Información del artículo
Resumen
El control de la fuerza de ventas se ha venido realizando habitualmente en base a los resultados que estos obtienen en el desarrollo de sus actividades. No obstante, la aplicación del enfoque relacional en el ámbito del marketing implica la realización de un control sobre el comportamiento del vendedor. El presente artículo analiza este tipo de control y su efecto sobre la profesionalidad y el desempeño de los vendedores desde la visión del jefe de equipo de ventas. Así, se ha recurrido a los modelos de ecuaciones estructurales, más específicamente se emplea el PLS a fin de analizar las características psicométricas de las escalas y las relaciones entre los conceptos planteados.
Palabras clave:
Dirección de la fuerza de ventas
control de vendedores
profesionalidad
desempeño
Abstract
Traditionally the control based on saleforce results has been more used than the control based on behaviour. Although this, during the last decades the relational approach in the sales field has involved the control on salesperson behaviour's aspects. The present paper analyses this type of control and its effects on professionalism and performance; all of this with the sales field supervisor perspective. A structural equation modelling, specifically partial least squares (PLS) is used to analyse the pschycometric characteristics of the scales and the relationships among the variables.
Keywords:
Salesforce management
salesperson control
salesperson characteristics
performance
El Texto completo está disponible en PDF
Referencias bibliográficas
[Alet, 1997]
J. Alet.
El Marketing Relacional.
Dirección y Progreso, (1997), pp. 18-27
[Anderson and Oliver, 1987]
E. Anderson, R. Oliver.
Perspectives on Behavior-Based Versus Outcome Based Salesforce Control Systems.
Journal of Marketing, vol. 51 (1987), pp. 76-88
[Anderson and Gerbing, 1988]
J.C. Anderson, D.W. Gerbing.
Structural equation modelling in practice: A review and ecommended two-step approach.
Psycolpgical Bulletin, vol. 103 (1988), pp. 411-423
[Anderson, 1999]
R. Anderson.
Emerging trends in sales thought and practice.
Journal of Personal Selling & Sales Management, vol. 19 (1999), pp. 83-85
[Artal, 1999]
M. Artal.
Dirección de ventas. Organización del departamento y gestión de vendedores.
ESIC, (1999),
[Bagozzi and Yi, 1988]
R.P. Bagozzi, Y. Yi.
On the evaluation of structural equation models.
Journal of the Academy of Marketing Science, vol. 16 (1988), pp. 74-94
[Baldauf et al., 2001-A]
A. Baldauf, D. Cravens, N. Piercy.
Examining the consequences of sales management control strategies in European field sales organizations.
International Marketing Review, vol. 18 (2001), pp. 474-508
[Baldauf et al., 2001-B]
A. Baldauf, D. Cravens, N. Piercy.
Examining business strategy, sales management, and salesperson antecedents of sales organization effectiveness.
Journal of Personal Selling & Sales Management, vol. XXI (2001), pp. 109-122
[Baldauf et al., 2002]
A. Baldauf, D. Cravens, K. Grant.
Consequences of sales management control in field sales organizations: a cross-national perspective.
International Business Review, vol. 11 (2002), pp. 577-609
[Barclay et al., 1995]
D. Barclay, C. Higgins, R. Thompson.
The partial least squares (PLS) approach to causal modelling.
Technology Studies, vol. 2 (1995), pp. 285-309
[Barker, 1999]
A. Barker.
Benchmarks of successful salesforce performance.
Revue Canadienne des Sciences de l¿Administration, vol. 16 (1999), pp. 95-104
[Behrman and Perreault, 1982]
D. Behrman, W. Perreault.
Measuring the performance of industrial salespersons.
Journal of Business Research, vol. 10 (1982), pp. 355-370
[Boles. et al., 1995]
J. Boles, N.Y. Donthu, R. Lothia.
Salesperson evaluation using relative performance efficieny: The aplication of data envelopment analisys.
Journal of Personal Selling & Sales Management, vol. 15 (1995), pp. 31-49
[Cámara and Sanz, 2001]
D. Cámara, M. Sanz.
Dirección de ventas. Vender y fidelizar en el nuevo milenio.
Prentice Hall, (2001),
[Canales and Torán, 1998]
P. Canales, F. Torán.
Venta, coste y comportamiento en el control del vendedor.
Harvard-Deusto Marketing & Ventas, (1998), pp. 64-67
[Carmines and Zeller, 1979]
E.G. Carmines, R.A. Zeller.
Reliability and validity assessment. Sage University Paper Series on Quantitative Applications in the Social Sciences.
