As the market shifts toward a service-based economy, it has never been more important to spend time face-to-face with the customer. The amount of time sales representatives spend face-to-face with customers is declining, as is the number of sales managers who track sales call rates. The resulting problem is that customer satisfaction and sales performance are also declining. The purpose of this quantitative, ex post facto study was to explore the effect of the use of a sales force control, the sales call rate, on face-to-face time with customers, the quality of customer relationships, sales efforts, and the subjective sales performance of sales representatives. The survey was sent to a convenience sample of 572 industrial pump sales representatives in the United States and 105 complete and valid responses were obtained. The results of the independent sample t-tests showed that the use of a sales call rate sales force control statistically significantly increased the face-to-face time with customers and the sales efforts of industrial sales representatives. While the use of a sales call rate sales force control resulted in numerically higher quality of customer relationships and subjective sales performance, the results were not statistically significant. The researcher recommends that sales managers explore the use of sales rate sales force controls for industrial sales representatives.
|Commitee:||Lapin, Jennifer, Follins, Craig|
|School:||University of Phoenix|
|Department:||School of Advanced Studies|
|School Location:||United States -- Arizona|
|Source:||DAI-A 81/8(E), Dissertation Abstracts International|
|Keywords:||Industrial sales, Sales call rate, Sales force control, Sales performance|
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