There are two perspectives on controlling the performance of salespeople - an outcome based perspective and behavior based perspective. The former process focuses on the objective measures of results while the latter perspective on performance control of salespeople incorporates complex and often subjective assessments of the attributes of sales people. A balance of these implications provides strong support for laying controls and evaluating the performance of sales people in varied socio-cultural selling situations. This study has been conducted in two developing countries in India and Mexico with varied socio-cultural selling situations. The study discusses the impact of sales territory design on these consequences in reference to the underlying rationale of management control, incentive pay, and territory design as predictors of performance and sales unit effectiveness and attempts to examine the relationships between incentive pay and management control and their impact on salesperson performance and sales organization effectiveness.
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Paper provided by Tecnológico de Monterrey, Campus Ciudad de México in its series Marketing Working Papers with number
2006-04-MKT.
Find related papers by JEL classification: C99 - Mathematical and Quantitative Methods - - Design of Experiments - - - Other M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation M31 - Business Administration and Business Economics; Marketing; Accounting - - Marketing and Advertising - - - Marketing M52 - Business Administration and Business Economics; Marketing; Accounting - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects M54 - Business Administration and Business Economics; Marketing; Accounting - - Personnel Economics - - - Labor Management
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