The transformation of industrial selling: causes and consequences
Article Abstract:
Industrial selling, like most other areas of business, is being transformed by many new ideas and practices, such as benchmarking, reengineering, alliances, empowerment, total quality, micromarketing, relationship marketing, and downsizing. This article explores how these new ideas and practices are causing changes in industrial selling from three perspectives, customers, competitors, and the salesperson's own company. The consequences of these changes from those new ideas and practices are then discussed in terms of their impact on the sales position, the selling process, and the salespeople. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1996
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Effective sales force recognition programs
Article Abstract:
Differences between more successful and less successful sales force recognition programs were determined in a national study of 254 firms. Some of the conventional wisdom regarding recognition programs was found to be correct, such as the relationship of top management involvement to program success. Other findings were more surprising. For instance, while many writers have stated that the optimal percentage of salespeople to be recognized in a firm's program is less than 30%, the greatest program effectiveness was found to occur when 31-50% of the sales force was recognized. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1991
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Put work and play into marketing
Article Abstract:
Incentive games and contests have long been a motivational mainstay in organizations, especially as ways to stimulate sales forces. These very costly efforts, however, do not seem to work as expected, especially in the long run. This article suggests that managers would be better served by making the job itself more playlike instead of simply adding a layer of play on top of the job. In an effort to help managers make this transformation, pure play is contrasted with a more practical approach called partial play. Practical examples and suggestions are included. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1993
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- Abstracts: Negotiation styles of industrial buyers. How buyers handle conflicts. How the diffusion of industrial innovations is different from new retail products
- Abstracts: How the diffusion of industrial innovations is different from new retail products. Do's and don'ts of cross-cultural negotiations
- Abstracts: Defensive industrial marketing strategies. Overcoming basic problems between manufacturers and distributors