Sage, (1979),
[Cespedes, 1992]
F. Cespedes.
Sales coordination: An exploratory study.
Journal of Personal Selling & Sales Management, vol. 12 (1992), pp. 13-29
[Challagalla and Shervani, 1996]
G.N. Challagalla, T.A. Shervani.
Dimensions and types of supervisory control: effects on salesperson performance and satisfaction.
Journal of Marketing, vol. 60 (1996), pp. 89-105
[Chonko et al., 1992]
L. Chonko, B. Enis, J. Tanner.
Managing Salespeople.
Allyn and Bacon, (1992),
[Churchill et al., 1985]
G.A. Churchill, N.M. Ford, S.W. Hartley, O.C. Walker.
The determinants of salesperson performance: a meta-analysis.
Journal of Marketing Research, vol. XXII (1985), pp. 103-118
[Churchill et al., 2000]
G. Churchill, N. Ford, O. Walker, M.W. Johnston, J.F. Tanner.
Sales Force Management.
6a edicion., McGraw Hill, (2000),
[Condry, 1977]
J. Condry.
Enemies of exploratio: self-initiated versus other initiated learning.
Journal of Personality and Social Psychology, vol. 35 (1977), pp. 459-477
[Cravens et al., 1993]
D.W. Cravens, T.N. Ingram, R.W. Laforge, C.E. Young.
Behavior- Based and Outcome-Based salesforce control systems.
Journal of Marketing, vol. 57 (1993), pp. 47-59
[Cravens et al., 2003]
D. Cravens, F. Lask, G. Low, G. Marshall, W. Moncrief.
Formal and Informal management control combinations in sales organizations. The impact on salesperson consequences.
Journal of Business Research, vol. 57 (2003), pp. 241-248
[Dalrymple and Cron, 1998]
D. Dalrymple, W.L. Cron.
Sales management. Concept and cases.
6th. edition, John Wiley & Sons, (1998),
[Darmon, 1998]
R.Y. Darmon.
The effects of some situational variables on sales force governance system characteristics.
Journal of Personal Selling & Sales Management, vol. 18 (1998), pp. 17-30
[Delvecchio, 1996-A]
S. Delvecchio.
Differences in salesperson and manager percived control: a comparison of dyadic disagreements.
Journal of Business & Industrial Marketing, vol. 11 (1996-), pp. 60-72
[Delvecchio, 1996-]
S. Delvecchio.
B), «Predicting sales manager control: A comparison of control system and leadership approaches.
Journal of Applied Business Research, vol. 12 (1996-), pp. 100-114
[Delvecchio, 1998]
S. Delvecchio.
The salespersons operating freedom.
Industrial Marketing Management, (1998), pp. 31-40
[Donaldson, 1998]
Donaldson, B. (1998), Sales management. Theory and practice, 2nd. edition. Londres.
[Dwyer et al., 1987]
F. Dwyer, P. Schurr, S. Oh.
Developing buyer-seller relationships.
Journal of Marketing, vol. 51 (1987), pp. 11-27
[Falk and Miller, 1992]
R.F. Falk, N.B. Miller.
A primer for soft modelling.
University of Akron Press, (1992),
[Fornell and Larcker, 1981]
C. Fornell, D.F. Larcker.
Evaluating structural models with unobservable variables and measurement error.
Journal of Marketing Research, vol. 28 (1981), pp. 39-50
[Grant and Cravens, 1999]
K. Grant, D. Cravens.
Examining the antecedents of sales organization effectiveness: an Australian study.
European Journal of Marketing, vol. 33 (1999), pp. 945-957
[Greenley, 1995]
G.E. Greenley.
Forms of market orientation in UK companies.
Journal of Management Studies, vol. 32 (1995), pp. 47-66
[Hair et al., 1999]
J.F. Hair, R.E. Anderson, R.L. Tatham, W.C. Black.
Análisis multivariante.
5a edición, Prentice-Hall, (1999),
[Hultink and Atuahene-Gima, 2000]
E.J. Hultink, K. Atuahene-Gima.
The effect of sales force adoption on new product selling performance.
Journal of Product Innovation Management, vol. 17 (2000), pp. 435-450
[Jackson et al., 1994]
D. Jackson, S. Tax, J. Barnes.
Examining tfe salesforce culture: Managerial applications and research propositions.
Journal of Personal Selling & Sales Management, vol. 14 (1994), pp. 1-14
[Jackson and Tax, 1995]
D. Jackson, S. Tax.
Managing the industrial salesforce culture.
