Abstract
In the contemporary sales literature, it is implied that sales management will be tasked with the change of the sales organisation (Marshall et al, 1999; Jones et al, 2005). Yet, few attempts have been made to model change and transformation in sales organisations. The purpose of this study is to examine the impact of sales process activity change on sales performance. Examining the impact of activity change in the sales process on organisational performance over time has a number of important implications. First, the dearth of any systematic research into the role and impact of change in the sales process suggests the need for more information concerning the change-performance linkage. Second, incorporating a series of observations nested within individual companies into a growth (change) model, allows examination of sales process activity change in companies over time, thus providing a more complete model of companies' performance.
Published Version
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