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Behavior-Based and Outcome-Based Salesforce Control Systems
David W. Cravens, Thomas N. Ingram, Raymond W. LaForge and Clifford E. Young
Journal of Marketing
Vol. 57, No. 4 (Oct., 1993), pp. 47-59
Published by: American Marketing Association
Stable URL: http://www.jstor.org/stable/1252218
Page Count: 13
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The authors develop a conceptual model depicting relationships between salesforce control systems, characteristics, performance, and sales organization effectiveness as a framework for testing the propositions formulated by Anderson and Oliver (1987). The results from a study of 144 diverse sales organizations provide support for the relationship between behavior-based salesforce control systems and specific salesforce characteristics, different salesforce performance dimensions, and sales organization effectiveness. The results imply a limited role for incentive compensation in salesforce control systems. They also suggest the need for a proper blend between field sales management and compensation control and identify important avenues for future research.
Journal of Marketing © 1993 American Marketing Association