Journal of Business & Industrial Marketing, vol. 10 (1995), pp. 34-47
[Jaworski, 1988]
B.J. Jaworski.
Toward a theory of marketing control: environmental context, control types, and consequences.
Journal of Marketing, vol. 52 (1988), pp. 23-39
[Jaworski and Macinnis, 1989]
B.J. Jaworski, D.J. Macinnis.
Marketing jobs and management controls: toward a framework.
Journal of Marketing Research, vol. XXVI (1989), pp. 406-419
[Jaworski and Kohli, 1991]
B.J. Jaworski, A.K. Kohli.
Supervisory feedback: alternative types and their impact on salespeople¿s performance and satisfaction.
Journal of Marketing Research, vol. XXVIII (1991), pp. 190-201
[Jaworski et al., 1993]
B.J. Jaworski, V. Stathakopoulos, H.S. Krishan.
Control combinations in marketing: Conceptual framework an empirical evidence.
Journal of Marketing, vol. 57 (1993), pp. 57-69
[John and Weitz, 1989]
G. John, B. Weitz.
Salesforce compensation: an empirical investigation of factors related to use of salary versus incentive compensation.
Journal of Marketing Research, vol. XXVI (1989), pp. 1-14
[Kohli and Jaworski, 1990]
A.K. Kohli, B.J. Jaworski.
Market orientation: the construc, research propositions, and managerial implications.
Journal of Marketing, vol. 54 (1990), pp. 1-18
[Kohli and Jaworski, 1994]
A.K. Kohli, B.J. Jaworski.
The influence of coworker feedback on salespeople.
Journal of Marketing, vol. 58 (1994), pp. 82-94
[Kotler and Armstrong, 2003]
P. Kotler, G. Armstrong.
Fundamentos de Mercadotecnia.
(6ª edición), Prentice-Hall Hispanoamericana, (2003),
[Küster, 2002]
I. Küster.
La venta relacional.
ESIC, (2002),
[Lawson-Body and O’Keefe, 2006]
A. Lawson-Body, T.P.O. O’Keefe.
Interorganizational Relationships in the Context of SMEs’ B2B E-Commerce.
Journal of Electronic Commerce in Organizations, vol. 4 (2006), pp. 1-28
[Manning, Reece, 1997]
G.L. Manning, B.L. Reece.
Las ventas en el mundo actual.
(6ª edición), Prentice Hall, (1997),
[Marshall and Mowen, 1993]
G. Marshall, J. Mowen.
An experimental investigation of the outcome bias in salesperson performance evaluations.
Journal of Personal Selling & Sales Management, vol. 13 (1993), pp. 31-47
[Mínguez and Fuentes, 2004]
A. Mínguez, M. Fuentes.
Cómo hacer una investigación social.
Ed. Tirant lo Blanch, (2004),
[Narver and Slater, 1990]
J.C. Narver, S.F. Slater.
The effect of a market orientation on business profitability.
Journal of Marketing, vol. 54 (1990), pp. 20-35
[Nunnally, 1978]
J. Nunnally.
Psychometric theory.
McGraw Hill, (1978),
[Oliver and Anderson, 1994]
R. Oliver, E. Anderson.
An empirical test of the consequences of Behavior and Outcome-Based sales control systems.
Journal of Marketing, vol. 58 (1994), pp. 76-88
[Oliver and Anderson, 1995]
R. Oliver, E. Anderson.
Behavior-and Outcome-Based sales control systems: evidence and consequences of pure-form and hybrid governance.
Journal of Personal Selling & Sales Management, vol. XV (1995), pp. 1-15
[Ouchi, 1979]
W.G. Ouchi.
A conceptual framework for the desing of organizational control mechanisms.
Management Science, vol. 25 (1979), pp. 833-848
[Palmer and Pickett, 1999]
T. Palmer, G. Pickett.
The role of menthal models in control theory: Understanding cognitive factors influencing the behaviors of salespeople.
Journal of Marketing Theory and Practice, vol. 7 (1999), pp. 17-29
[Pelham, 1993]
A. Pelham.
An exploratory model and initial test of the influence of firm level Consulting oriented sales force programs on sales force performance.
Journal of Personal Selling & Sales Management, vol. XXII (1993), pp. 97-109
[Pettijohn et al., 2001]
C. Pettijohn, L. Pettijohn, M. D¿Amico.
Characteristics of performance appraisals and their impact on sales force satisfaction.
