Behavior-Based and Outcome-Based Salesforce Control Systems

David W. Cravens · Thomas N. Ingram · Raymond W. LaForge · Clifford E. Young

635 citations0/0 files storedJournal of Marketing

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Accounting and Organizational Management Employee Performance and Motivation Corporate Governance and Management

Abstract

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.

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References

1987Perspectives on Behavior-Based versus Outcome-Based Salesforce Control Systems 1988Toward a Theory of Marketing Control: Environmental Context, Control Types, and Consequences

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