Linkages between sales management tools and practices: Some evidence from British companies
Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. ma...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Avlonitis, George J. [verfasserIn] |
|---|
| Format: |
Artikel |
|---|---|
| Sprache: |
Englisch |
| Erschienen: |
1989 |
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| Schlagwörter: |
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| Anmerkung: |
© Academy of Marketing Science 1989 |
|---|
| Übergeordnetes Werk: |
Enthalten in: Journal of the Academy of Marketing Science - Springer-Verlag, 1973, 17(1989), 2 vom: März, Seite 137-145 |
|---|---|
| Übergeordnetes Werk: |
volume:17 ; year:1989 ; number:2 ; month:03 ; pages:137-145 |
| Links: |
|---|
| DOI / URN: |
10.1007/BF02723372 |
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OLC2060589657 |
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10.1007/BF02723372 doi (DE-627)OLC2060589657 (DE-He213)BF02723372-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Avlonitis, George J. verfasserin aut Linkages between sales management tools and practices: Some evidence from British companies 1989 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1989 Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force. Percent Level Company Knowledge Sales Force Market Knowledge Sales Representative Boyle, Kevin A. aut Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 17(1989), 2 vom: März, Seite 137-145 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:17 year:1989 number:2 month:03 pages:137-145 https://doi.org/10.1007/BF02723372 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 17 1989 2 03 137-145 |
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10.1007/BF02723372 doi (DE-627)OLC2060589657 (DE-He213)BF02723372-p DE-627 ger DE-627 rakwb eng 330 VZ 3,2 ssgn Avlonitis, George J. verfasserin aut Linkages between sales management tools and practices: Some evidence from British companies 1989 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier © Academy of Marketing Science 1989 Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force. Percent Level Company Knowledge Sales Force Market Knowledge Sales Representative Boyle, Kevin A. aut Enthalten in Journal of the Academy of Marketing Science Springer-Verlag, 1973 17(1989), 2 vom: März, Seite 137-145 (DE-627)182223736 (DE-600)1187865-4 (DE-576)040097765 0092-0703 nnns volume:17 year:1989 number:2 month:03 pages:137-145 https://doi.org/10.1007/BF02723372 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW GBV_ILN_26 GBV_ILN_32 GBV_ILN_70 GBV_ILN_110 GBV_ILN_4012 GBV_ILN_4029 GBV_ILN_4311 AR 17 1989 2 03 137-145 |
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Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force. © Academy of Marketing Science 1989 |
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Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force. © Academy of Marketing Science 1989 |
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Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force. © Academy of Marketing Science 1989 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">OLC2060589657</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230304082712.0</controlfield><controlfield tag="007">tu</controlfield><controlfield tag="008">200820s1989 xx ||||| 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1007/BF02723372</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)OLC2060589657</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-He213)BF02723372-p</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2="4"><subfield code="a">330</subfield><subfield code="q">VZ</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">3,2</subfield><subfield code="2">ssgn</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Avlonitis, George J.</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Linkages between sales management tools and practices: Some evidence from British companies</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">1989</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">ohne Hilfsmittel zu benutzen</subfield><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Band</subfield><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© Academy of Marketing Science 1989</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract This article investigates the interactions among sales management tools and practices used in six key areas of managerial responsibility, namely: organization, selection, training, remuneration, supervision, and evaluation. The results are based principally upon a mail survey of 113 U.K. manufacturing companies. Our data suggest that the sales management tools and practices used by the sample companies in the aforementioned managerial areas tend to be interrelated. Specificially, the practices pertaining to the organization and selection of the sales force are linked with the training practices employed. Also, the selection and the training practices used by manufacturing companies tend to be linked with the evaluation practices. Finally, the remuneration practices and policies are linked to the practices pertaining to the supervision and evaluation of the sales force.</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Percent Level</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Company Knowledge</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Sales Force</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Market Knowledge</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Sales Representative</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Boyle, Kevin A.</subfield><subfield code="4">aut</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">Enthalten in</subfield><subfield code="t">Journal of the Academy of Marketing Science</subfield><subfield code="d">Springer-Verlag, 1973</subfield><subfield code="g">17(1989), 2 vom: März, Seite 137-145</subfield><subfield code="w">(DE-627)182223736</subfield><subfield code="w">(DE-600)1187865-4</subfield><subfield code="w">(DE-576)040097765</subfield><subfield code="x">0092-0703</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:17</subfield><subfield code="g">year:1989</subfield><subfield code="g">number:2</subfield><subfield code="g">month:03</subfield><subfield code="g">pages:137-145</subfield></datafield><datafield tag="856" ind1="4" ind2="1"><subfield code="u">https://doi.org/10.1007/BF02723372</subfield><subfield code="z">lizenzpflichtig</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SYSFLAG_A</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_OLC</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">SSG-OLC-WIW</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_26</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_32</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_70</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_110</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4012</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4029</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4311</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">17</subfield><subfield code="j">1989</subfield><subfield code="e">2</subfield><subfield code="c">03</subfield><subfield code="h">137-145</subfield></datafield></record></collection>
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