Sales Manager Training Practices in Small and Large Firms

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\u27 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

The training of sales managers: current practices

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)

Internationalizing sales research : current status, opportunities, and challenges

With economic activity in emerging markets growing at 40 percent, and with 10 percent and more of the firms in the Global Fortune 500 now headquartered in emerging economies, intense interest lies in the globalization of business activities, including the sales function. This systematic review of the international sales literature in a selection of the most influential journals explains, consolidates, and analyzes current knowledge. This paper also explores the challenges inherent in conducting international sales research, including conceptualization, research management, and data collection issues. Finally, we suggest ways to move forward for researchers in this field, including pertinent topics and how methodological and practical constraints might be addressed

A Configurational Perspective on Key Account Management

Most firms struggle with the challenge of managing their key customer accounts. There is a significant gap between the importance of this organizational design problem in practice and the research attention paid to it. Sound academic research on key account management (KAM) is very limited and fragmented. Drawing on research on KAM and team selling, the authors develop an integrative conceptualization of KAM and define key constructs in four areas: (1) Activities, (2) Actors, (3) Resources, (4) Approach Formalization. Adopting a configurational perspective to organizational research, the authors then use numerical taxonomy to empirically identify eight prototypical KAM approaches based on a cross-industry, cross-national study. The results show significant performance differences between the approaches. Overall, the paper builds a bridge between marketing organization research and relationship marketing research