Article

Structuring the Sales Force for Customer and Company Success

Andris A. Zoltners, Prabhakant Sinha and Sally E. Lorimer

in The Oxford Handbook of Strategic Sales and Sales Management

Published in print January 2011 | ISBN: 9780199569458
Published online May 2011 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199569458.003.0006

Series: Oxford Handbooks in Business and Management

Structuring the Sales Force for Customer and Company Success

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This article provides a complete analysis of organizing the sales force for customer and company success. It develops a framework to guide the design and management of the sales organization that is consistent with company strategy and drives results. The sales force's requirements for generalists and/or specialists are guided by the firm's product offerings, markets, and selling activities. A sales force structure is defined by two main decisions: the specialization decision and the reporting relationship decision. Sales force structure decisions impact customer and company results by directly influencing salespeople and their activities. Sales force structures need to change as business needs evolve. Directing careful attention to implementation helps ensure that sales force structure alterations are well received by customers, salespeople, and managers.

Keywords: sales force; customer; specialization decision; reporting relationship decision; salespeople

Article.  12062 words. 

Subjects: Business and Management ; Marketing ; Organizational Theory and Behaviour

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