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Analysis of Effective Control Practices in Sales Management: A Comparative Study in Developing Countries

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  • Rajagopal

    (Tecnológico de Monterrey, Campus Ciudad de México)

Abstract

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.

Suggested Citation

  • Rajagopal, 2006. "Analysis of Effective Control Practices in Sales Management: A Comparative Study in Developing Countries," Marketing Working Papers 2006-04-MKT, Tecnológico de Monterrey, Campus Ciudad de México.
    • Handle: RePEc:ega:wpaper:200604
    as

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    File URL: http://alejandria.ccm.itesm.mx/egap/documentos/2006-04-MKT.pdf
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    References listed on IDEAS

    as
    1. Sanjeev Agarwal, 1993. "Influence of Formalization on Role Stress, Organizational Commitment, and Work Alienation of Salespersons: A Cross-National Comparative Study," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 24(4), pages 715-739, December.
    2. Baldauf, Artur & Cravens, David W. & Grant, Kegn, 2002. "Consequences of sales management control in field sales organizations: a cross-national perspective," International Business Review, Elsevier, vol. 11(5), pages 577-609, October.
    3. Dubinsky, Alan J. & Kotabe, Masaaki & Lim, Chae Un & Michaels, Ronald E., 1994. "Differences in motivational perceptions among U.S., Japanese, and Korean sales personnel," Journal of Business Research, Elsevier, vol. 30(2), pages 175-185, June.
    Full references (including those not matched with items on IDEAS)

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    Keywords

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    JEL classification:

    • C99 - Mathematical and Quantitative Methods - - Design of Experiments - - - Other
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M31 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Marketing
    • M52 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Compensation and Compensation Methods and Their Effects
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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