supply chain and distribution network of the businesses. Sales teams are constantly pushed to meet customer expectations while generating revenue for the company. As companies grow, these pressures increase. Sales teams are now looking at Mobile Sales Force Automation technologies to handle the ever increasing customer demands. Companies want to keep costs low, increase productivity and efficiency through mobile devices for the much needed edge on the field. This chapter is based on literature review of channel optimization as well as mobile software platforms and challenges faced by the sales force. This chapter discusses the need for integrating business software on mobile platforms that will optimize and enhance the performance of sales processes.

Implementing the Challenger Sales Model at Cars.com: a case study

2019 ◽  
Vol 34 (2) ◽  
pp. 291-302 ◽  
Author(s):  
Mathew S. Isaac ◽  
Ajay T. Abraham ◽  
Elaine Y. Richards
Keyword(s):  
Large Scale ◽  
Academic Research ◽  
Vice President ◽  
Sales Force ◽  
Research Approach ◽  
Successful Implementation ◽  
Content Type ◽  
Sales Teams ◽  
Sales Model

Purpose The purpose of this paper is to review the recent implementation of the Challenger Sales Model (CSM) at Cars.com, an online automotive marketplace that generated $633m in sales in 2016 with a sales force of over 500 representatives, and to identify insights related to the implementation that may be relevant to sales researchers and other organizations considering similar implementations. A more specific aim is to determine whether establishing “constructive tension” between salespeople and their customers, which is a key tenet of the CSM, was perceived as a source of value for Cars.com. Design/methodology/approach The case study is based primarily on in-depth interviews with 15 employees spanning different sales and/or training responsibilities in the organization, from the current CEO (previously the former Senior Vice President of Sales) to sales representatives from different sales teams. Findings Five major insights emerged from this research: (1) Because it represents a change in the established norms governing interpersonal dynamics, constructive tension is often more difficult for salespeople to foster when interacting with existing (vs prospective) customers. (2) Whereas leading with insights is more difficult when interacting with prospective (vs existing) customers, sustaining meaningful insights over time is a major challenge when dealing with existing customers. (3 )Products that are more transactional or price-driven are ineffective at creating constructive tension and incompatible with the CSM. (4) Creating value from constructive tension requires the entire sales organization to share a common vision of what it means to be a Challenger and to adopt consistent nomenclature and formal programs for training and coaching. (5) Even more than other consultative sales models, the successful implementation of the CSM demands company-wide integration and makes it untenable for most indirect sales teams. Originality/value Although prior academic research has offered critiques of the CSM, the present paper is one of the first to use a discovery-oriented, qualitative research approach to provide a retrospective look at the actual implementation of the CSM within an organization. This approach results in novel insights, such as the identification of conditions when high-pressure versus low-pressure selling techniques are likely to be more successful, that may be of interest to sales researchers and to other companies considering a large-scale implementation of the CSM or related sales methodologies.

Is Print Recruitment Advertising a Sunset in the Millennial Era? A Case Study of Times Ascent

2020 ◽  
pp. 1-4
Author(s):  
Sonica Rautela ◽  
◽  
Manish Hingorani ◽  
Keyword(s):  
Life Cycle ◽  
Product Life Cycle ◽  
Indian Culture ◽  
The Core ◽  
Sales Team ◽  
Sales Teams ◽  
To Come ◽  
Recruitment Advertising ◽  
The Times

Reading as a habit is very addictive and we have seen our fathers and grandfathers read newspapers from our childhood. It has been a part and parcel of a morning ritual and is believed in the Indian culture that whatever news is published in the Indian print media is 100% true. That was the belief until recent times and is slowly fading away. The trust and the faith which was prevalent in newspapers in the good old days is losing its shine and glitter. The Times of India as an organization has transformed itself from being a traditional newspaper to an Infotainment paper that is a combination of Information and Entertainment. Advertising revenues are the key focus of the entire sales team in the organization, and sales teams are striving to come up with innovative and customized solutions for the advertisers. Times Ascent is one of the few examples of innovation and customized solutions for its recruitment set of advertisers and the story of its gala launch until its decline is at the core of this case study. Has Times Ascent reached its final stage of the product life cycle? Can anything be done to revive it? Time shall tell how the story of Times Ascent unfolds.

E-Business

2011 ◽  
pp. 450-462
Author(s):  
Raid Al Dabbagh
Keyword(s):  
Remote Access ◽  
The Internet ◽  
Area Network ◽  
Wide Area Network ◽  
Whole Process ◽  
Customer Information ◽  
Fast Running ◽  
Sales Teams ◽  
Speed Up ◽  
Customer Services

This chapter outlines the important of e-business in today‘s world and how one thinks it affects decision making. In today‘s world e-business is extremely important for many reasons, some of which are due to the fact that it can speed up the whole process of ordering. This means that the lead time can be decreased because the ordering of products can be done much more quickly because the Internet is a fast running wide area network. This chapter shows how better procurement and supply chains make sales teams more effective. The ability to outsource functions such as, accounting, remote access to systems, linking management teams in different locations, being able to locate the lowest cost supplier improve customer services, improved collection of customer information for databases and more effective management of remote manufacturing sites.

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