Team performance and control process in sales organizations

Abstract

PurposeThe purpose of this paper is to present the managerial perspectives of building, nurturing and evaluating sales teams in Mexico. This study discusses the impact of sales team design in reference to the underlying rationale of management control and team coordination as indicators of performance and sales unit effectiveness.Design/methodology/approachThe major focus of the study is to discuss the impact of sales team design and task coordination as predictors of effectiveness of sales unit performance. A sample of 258 respondents has been covered under the study, categorizing them in equal proportion into three broad areas,: type of sales team, type of product market, and type of sales operations. Four industrial streams in sales were covered while selecting the sample respondents: consumer goods, consumer durables, industrial products, and consumer services.FindingsThe study reveals the balance between team designing and team coordination in performing sales. Work environment is largely governed by team coordination effects for the salespeople. Sales team‐building process has a substantial effect on sales organization effectiveness both directly and indirectly through its relationship with salespeople's behavioral performance.Practical implicationsThe results of this study reveal that team performance largely depends on the effectiveness of team coordination, leadership and performance control through behavioral attributes. Sales managers may implement such controls effectively by establishing coordination, training, and feedback process rather than imposing command and control policy.Originality/valueThe thesis of the paper is developed around issues of the cross‐cultural variables and team management affecting workplace environment. The paper explores and maps the symbiosis between cognitive drivers of team members and team culture in performing the tasks.