Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness

Abstract

A conceptual model is developed and empirically tested, examining the relationships among the sales management control system, sales territory design, salesforce behavior and outcome performance, and sales organization effectiveness constructs. A sample of 58 Australian chief sales executives and 146 field sales managers was used to test the model. The hypotheses based on the conceptual model were tested using LISREL 7. The test result were significant and in the direction hypothesized. Managerial implications and research directions are discussed.