Examining the Formation of Selling Centers: A Conceptual Framework

Abstract

Team selling is becoming an important area of inquiry in sales research. One type of team identified by Moon and Armstrong (1994) is the selling center, which is the logical counterpart to the buying center. This paper presents a conceptual framework that proposes conditions under which selling centers can be effectively organized. We propose antecedents (market orientation and information infrastructure) and consequences (goal achievement, perceived conflict, and perceived customer responsiveness) of effectively forming selling centers (i.e., the salesperson's ability to locate and obtain needed human resources). Propositions are offered based on the framework along with managerial implications.

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