TABLE 1
FROM:
Organisational buying and sales administration in the retail sector
Rajagopal
BACK TO ARTICLETable 1. Relevance and inference of various research contributions in the study
| Thrust area of research study | Contributors | Application of referred contributions in this study | |
|---|---|---|---|
| Framing hypotheses | Inferring analytical results | ||
| Defining sales concepts and performance measure modeling | Rajagopal (2006a), Rajagopal (2007a, 2007b, 2006b), Ofek, 2002 | H2 | Performance of sales people, customer relationship, shifts in selling process |
| Relationship of sales people with customers and large accounts | Weitz and Bradford (1999), Zoltners et al. (2006). | H2 | Behavioural and outcome performance |
| Sales Process Management and its role in optimising sales unit efficiency | Leslie and Holloway (2006), Farrell (2005), Ryals and Rogers (2005) | H1(a)
H1(b) | Sales territory designing and efficiency of sales units |
| Performance control process in administering sales teams | Hultink and Atuahene-Gima (2000), Ramon and Munuera (2005), Rajagopal (2006c), Singh (1993) | H1(a)
H2 | Measuring behavioural satisfaction and outcome performance among the sales teams |
| Sales technology and networking | Lapierre and Skelling (2005) | H2 | Enhancements in sales over the transition from conventional to innovative products |
| Territory designing and enhancing performance of sales units in the competitive markets | Piercy et al. (1998), Grant et al. (2001), Ntayi (2005) | H1(a)
H1(b) | Territory design as an indicator to improve performance of sales units in the market |
| Behavioural, motivation and training perspectives of sales people | Baldauf et al. (2002), Liu (2007), Verbeke et al. (1996) | H1(b)
H2 | Task management among sales teams and balanced supervisory control |
| Compensation and incentive pay as behavioural indicators to enhance performance of sales people. | Shipley and Kleiner (2005), Pappas and Flaherty (2006), Darmon (1997), Kwaku and Li (2006), Lawler (1990) | H1(b)
H2 | Compensation, handling tasks, motivation, behavioural satisfaction and outcome performance |
