Article

Organizational Commitment to Sales

Wesley J. Johnston and Linda D. Peters

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/9780199569458.003.0017

Series: Oxford Handbooks in Business and Management

Organizational Commitment to Sales

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This article examines organizational commitment to sales. It shows several macro-trends in sales force management that impact the way in which organizations may support the role and functions of the sales forces. In particular, three main trends are affecting the way in which organizations view, utilize, and support marketing and, as a consequence, their sales efforts. First, the perception of the role of marketing as a translator of value to and from the external market is changing to one which sees it as a core competence of the firm whose primary obligation is to facilitate value co-creation. Second, the venue of value creation is often now value configurations—economic and social actors within networks interacting and exchanging across and through networks. Third, sales forces are generating more sales with fewer sales people, and therefore the “transformation of the sales force” has been predicted.

Keywords: organizational commitment; sales forces; sales efforts; value creation; networks

Article.  12451 words. 

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

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