销售论文英文文献翻译及参考文献 第7页
rewards, and across salespeople at different career stages. The authors discovered that, overall, higher commission rates and pay raises were the most preferred rewards, while recognition and promotion were the least preferred. Respondents also tended to favor compensation plans that relied more heavily on commission than on base pay, highlighting the attraction of salespeople to the earning potential of commission-based plans. However, those who favor commission rate increases tend to be older, with higher incomes. Established, high performers undoubtedly are comfortable with the lucrative nature of the commission-based incentive. Again, the consistent theme of this sales performance research seems to be that there is no one-size-fits-all solution to managing a sales force effectively.
Much research in the area of selling and sales management focuses on salesperson performance, but in general, that research considers levels of performance, and not failure. All salespeople accept the “10-2-1” rule, which suggests that ten calls are required to obtain two appointments, which will result in one sale. From day one, salespeople are trained to understand that some prospecting calls will be failures. Salespeople can fail in many ways: they can fail to make quota, fail to meet a customer's request, miss report deadlines, or be late to appointments. Therefore, failure to sell is an inherent part of the sales role.
Mallin and Mayo (2006) examine the lost-sale phenomenon by studying how salespeople make attributions for their failures. They employ the Conservation of Resource theory to examine the failure attributions. People strive to retain, protect, and build the resources they value. Stress occurs when there is a potential or actual loss of resources; in the face of such losses, people try to replace or reappraise what has been lost. In addition, people make attributions when they fail. They can attribute the failure as internal or external (locus of causality), stable or unstable (causal stability), and controllable or uncontrollable. The authors investigate how salespeople make attributions to conserve resources after a failure.
They found that when the impact of a sales failure was high (defined as the loss of many resources), salespeople blamed external factors. Conservation of Resource theory can be used to explain this, as salespeople conserve resources by not holding themselves accountable, and thus preserve personal resources. The authors conclude that Conservation of Resource theory may be more useful to account for attributions in those sales situations in which salespeople encounter resource management problems. These situations include the early stages of a sales career or later stages for marginally successful salespeople. In addition, resources may be scarce in highly competitive environments or in situations of long sales cycles. Clearly, a sales manager would need a deep understanding of the salesperson's perceptions of both resources and attributions to engage in effective coaching following a sales loss.
The papers reviewed above often mention the importance of career stage in managing the salesperson, so research examining sales force career development is very significant. To this end, Jackson, Hollmann, and Gallan (2006) presented a conceptual model of sales career development for academics and practitioners. The model includes an assessment process to determine the individual's and organization's needs. The results of the assessment drive a process of direction, which is the information salespeople receive on career opportunities in their firm. Direction may include socialization, career workshops, and career counseling. The third component is development, which is the process of building on strengths and overcoming weaknesses by taking actions. Development might include mentoring, coaching, training, and tuition assistance. The authors also put forth suggestions for ensuring a successful career development program. The article is useful because it provides a framework for linking together many areas of career development that have been considered independently in the sales management literature. It can aid practitioners, researchers, and teachers in understanding the many aspects of sales career development.
5 Sales management and contextual issues
Salespeople exist as part of the larger organizational and environmental contexts, and the papers discussed in this section consider aspects of both selling and sales management within that larger context. Dawes and Massey (2006) investigated the relationships between sales managers and marketing managers. The authors note that in increasingly complex business markets, an effective cross-functional relationship between sales and marketing is becoming more important as a determinant of success, though there is a scarcity of research in this area. In conducting their study, the authors examined sales managers in Australia and the U.K. to investigate the nature of the relationships between sales and marketing managers.
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