Advertisement

The Sales Environment

  • Stefan Hase
  • Corinna Busch
Chapter
Part of the Quintessence Series book series (QUINT)

Abstract

The sales environment is crucial to the ultimate success of a company, as it shapes and determines nearly all interactions with the firm’s customers. Having read this chapter, you should have a good understanding that sales organizations can be structured by its products, channels, regions and/or customers, and that—in the face of increasingly demanding customers and a highly competitive market-environment—it is more than ever necessary important, to put a stronger emphasis on a customer-oriented sales organization. You should also become familiar with the importance of managing the critical interfaces within the sales department and the interfaces with other functional areas. The latter includes both the sales-marketing interface and traditionally “sales-averse” functions such as product development, research and development, production, logistics, finance, and administration. Moreover, as selling has long been linked to “sleazy” activities, we like to offer advice that enables sales managers and sales reps to avoid unethical selling practices, but to build an ethical sales organization instead. You will therefore know what is needed to create and manage a positive, healthy, and efficient work climate. Finally, you will become familiar with the major steps for establishing a sales driven company.

References

  1. Babin, B. J., Boles, J. S., & Robin, D. P. (2000). Representing the perceived ethical work climate among marketing employees. Journal of the Academy of Marketing Science, 28(3), 345–358.CrossRefGoogle Scholar
  2. Biemans, W. G., Brenčič, M. M., & Malshe, A. (2010). Marketing-sales interface configurations in B2B firms. Industrial Marketing Management, 39(2), 183–194.CrossRefGoogle Scholar
  3. Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.CrossRefGoogle Scholar
  4. Cadogan, J. W., Lee, N., Tarkiainen, A., & Sundqvist, S. (2009). Sales manager and sales team determinants of salesperson ethical behavior. European Journal of Marketing, 43(7/8), 907–937.CrossRefGoogle Scholar
  5. Dabholkar, P. A., & Kellaris, J. J. (1992). Toward understanding marketing students’ ethical judgment of controversial personal selling practices. Journal of Business Research, 24(4), 313–329.CrossRefGoogle Scholar
  6. Dewsnap, B., & Jobber, D. (2000). The sales-marketing interface in consumer packaged goods companies: A conceptual framework. Journal of Personal Selling and Sales Management, 20(2), 109–119.Google Scholar
  7. Dickson, M. W., Smith, D. B., Grojean, M. W., & Ehrhart, M. (2001). An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. The Leadership Quarterly, 12(2), 197–217.CrossRefGoogle Scholar
  8. Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Management Review, 70(11), 35–36.Google Scholar
  9. Guenzi, P., & Troilo, G. (2007). The joint contribution of marketing and sales to the creation of superior customer value. Journal of Business Research, 60(2), 98–107.CrossRefGoogle Scholar
  10. Hair, J. F., Anderson, R. E., Mehta, R., & Babin, B. J. (2010). Sales management. Building customer relationships and partnerships. Mason, OH: South Western Cengage Learning.Google Scholar
  11. Homburg, C., Schäfer, C., & Schneider, J. (2002). Sales Excellence. Vertriebsmanagement mit System (2. Auflage ed.). Wiesbaden: Springer Gabler.Google Scholar
  12. Ismail, S., Malone, M. S., & van Geest, Y. (2014). Exponential organizations. Why new organizations are ten times better, faster and cheaper than yours (and what to do about it). New York: Diversion Books.Google Scholar
  13. Jobber, D., & Lancaster, G. (2012). Selling and sales management (9th ed.). Harlow: Pearson Education Limited.Google Scholar
  14. Johnston, M. W., & Marshall, G. W. (2013). Sales force management. Leadership, innovation, technology (11th ed.). New York: Routledge.Google Scholar
  15. Mulki, J. P., Jaramillo, J. F., & Locander, W. B. (2009). Critical role of leadership on ethical climate and salesperson behaviors. Journal of Business Ethics, 86, 125–141.CrossRefGoogle Scholar
  16. Pettijohn, C., Pettijohn, L., & Taylor, A. J. (2007). Salesperson perceptions of ethical behaviors: Their influence on job satisfaction and turnover intentions. Journal of Business Ethics, 78(4), 547–557.CrossRefGoogle Scholar
  17. Schweitzer, M. E., Ordóñez, L., & Douma, B. (2004). Goal setting as a motivator of unethical behavior. Academy of Management Journal, 47(3), 422–432.CrossRefGoogle Scholar
  18. Schwepker, C. H., & Good, D. J. (2004). Marketing control and sales force customer orientation. Journal of Personal Selling and Sales Management, 24(3), 167–179.Google Scholar
  19. Schwepker, C. H., & Hartline, M. D. (2005). Managing the ethical climate of customer-contact service employees. Journal of Service Research, 7(4), 377–397.CrossRefGoogle Scholar
  20. Smith, T. M., Gopalakrishna, S., & Chatterjee, R. (2006). A three-stage model of integrated marketing communications. Journal of Marketing Research, 43(4), 564–579.CrossRefGoogle Scholar
  21. Strout, E. (2002). To tell the truth. Sales and Marketing Management, 154(7), 40–47.Google Scholar
  22. Weitz, B. A., & Bradford, K. D. (1999). Personal selling and sales management: A relationship marketing perspective. Academy of Marketing Science, 27(2), 241–254.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  • Stefan Hase
    • 1
  • Corinna Busch
    • 1
  1. 1.Wirkung Plus GmbHHamburgGermany

Personalised recommendations