Academic literature on the topic 'Sales Force Integration'
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Journal articles on the topic "Sales Force Integration"
Kuester, Sabine, Christian Homburg, and Andreas Hildesheim. "The catbird seat of the sales force: How sales force integration leads to new product success." International Journal of Research in Marketing 34, no. 2 (June 2017): 462–79. http://dx.doi.org/10.1016/j.ijresmar.2016.08.008.
Full textNiu, Lichen, Oleksandr Nazarenko, Junmin Chen, and Zetao Hu. "Innovation and selection of family farms’ marketing channels in Henan Province under the “Internet+” environment." Innovative Marketing 17, no. 4 (December 24, 2021): 132–45. http://dx.doi.org/10.21511/im.17(4).2021.12.
Full textFortuna, Fabio, Mario Risso, and Fabio Musso. "Omnichannelling and the Predominance of Big Retailers in the post-Covid Era." Symphonya. Emerging Issues in Management, no. 2 (November 13, 2021): 142–57. http://dx.doi.org/10.4468/2021.2.11fortuna.risso.musso.
Full textIsaac, Mathew S., Ajay T. Abraham, and Elaine Y. Richards. "Implementing the Challenger Sales Model at Cars.com: a case study." Journal of Business & Industrial Marketing 34, no. 2 (March 4, 2019): 291–302. http://dx.doi.org/10.1108/jbim-01-2017-0016.
Full textBarrichello, Alcides, and Melby Karina Zuniga Huertas. "They know what the customer wants! Proposal and validation of a scale to evaluate the sales force integration into the product development process." Revista Brasileira de Marketing 18, no. 1 (May 28, 2019): 86–101. http://dx.doi.org/10.5585/remark.v18i1.3851.
Full textGuenzi, Paolo, and Federico Panzeri. "How salespeople see organizational citizenship behaviors: an exploratory study using the laddering technique." Journal of Business & Industrial Marketing 30, no. 2 (March 2, 2015): 218–32. http://dx.doi.org/10.1108/jbim-01-2013-0026.
Full textHu, Jingbo, Taohua Ouyang, William X. Wei, and Jiawei Cai. "How Do Manufacturing Enterprises Construct E-Commerce Platforms for Sustainable Development? A Case Study of Resource Orchestration." Sustainability 12, no. 16 (August 17, 2020): 6640. http://dx.doi.org/10.3390/su12166640.
Full textNavarro-Pabsdorf, R. Margarita, Concepción Martínez-Alcalá, and Encarnación Moral-Pajares. "Can International Trade Help Africa’s Least Developed Countries Achieve SDG-1?" Sustainability 12, no. 11 (June 1, 2020): 4470. http://dx.doi.org/10.3390/su12114470.
Full textBeaumont, J. R. "Towards an Integrated Information System for Retail Management." Environment and Planning A: Economy and Space 21, no. 3 (March 1989): 299–309. http://dx.doi.org/10.1068/a210299.
Full textGe, Dongdong, Luhui Hu, Bo Jiang, Guangjun Su, and Xiaole Wu. "Intelligent site selection for bricks-and-mortar stores." Modern Supply Chain Research and Applications 1, no. 1 (February 11, 2019): 88–102. http://dx.doi.org/10.1108/mscra-03-2019-0010.
Full textDissertations / Theses on the topic "Sales Force Integration"
Hildesheim, Andreas [Verfasser], and Sabine [Akademischer Betreuer] Kuester. "Internal Knowledge Exploitation – The Role of Sales Force Integration in New Product Development / Andreas Hildesheim. Betreuer: Sabine Kuester." Mannheim : Universitätsbibliothek Mannheim, 2012. http://d-nb.info/1034314815/34.
Full textKöhler, Florian. "Reps or agents or both: Managers' rationale behind how to organize the sales function : About the rationale of decision-makers in manufacturing companies of the Swedish prefabricated wooden house industry behind the organization of sales forces." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30273.
Full textEyeghe, Eboue Dit Aya Ndzang Arsène. "Contribution de la socialisation organisationnelle au management des forces de vente externes : cas des vendeurs indépendants des entreprises gabonaises." Thesis, Montpellier 3, 2018. http://www.theses.fr/2018MON30007/document.
Full textSales force is a human and complex human relations system that is characterized by a specific management activity based on the control and the direct supervision of the sales agents in their daily activities. In order to decrypt these relations between the actors, we have mobilized the concept of organizational socialization, both because it proposes a further reading of the managerial reality, but also because it constitutes a model of influence able to regulate the organizational behaviors of the actors. This thesis aims at enlightening the management of the independent sales agents into labor integration process, and explaining why the turnover of the sales agents is so high during that critical stage of socialization process. The exploiting of the theoretical potential of the concept of socialization nevertheless arises the issue of the relevance of such a study, given the independent sales agents can avoid any kind of socialization, because legally they don’t belong to the company. For that we make a first survey that enables us to point out the random and natural character of the socialization in these organizations through interactions. We propose thus to conceptualize the socialization of the independent salesman, and we consider it as a construction process of the management relation. The analysis model that we develop uses the interactionnist analysis framework of the socialization through the process of building a sense, the theory of the social regulation, and the theory of psychological contract. It has been field-tested through a qualitative research study, mobilizing the method of cognitive cards. On the basis of the mental representations of the main actors of the independent sales agents ‘socialization, we wish to produce skills that take into account realities and the environments in which these sales teams work. The results of our research show clearly the complexity of the schemes studied. These reveal the difficulty of converging the actors ‘interests in their collaboration. They reveal also the existence of a partial socialization due, partly, to the fact that the companies poorly evolve in their management practices. The skills acquired by the new sales agents are based essentially on the commercial aspects of work. The relations between the sales workforces are not taken into account in the socialization process. Finally, the sales agents leave work because the components of their relations with the company do not match with their value system. In that case, we propose to manage and formalize the socialization of the independent sales agent, recommending shared management and leadership that would permit to take into account the interests of the different actors
HONG, XIU-LAN, and 洪秀蘭. "Integration of the sales force by computer manufacturer:a transaction cost approach." Thesis, 1991. http://ndltd.ncl.edu.tw/handle/05882668266257181437.
