Navigating through rough waters: the importance of trust in managing sales representatives in times of change

Article Abstract:

Companies are in the midst of transition, either because of downsizing to reduce costs or re-engineering to improve quality; and the sales force is a key component in these changes. This study examines the impact of sales representatives' relationships with their managers during times of change. The results suggest that representatives with greater trust in the sales manager are more accepting of the anticipated changes, especially in the longer run. Furthermore, managers interested in building trusting relationships with their representatives should be particularly concerned about using fair performance evaluation procedures and making joint sales calls with their representatives. (Reprinted by permission of the publisher.)

Methods, Sales managers, Manufacturers' agents, Manufacturers' representatives

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Salesperson failure: sales management is the key

Article Abstract:

When salespeople fail, the consequences are dramatic - and the impact can be long-term. A key question facing sales managers concerns where the ultimate responsibility for a salesperson's failure lies. Does it reside solely with the salesperson? With the company? With the sales management team? With some combination of this tripartite? Previous research suggests that sales managers are especially prone to attribute failure to the salesperson and much less inclined to assume culpability for it. This article advances the position that salesperson failure, despite the situation, rests ultimately with the sales management team. (Reprinted by permission of the publisher.)

Analysis, Sales personnel, Salespeople, Failure (Psychology)

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