This article provides a critical overview of the sales force control system. Based on previous research, an integrative model of control system consequences and antecedents is proposed. The literature review revealed numerous theoretical and empirical gaps. In particular, the ambiguity of the relationship between the sales force control and the marketing personnel, the lack of consensus on the criteria for choosing an appropriate type of control, and the conflicting results of the influence of the control system. Three main avenues of research are suggested: first, to clarify the relationship between the sales force control and the marketing personnel; second, to consider a resource-based view as a theoretical basis for the choice of a type of control; and, third, to study some moderating and mediating variables that may explain the origin of the ambiguous consequences of the control system. Those variables are culture and sales manager satisfaction with territory design.