Exploring the sales manager’s feedback to a failed sales effort
Journal of Business & Industrial Marketing
ISSN: 0885-8624
Article publication date: 1 February 2002
Abstract
Observes that previous research on the value and effect of supervisory feedback has focused on the recipient of the feedback (the salesperson). The research reported in this article examines the feedback construct from the provider’s perspective (the sales manager). Explores the relationship between Sujan’s failed sales effort attribution model and the feedback provided typology developed by Jaworski and Kohli. The results confirm a direct relationship between failed sales effort attributed to poor strategy and positive feedback directed to salesperson behavior. A direct relationship is reported between the failed sales effort attributed to lack of effort (or intensity) and negative feedback provided by the sales manager that is directed to the salesperson’s output.
Keywords
Citation
Harmon, H.A., Brown, G., Widing, R.E. and Hammond, K.L. (2002), "Exploring the sales manager’s feedback to a failed sales effort", Journal of Business & Industrial Marketing, Vol. 17 No. 1, pp. 43-55. https://doi.org/10.1108/08858620210415190
Publisher
:MCB UP Ltd
Copyright © 2002, MCB UP Limited