Conception du système de contrôle de la force de vente dans une perspective relationnelle validation contextuelle

In the literature, two sales force control systems advocated by Anderson and Oliver (1987) are predominant. These systems are representative of behavior control (eg, presentation quality) and results (eg sales volume). However, despite the importance of these two control systems, they are criticized by many authors. Given the benefits that provide relationship marketing to stakeholders, it is now the predominant approach in an organizational environment. Using this approach raises an important question to a sales manager: these two systems are they relevant for the control of the sales force in a relational perspective? My residence in company with the group"Le Lunetier", which adheres to a relational perspective, has shown that these two systems (behavior and results) are not relevant to control effectively its salespersons. I confirmed this by analyzing the literature review on the theoretical foundations, history and consequences of these two control systems. So, the main objective of this thesis is to design a control strategy to improve control the salespersons in a relational approach. This is achieved by designing a control system linking four perspectives that must be controlled to better manage the sales force. These prospects are learning and growth perspective, customer perspective, financial perspective and the internal process perspective. The research results confirm the relevance of the proposed control system for controlling the sales force in a relational perspective in the financial consulting context. Specifically, the main results derived confirms the relevance of this system. First, the control of learning and growth perspective is important since the main determinant of the value added by the representative customers derives from this perspective. This is the main determinant of brand equity representative. The latter is in turn influenced by two components of learning and growth perspective, human capital and reputation of external representing. Second, the results show that the customer perspective is as important as these dimensions (experiential and utilitarian value) have a significant influence on the financial performance of the representative. Finally, the control of the internal process perspective is relevant because it moderates the relationship between learning and growth perspective and customer perspective

The effects of online social networking on retail consumer dynamics in the attractions industry: The case of ‘E-da’ theme park, Taiwan

Purpose of this study is to examine the trends in retail consumers’ consumption dynamics and patterns of purchase behavior within this new-technology-mediated environment. A behavioral purchase model was developed and tested to understand the ways social networks influence the decision making of individuals planning to visit a theme park. In particular, the proposed model delineates how online social networking (OSN) experience factors affect actual use (AU) of social media for purchasing of theme park services through an assessment of perceived usefulness (PU) and perceived ease of use (PEOU). An electronic survey was conducted with members of a theme park’s brand fan page on the Facebook social media site namely, the E-da World Theme park in the southern Taiwanese city of Kaohsiung. Smart PLS 3, a partial least squares analysis, was employed to examine a series of eleven research hypotheses. The findings revealed a series of statistically significant influences from five exogenous variables on PU and PEOU, as well as the mediating role of PU on the PEOU – AU relationship. The results also provide important practical implications both for academics and practitioners by shedding light on the way social media works to encourage and support online purchasing of amusement services.

Système de contrôle de la force de vente : bilan et voies de recherche

International audienceCet article propose une synthèse critique sur le système de contrôle de la force de vente. Sur la base des recherches antérieures, un modèle intégrateur des antécédents et des conséquences du système de contrôle est proposé. La revue de littérature révèle de nombreuses lacunes théoriques et empiriques. Principalement, l’ambiguïté de la relation entre le contrôle des commerciaux et celui du personnel marketing, l’absence de consensus sur les critères de choix d’un type de contrôle approprié, et des résultats contradictoires de l’influence du système de contrôle. Trois pistes de recherche prioritaires sont suggérées : l’éclaircissement de la relation entre le système de contrôle de la force de vente et celui du personnel marketing, la considération de théorie basée sur les ressources comme base théorique pour le choix d’un type de contrôle, et l’identification de certaines variables modératrices et médiatrices qui peuvent expliquer l’origine des conséquences équivoques du système de contrôle. Ces variables sont la culture et la satisfaction du superviseur par rapport au territoire

Conception du système de contrôle de la force de vente dans une perspective relationnelle validation contextuelle

In the literature, two sales force control systems advocated by Anderson and Oliver (1987) are predominant. These systems are representative of behavior control (eg, presentation quality) and results (eg sales volume). However, despite the importance of these two control systems, they are criticized by many authors. Given the benefits that provide relationship marketing to stakeholders, it is now the predominant approach in an organizational environment. Using this approach raises an important question to a sales manager: these two systems are they relevant for the control of the sales force in a relational perspective? My residence in company with the group"Le Lunetier", which adheres to a relational perspective, has shown that these two systems (behavior and results) are not relevant to control effectively its salespersons. I confirmed this by analyzing the literature review on the theoretical foundations, history and consequences of these two control systems. So, the main objective of this thesis is to design a control strategy to improve control the salespersons in a relational approach. This is achieved by designing a control system linking four perspectives that must be controlled to better manage the sales force. These prospects are learning and growth perspective, customer perspective, financial perspective and the internal process perspective. The research results confirm the relevance of the proposed control system for controlling the sales force in a relational perspective in the financial consulting context. Specifically, the main results derived confirms the relevance of this system. First, the control of learning and growth perspective is important since the main determinant of the value added by the representative customers derives from this perspective. This is the main determinant of brand equity representative. The latter is in turn influenced by two components of learning and growth perspective, human capital and reputation of external representing. Second, the results show that the customer perspective is as important as these dimensions (experiential and utilitarian value) have a significant influence on the financial performance of the representative. Finally, the control of the internal process perspective is relevant because it moderates the relationship between learning and growth perspective and customer perspective

How sales managers can use salespeople's perceived attributes to monitor and motivate a sales force during relationship marketing

This study uses the Markov chain and agency theory to demonstrate a link between a salesperson's perceived attributes with customer retention and both optimal effort and commission, using a relational perspective. The purpose is to show sales managers that, with a customer survey, they can use perceived sales force attributes to monitor and motivate employees during relationship marketing. This paper also demonstrates that optimal sales force compensation drives salespeople to enhance perceived attributes