Human Resource Development Quaterly, vol. 12 (2001), pp. 127-146
[Pettijohn et al., 2001a]
L. Pettijohn, R. Parker, C. Pettijohn, J. Kent.
Performance appraisals: usage, criteria and observations.
Journal of Management Development, vol. 20 (2001), pp. 754-771
[Piercy et al., 2001]
N. Piercy, D. Cravens, N. Lane.
Sales Manager behavior control strategy and its consequences: The impact of gender differences.
Journal of Personal Selling & Sales Management, vol. XXI (2001), pp. 39-49
[Pilling et al., 1999]
B. Pilling, N. Donthu, S. Henson.
Accounting for impact of territory characteristics on sales performance: Relative efficiency as a measure of salesperson performance.
Journal of Personal Selling & Sales Management, vol. 19 (1999), pp. 35-45
[Plank and Reid, 1994]
R. Plank, D. Reid.
The mediating role of sales behaviors: an alternative perspective of sales performance and effectiveness.
Journal of Personal Selling & Sales Management, vol. XIV (1994), pp. 43-56
[Poon, 2000]
J. Poon.
Criteria used for evaluating sales persons.
Managerment Research News, vol. 23 (2000), pp. 27-33
[Porter et al., 2003]
S. Porter, J. Wiener, G. Frankwick.
The moderating effect of selling situation on adaptative selling strategy-selling effectiveness relationship.
Journal of Business Research, (2003),
[Ramaswami et al., 1997]
S.N. Ramaswami, S. Srinivasan, S. Gorton.
Information asymmetry between salesperson and supervisor: postulates fron agency and social exchange theories.
Journal of Personal Selling & Sales Management, vol. XVII (1997), pp. 29-50
[Román et al., 2002]
S. Román, S. Ruiz, J.L. Munuera.
The effects of sales training on sales force activity.
European Journal of Marketing, vol. 36 (2002), pp. 1344-1366
[Ruiz, 1996]
J.I. Ruiz.
Metodología de la Investigación Cualitativa.
Universidad de Deusto, (1996),
[Sánchez-Franco and Roldán, 2005]
M.J. Sánchez-Franco, J.L. Roldán.
Web acceptance and usage model: A comparison between goal-directed and experiential web users.
Internet Research, vol. 15 (2005), pp. 21-48
[Santesemases, 2003]
M. Santesemases.
Términos de Marketing. Diccionario – Bases de datos.
Ed. Pirámide, (2003),
[Saxe and Weitz, 1982]
R. Saxe, B. Weitz.
The SOCO scale: a measure of the consumer orientation of salespeople.
Journal of Marketing Research, vol. XIX (1982), pp. 343-351
[Simintras et al., 1994]
A. Simintras, G. Lancaster, J. Cadogan.
Perceptions and attitudes of Salespeople towards the overall sales job and the work itself.
Journal of Managerial Psycology, vol. 9 (1994), pp. 3-10
[Spiro and Weitz, 1990]
R. Spiro, B. Weitz.
Adaptative selling: Conceptualization, mesurament, and nomological validity.
Journal of Marketing Research, vol. XXVII (1990), pp. 61-69
[Varela, 1992]
J.A. Varela.
Efectividad y rendimiento de los agentes de ventas.
Esic- Market, vol. 76 (1992), pp. 51-64
[Walker et al., 1979]
O. Walker, G. Churchill, N. Ford.
Where do we go from here?. Some selected conceptual and empirical issues concerning the motivation and performance of industrial salesforce.
Critical Issues in sales management: State of the art and future research needs, pp. 10-75
[Weitz, 1981]
B. Weitz.
Effectiveness in sales interactions: a contingency framework.
Journal of Marketing, vol. 45 (1981), pp. 85-103
[Weitz et al., 1986]
B. Weitz, H. Sujan, M. Sujan.
Knowlodge, motivation and adaptative behavior: a framework for improving selling effectiveness.
Journal of Marketing, vol. 50 (1986), pp. 174-191
[Weitz and Bradford, 1999]
B. Weitz, K. Bradford.
Personal selling and sales management: a relationship marketing perspective.
Journal of the Academy of Marketing Science, vol. 27 (1999), pp. 241-254
[Weitz et al., 2003]
B. Weitz, S. Castleberry, J. Tanner.
Selling. Building partnerships.
5th ed., Irwin McGraw-Hill, (2003),
[Wilson, 1984]
M. Wilson.
Cómo organizar y dirigir un equipo de vendedores.
Editorial Deusto, (1984),
Copyright © 2008. ACEDE
