Kevin Wilson and Dan Weilbaker
Global Account Management (GAM) is not a recent phenomenon. Xerox first appointed global account managers in 1988 and Citicorp has a history of using GAM processes that go back…
Abstract
Global Account Management (GAM) is not a recent phenomenon. Xerox first appointed global account managers in 1988 and Citicorp has a history of using GAM processes that go back over twenty‐five years. What is new is that GAM has emerged as one of the major strategic issues facing multinational companies operating markets that are thinking globally. As a consequence GAM has stimulated growing interest among academics and a flurry of experiential articles in practitioner journals and “How we did it” presentations at conferences. Over the past few years a number of major research initiatives have produced papers that attempted to build upon the rather fragmented outputs addressing GAM related issues that began to emerge during the middle of the 1990s. Three of the recent studies of particular interest are: The SRT/SAMA Global Account Management Study; The GAM Contingency Model; and The St.Gallen GAM Study. Even though each has provided valuable insights into the GAM process the new conceptual model provided in this paper is the first attempt to integrate all of the individual findings. A number of propositions are offered in an attempt to stimulate research in the area.
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C. David Shepherd, Geoffrey L. Gordon, Rick E. Ridnour, Dan C. Weilbaker and Brian Lambert
The purpose of this paper is to examine practices of and differences between small and large organizations as they relate to the training of sales managers.
Abstract
Purpose
The purpose of this paper is to examine practices of and differences between small and large organizations as they relate to the training of sales managers.
Design/methodology/approach
Utilizing a survey approach, data were collected from a sample of sales managers and trainers employed by firms across the USA. Analysis was conducted between “small” and “large” organizations based on sales force size.
Findings
While many similarities do exist between small and large firms' sales manager training practices, some significant differences also exist in terms of teaching approaches, types of instructors, training locations, methods, and content utilized. Results of the current study exhibit both similarities and differences as compared to results of sales manager training practices found in earlier studies.
Research limitations/implications
The study was based on a sample of sales managers and trainers employed by firms within the USA. Sales manager training practices could differ due to cultural differences, the industry the firm competes in, and other factors.
Practical implications
First, sales manager training activities show more similarities than differences between small and large firms. Second, internet‐based training methods are becoming prevalent in large firms while still struggling for acceptance in smaller ones. Third, no one type of instructor is viewed as being highly effective in either small or large firms. Fourth, senior management must support and encourage positive behavioral changes associated with sales manager training or else efforts will fail.
Originality/value
The current study answers the call for research to identify contemporary sales manager training practices, building upon results of previous studies.
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Geoffrey L. Gordon, C. David Shepherd, Brian Lambert, Rick E. Ridnour and Dan C. Weilbaker
The purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment).
Abstract
Purpose
The purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment).
Design/methodology/approach
Utilizing a survey approach, data were collected (and analyzed) from 355 members of two associations: the United Professional Sales Association and the American Society for Training and Development.
Findings
First, internal training approaches and instructors are most commonly used and perceived as most effective. Second, sales managers are exposed to a wide variety of training content as part of their training activities. Third, the frequency, duration, and assessment of training vary widely among respondent organizations.
Research limitations/implications
The utilized sample of sales managers and trainers are employed by firms within the USA. Cultural differences could exist in training practices, training content, and perceptions of effectiveness among respondents from other countries.
Practical implications
First, sales manager training activities lie on a continuum that complicates effectiveness measurement. Second, sales manager training should be provided in the field by those who are either senior to or more knowledgeable on the training topic(s) than the sales manager. Third, internet‐based training methods are still in their infancy. Fourth, the complexities associated with the sales manager position lead to a need for varied training being delivered by diverse instructors.
Originality/value
Almost a decade has passed since the last empirical studies of the “nuts and bolts” of sales manager training practices were published. The current study builds on previous work by utilizing a larger sample and incorporating technology advances and new content areas (e.g. financial analysis, networking, partnering, cross‐functional activities).
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Kimberly Judson, Denise D. Schoenbachler, Geoffrey L. Gordon, Rick E. Ridnour and Dan C. Weilbaker
The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.
Abstract
Purpose
The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.
