Abstract
Salespersons are adopting and using a variety of technologies to increase their selling productivity and efficiency at different rates. This study identifies various factors that can influence the adoption of sales force automation and analyzes their effect on technology adoption. An explanatory research design was used and data collected by means of self-administered questionnaires to the target population. Reliability and correlation analysis were conducted to establish relationships between the research variables. Logit regression showed that social factors, system characteristics, organizational factors and salesperson characteristics significantly affect technology adoption. The major reason for such failure rates seems to be that the experienced salespersons frequently reject the new sales technologies. The study recommends that insurance companies should create an enabling environment for sales agents to adopt technology and improve their performance and gives further research directions. Key words: Sales force, self-efficacy, technology, adoption.
Highlights
In the competitive environment, success depends on effectiveness of the sales force, developing and maintaining customer relationships
Firms are attracted by the customer relationship management related technological capabilities including sales force automation systems (SFA)
SFA represents the customer relationship management (CRM) application in support of selling tasks and it is of great potential for collection and dissemination of market information and the creation of valuable customer relationships (Day, 1992)
Summary
Success depends on effectiveness of the sales force, developing and maintaining customer relationships. Firms are attracted by the customer relationship management related technological capabilities including sales force automation systems (SFA). SFA refers to the concept, tools, system, or the technology; that often describes the process of automating sales activities within a firm (Lingaiah et al, 2003). Through its boundary spanning activity, sales force plays a critical role in building mutually beneficial long-term customer relationships with clients (Weitz and Bradford, 1999). SFA represents the CRM application in support of selling tasks and it is of great potential for collection and dissemination of market information and the creation of valuable customer relationships (Day, 1992). SFA encompasses a set of tools related to a variety of tasks and functions such as communication, presentation generation or customer information management
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