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Evaluating the consequences of brand equity management is one of the most important measurement issues for intangible assets in the new economy. Studies have validated the effect of brand equity on the value of the firm and addressed the capital market effects of intangible associations such as brand value. Yet, there is not sufficient evidence on which dimensions of brand equity should be measured and monitored to support financial performance. Using regression analysis on a sample of managers in Austrian organizations, this study investigates the effect of perceived brand equity on brand profitability, brand sales volume, and perceived customer value. Results indicate strong support for measures of perceived quality, brand loyalty, and brand awareness as antecedents of firm performance, customer value and willingness to buy.

Salesperson behavior performance is conceptualized as a predictor of outcome performance and sales organization effectiveness. The research considers the effects of salesperson capabilities, industrial/consumer products, and industry growth moderators on salesperson performance and sales organization effectiveness relationships. Empirical analyses are conducted using data from a sample of 174 field sales managers in Austrian sales organizations. The results of moderator regression analyses indicate that salesperson capabilities, product type, and industry growth are relevant moderators. The roles of the moderators vary across the relationships analyzed. Several management and research implications are examined.

The effective management of sales organizations is important to managers of international marketing operations spanning multiple countries, but also to managers of local operations who may question the validity of many of the prescriptions of US‐based research. Studies sales management control in companies in Austria and the UK to contribute a European perspective on behaviour‐based control compared to outcome‐based control. Focuses on the pivotal role of the field sales manager compared to prior research at the salesperson and chief sales executive levels. Confirms the robustness of the behaviour‐based control in these international contexts, and also contributes a number of new insights to the general sales management control research literature. Identifies a number of important research directions in this important area, as well as implications for managers of international selling organizations.

The purpose of this paper is to present a comprehensive model of the relationship between control and sales performance contingent upon the commitment and adaptive selling variables. Specifically, the study tests the mediator effects of adaptive selling and organizational commitment on the effect of managerial control systems on self-assessed performance of the salespeople working in the field of industrial marketing.

In total, 472 firms active in the industrial marketing field for tangible industry products in Turkey were selected for the research. The proposed model that tested posits relationships among management control variables and adaptive selling, organizational commitment and sales performance measures. Management controls are related to sales performance through the mediating effect of adaptive selling and organizational commitment. Management control styles (output as formal and professional as informal) were the independent variables, while changes in organizational commitment and adaptive selling were tested both as mediators and sales performance as dependent variable, consistent with the reciprocal effects model under analysis.

The findings demonstrated that “control” is positively associated with “sales performance” and “commitment” and “adaptive selling” mediate this relationship. Findings indicate that control impacts sales performance through a mediating mechanism that involves adaptive selling and commitment. Taken together, results showed that adaptive selling and commitment played a critical role in sales performance.

This research is the first to empirically analyse the model regarding the relationship between sales performance, control, adaptive selling and commitment variables.