Challenges to sales force transformation in emerging markets

Abstract

The changing business sales environment is compelling firms to transform their sales organizations and this need is becoming more pronounced in emerging markets. Unfortunately, there are no theoretical frameworks that may guide the sales force transformation activity in emerging markets. This article uses qualitative methodology and depth interview data collected from 58 sales and marketing managers in an emerging market (Saudi Arabia) to bring forth a nuanced picture of the challenges inherent within each of the major pillars of the sales force transformation process. Findings highlight how the centralization of power in top management's hands, and lack of clear role definition and strategic authority for sales and marketing may challenge the transformation process. Further, explication of the transformation process in emerging markets not only expands the theoretical boundaries of this phenomenon but also helps identify at the micro level, the crucial, yet potentially non-apparent element(s) that may prevent firms from achieving customer-based outcomes.