Design/methodology/approach
A survey was mailed to 2,650 sales managers representing US firms across the nation, and the resulting sample size consisted of 246 respondents with a response rate of 9.3 percent. The survey sample included firms with a business‐to‐business emphasis, and those with a minimum of 50 employees.
Findings
The majority of the respondents reported that salespeople are indirectly or directly involved in the new product/service development process. In spite of this contribution, many firms do not directly reward salespeople for their involvement. Offering appropriate incentives could greatly increase their efforts to collect information for new product/service idea generation.
Research limitations/implications
Suggested future research includes the perspectives of salespeople, new product development directors, etc. In addition, the study was strictly domestic and could benefit from an international focus, as well as a comparison of products versus services sectors.
Practical implications
The findings from this study can be used by managers as a benchmark for assessing sales force participation in the new product/service development, and to identify ways to encourage increased participation by the sales force with incentives.
Originality/value
Little formalized research has been conducted on the specific role that salespeople play in the new product/service development process. The findings from this study may provide strategic guidance to organizations with respect to the role of salespeople in the critical new product/service development process.
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Connie Rae Bateman, Neil C. Herndon and John P. Fraedrich
This paper represents a discussion of transfer pricing (TP). Key factors are identified and propositions developed from tax accounting and other perspectives. Stages of the TP…
Abstract
This paper represents a discussion of transfer pricing (TP). Key factors are identified and propositions developed from tax accounting and other perspectives. Stages of the TP decision process are identified along with the critical factors directly affecting sales and a TP audit. Propositions are derived which show relationships among these variables and tax rates, competition, and TP methodologies. Finally, academic research implications are suggested.
Dan T. Dunn and Claude A. Thomas
Partnering with customers is a powerful new business approach, butan implementation framework is required. Discusses how six corporationscollaborated in an exercise to develop…
Abstract
Partnering with customers is a powerful new business approach, but an implementation framework is required. Discusses how six corporations collaborated in an exercise to develop partnership guidelines. Illustrates the framework in fields ranging from high tech to consumer products.
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The purpose of this paper is to investigate how young children define prices and expensiveness.
Abstract
Purpose
The purpose of this paper is to investigate how young children define prices and expensiveness.
Design/methodology/approach
Individual interviews were conducted. The sample was composed of 29 French children aged between five and 13 years old.
Findings
The findings show that children acquire price and expensiveness concepts very early but that their definitions are multidimensional.
Research limitations/implications
The method of individual interviews conducted with French children led to a limitation of the representativeness. Moreover, this research is based on data obtained by interview, therefore it is possible that some children over‐rationalized their answers.
Practical implications
Before working on specific concepts with children, it is useful to be sure that these terms have a meaning for this specific population. The paper allows us to understand what the concepts of price and expensiveness are for children. Future research should further extend the knowledge about the way young consumers elaborate the notion of price.
Originality/value
Few empirical studies have been conducted on the elaboration of prices and expensiveness concepts among children. The first step is to understand what these concepts mean for children.
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Peter Magnusson, Robert Peterson and Stanford A. Westjohn
The purpose of this paper is to explore how national cultural values affect sales collaboration directly and how it interacts with the firm's reward structure. The results are…
Abstract
Purpose
The purpose of this paper is to explore how national cultural values affect sales collaboration directly and how it interacts with the firm's reward structure. The results are linked with firm performance.
Design/methodology/approach
The conceptual framework is tested on a large sample of sales organizations across 26 countries. Due to the nested nature of the data, hierarchical linear modeling is used to test the hypothesized framework.
Findings
Sales collaboration is positively related to firm performance, while individualism and masculinity are negatively related to sales collaboration. Rewards alignment leads to greater sales collaboration and is particularly important in highly individualistic and masculine societies.
Practical implications
The study identifies rewards alignment as an actionable management tool to foster greater sales collaboration and, in turn, enhanced firm performance. The study suggests that this is particularly important in cultures associated with high individualism and masculinity. These two values can hinder sales collaboration within the firm, but firm practices (rewards alignment) can counter societal tendencies.
Originality/value
The effects of cultural values have been neglected in prior research on sales collaboration and firm performance. The findings in this study suggest that culture is important and, at times, it can be beneficial for the organizational culture to counter the dominant national cultural values.