Change management initiatives: moving sales organizations from obsolescence to high performance

Article Abstract:

This paper discuses change management initiatives undertaken by companies for the purpose of sustaining competitive advantage with customers and preventing sales force obsolescence. The paper discusses a number of topics related to change management initiatives including the following: (1) the challenged associated with change management initiatives, (2) experiences with three change management programs, (3) the business life cycle and change implications for sales managers, (4) the wisdom of change management focus being operational or strategic, (5) change management objectives that achieve sustainable competitive advantage through people, and (6) the change management implications of high performance systems for sales managers. (Reprinted by permission of the publisher.)

Organizational change

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Effective major account sales management

Article Abstract:

The use of national or major account sales programs is becoming more prevalent in companies which seek a competitive edge in serving strategically important customers. From 1975 to 1986, the number of major account sales programs operated by U.S. based corporations grew from about a dozen to well over 300. However, the sales management literature has not kept pace with the increased use of major account selling. The purposes of this article are to summarize selected references on the subject, report the results of a survey designed to determine the requirements of an effective major account sales program, and describe the areas in need of future research. (Reprinted by permission of the publisher.)

Management

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Perceptions of internal and external equity as predictors of outside salespeoples' job satisfaction

Article Abstract:

The purpose of this study was to examine the impact of facets of internal and external equity on job satisfaction. The study was conducted using a sample of outside salespeople. Results indicated that internal promotion equity, internal salary equity, external recognition equity, external incentive equity and external raise equity were the facets of internal and external equity related to job satisfaction for outside salespeople. Age and performance were also positively related to job satisfaction. Implications for salesforce management and future research are presented based on these findings. (Reprinted by permission of the publisher.)

Job satisfaction

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