Abstract
PurposeThis paper aims to find out what characterises salespeople in the most effective salesforce in Spain.Design/methodology/approachAn empirical analysis has been done with 108 field sales managers from different sectors of activity to determine the conditions of the salesperson's control, professionalism and behaviour that affect his/her performance and the effectiveness of companies. A structural equations model or second generation multivariate model was used – PLS.FindingsThe results show that more effective salesforces are controlled through behaviour control systems, salespersons in this team identify with the company's strategic objectives and an important part of their remuneration is based on a fixed salary.Research limitations/implicationsFirst, the information has been gathered on a unique hierarchical level – team managers. Second, the company's activity sector and the type of salesperson can modify the results. Finally, the size of the sample has limited the potential application of specific statistical techniques and even the generalisation of the results.Practical implicationsField sales managers must help to define the salespeople's tasks to reach the company's objectives in the most effective way. This situation implies, logically, that control is exerted over behaviour and to a lesser extent over the results achieved by the salesperson.Originality/valueThe paper determines those variables which allow companies, and especially those persons holding responsibility in the salesforce, to increase their effectiveness. The objective enriches the knowledge on sales effectiveness and also applies, in the Spanish case, a study methodology that has been applied in other countries.
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