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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

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Albert-Valette-Florence (p.57-63)

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JOURNAL OF MARKETING DEVELOPMENT AND COMPETITIVENESS

Effective Sales Management: What Do Sales People Think?

Author(s): Daniel J. Goebel, Dawn R. Deeter-Schmelz, Karen Norman Kennedy

Citation: Daniel J. Goebel, Dawn R. Deeter-Schmelz, Karen Norman Kennedy, (2013) "Effective Sales Management: What Do Sales People Think?," Journal of Marketing Development and Competitiveness, Vol. 7, Iss. 2, pp. 11 - 22

Article Type: Research paper

Publisher: North American Business Press

Abstract:

By understanding effective sales management from the perspective of sales people, this study adds a new

dimension to our view of sales managers. Drawing from the sales literature, this research tests

relationships between key variables identified as contributing to sales manager effectiveness from

previous sales research. Listening skills, open communication, and effective feedback are positioned as

antecedents to self-efficacy while customer relationship development, representative job performance,

and satisfaction with one’s sales manager represent the outcome variables. Results support the

importance of listening skills and assert that self-efficacy plays a key role in each of the outcome

variables.