Inside sales managers’ utilization of cultural controls as part of a sales control portfolio to enhance overall sales performance

Abstract

Purpose

The purpose of this study is to extend sales control research to inside sales. Aside from a few notable exceptions (Conde et al., 2022) much of the sales control literature has focused on a single control mechanism rather than a sales control portfolio perspective. The authors add multiple layers to Conde et al. (2022) by capturing secondary operational data and manager interviews to access sales control theory in practice.

Design/methodology/approach

With operational data from a Fortune 100 financial services company and sales manager interviews, the authors present evidence that managers apply a portfolio of controls to ensure sales agents’ overall performance.

Findings

Findings support that cultural controls have a greater influence on overall performance than a focus solely on process and outcome controls. Inside sales managers can generate better results when they focus on creating an employee-centric culture rather than controlling sales agents with formal sales controls.

Originality/value

This study extends sales control research by examining inside sales managers’ formal and informal sales controls. Historically, inside sales had sales leaders balance a myriad of sales controls grounded in strict oversight. With a few notable exceptions, the limited inside sales control research provides the opportunity to display an inside sales manager’s need to jointly focus on operational results and sales outcomes, illustrating the importance of cultural controls compared to other sales process and outcome controls. This research considerably extends sales controls research by focusing on inside sales.

Citation

Conde, R., Prybutok, V., Thompson, K. and Sumlin, C. (2024), "Inside sales managers’ utilization of cultural controls as part of a sales control portfolio to enhance overall sales performance", Journal of Business & Industrial Marketing, Vol. 39 No. 2, pp. 273-287. https://doi.org/10.1108/JBIM-09-2022-0410