Full textChou, Hsueh-Yi, and 周學儀. "The Effects of the Integration between Sales Force and Key Account on Loyalty- Evidence from the Information Industry in Taiwan." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/r2bm3n.
Full text國立臺北商業大學
企業管理系碩士班
106
Facing the globalization and the fierce competition between industries, enterprises have penetrated into the supply chain of business-to-business (B2B), integrating business partners, suppliers and manufacturers into one. The entire value chain has shifted from passive response to active forecasting of customer demand. However, the sales force is the first-line interface with customers. It not only transmits market information and product demand to internal, but makes customers feel the services and values provided. Therefore, the salesforce establishes new strategic partnerships with customers by integrating products, services, support, knowledge, and self-service, and its ultimate goal is to increase customer loyalty and ensure that the company will continue to operate. The results of the study confirm that:(1) The e-sales process integration has a significant positive impact on the willingness to continue purchasing. (2) The knowledge and information sharing integration has a significant positive impact on product recommendation and joint development. (3) The jointly thinking about new product ideas has a significant positive impact on the willingness to purchase, the product recommendation, and joint development. (4) The new product marketing strategy integration has a significant positive impact on product recommendation and joint development. Finally, solid suggestions were offered based on the research results for the practical application and follow-up research.
Book chapters on the topic "Sales Force Integration"
Oh, Joon-Hee. "Experimental Examination of Performance Consequences of Change Implementation for Sales Force Integration." In Thriving in a New World Economy, 17. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-24148-7_7.
Full textLiu, Sandra S., and Yiwen Tian. "Integrating Sales Force into Marketing Strategic Planning." In Revolution in Marketing: Market Driving Changes, 170. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11761-4_82.
Full textMacquin, Anne, and Dominique Rouzies. "Cross-National Comparisons of Sales Force Control Systems: A Proposal For an Integrative Perspective." In Proceedings of the 1998 Multicultural Marketing Conference, 520–22. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17383-2_105.
Full textKalra, Rishi, and Amit Nanchahal. "Channel Optimization for On Field Sales Force by Integration of Business Software on Mobile Platforms." In Software Applications, 2584–98. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-060-8.ch151.
Full textKalra, Rishi, and Amit Nanchahal. "Channel Optimization for On Field Sales Force by Integration of Business Software on Mobile Platforms." In Handbook of Research in Mobile Business, Second Edition, 182–93. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-156-8.ch017.
Full textHeidecke, Florian, and Andrea Back. "A Reference Model for E-Collaboration within the Dispersed Sales Force Training Process in Multinational Companies." In E-Collaboration, 735–50. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-652-5.ch058.
Full textMazini, Sergio Ricardo. "Software Engineering and New Emerging Technologies." In Advances in Systems Analysis, Software Engineering, and High Performance Computing, 44–66. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6485-2.ch003.
Full textMazini, Sergio Ricardo. "Software Engineering and New Emerging Technologies." In Intelligent Systems, 2288–311. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5643-5.ch102.
Full textJridi, Kaouther, Dhouha Jaziri-Bouagina, and Abdelfattah Triki. "The SCM, CRM Information System, and KM – An Integrating Theoretical View." In Handbook of Research on Information Management for Effective Logistics and Supply Chains, 239–54. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0973-8.ch013.
Full textKollmann, Tobias. "Cross-Channel Cooperation." In Encyclopedia of Multimedia Technology and Networking, Second Edition, 299–304. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-014-1.ch041.
Full textConference papers on the topic "Sales Force Integration"
Delgado, Adolfo, and Luis San Andre´s. "Nonlinear Identification of Mechanical Parameters in a Squeeze Film Damper With Integral Mechanical Seal." In ASME Turbo Expo 2008: Power for Land, Sea, and Air. ASMEDC, 2008. http://dx.doi.org/10.1115/gt2008-50528.
Full textZhang, Daguang, Lianzhen Zhang, and Sijie Peng. "Parametric Analysis and Performance Evaluation of Tuned Mass Damper Inerter (TMDI) to Mitigate the Vortex-Induced Vibration of a Long-Span Bridge." In IABSE Congress, Nanjing 2022: Bridges and Structures: Connection, Integration and Harmonisation. Zurich, Switzerland: International Association for Bridge and Structural Engineering (IABSE), 2022. http://dx.doi.org/10.2749/nanjing.2022.1822.
Full textLemm, Thomas C. "DuPont: Safety Management in a Re-Engineered Corporate Culture." In ASME 1996 Citrus Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/cec1996-4202.
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