Abstract
Selection of the industrial salesforce is an integral part of effective sales management. While some sales management literature has addressed the desirable qualities of salespersons in relation to performance, practically no attention has been given to how salespersons are being selected. The success of the selection process determines the performance of the salesforce and the amount of time sales managers devote to selection as compared with their other responsibilities. Research from sales management and personnel selection literature suggests that the determining characteristics may vary, depending on the kind of selling job to be performed, the product, and even on the interviewers themselves, yet most analyses have aggregated results across most of these categories. This paper investigates the salesforce selection process through the use of conjoint analysis to illustrate the complexity of the decisions involved and the capability of analysis at the individual level.
Published Version
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