Salesperson motivation, compensation, training and deployment within the sales ecosystem

Abstract

Purpose

This study aims to examine the applicability of Hartmann et al.’s (2018) service ecosystem framework to the day-to-day management of the modern sales force. The authors provide a review of the framework, acknowledging its strengths, while also indicating areas for advancement. The authors conclude with recommendations to the framework and indicate opportunities where future research could advance sales theory.

Design/methodology/approach

A review of the theoretical underpinnings of the service ecosystem framework is weighed against the established roles and responsibilities of the modern sales force in the literature.

Findings

The ability of the framework to capture the multi-level, multi-actor and dynamic aspects of sales represents an improvement in the conceptualization of selling is critical. Suggestions around the refinement for meso-level sales interactions and a more pliant application of service dominant-logic are offered.

Research limitations/implications

The suggested extensions of the framework continue the advancement of novel theorization for the field of sales. Priorities for future research include consideration of ethical implications of the framework and formulations of new management strategies reflective of the broad and dynamic properties of the ecosystem conceptualization.

Practical implications

This paper provides managerial guidelines and implications tied specifically to the thick and thin crossing points and how they may impact employee decision-making.

Originality/value

To the best of the authors’ knowledge, this study is the first to pointedly examine the service ecosystem framework with respect to established principles of managing a modern sales force.

Citation

Lastner, M.M., Locander, D.A., Pimentel, M., Pueschel, A., Schrock, W.A., Deitz, G.D. and Rapp, A. (2024), "Salesperson motivation, compensation, training and deployment within the sales ecosystem", European Journal of Marketing, Vol. 58 No. 3, pp. 812-841. https://doi.org/10.1108/EJM-04-2023-0233