Abstract
In research relative (self-ranked) performance indicators generally show a higher response rate than the selfmonitored absolute performance indicators., due to the sensitivity of these data and the possible effort for the informant to collect this information, but relative data may be less reliable. Therefore, this paper describes the importance of salesperson self-monitored or self-reported performance measurement and the various inherent problems and then moves on to a study carried out to test some commonly used self-report absolute performance criteria, namely sales volume, gross margin and gross profit and various relative (self-ranked) performance indicators. The results indicate that the selfmonitored absolute performance criteria and the relative (self-ranked) performance variables hang together.
Access provided by Autonomous University of Puebla. Download to read the full chapter text
Chapter PDF
Similar content being viewed by others
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
References
Caruana, A. and L. Pitt, (1994) Market Orientation and Business Performance: Some European Evidence, Working Paper Series, Henley-on-Thames - Henley Management College
Churchill, G. A., Ford, N.M. & Walker, 0. C. (1993) Sales Force Management (4th ed.) Homewood; Irwin
Cravens, D.W. (1994) The Changing Role of the Sales force in the Corporation; Paper, December 8; Fort Worth; Texas Christian University
Dess and Robinson (1984) Measuring Organizational Performance in the Absence of Objective Measures: The Case of the Privately-Held Firm and Conglomerate Business Unit; Strategic Management Joumal,5, July-Sept, 265-273
El-Ansary, A. 1., El-Ansary, W. A. & Harris, T. (1994) Winning Customers, Building Accounts. Some do it Better than Others. (Sales Force Performance Research 2); New York; Paper and Plastics Education and Research Foundational
Futrell, C. (1994) Sales Management(4th ed.) Fort Worth; Dryden
Hutt, M.D. & Speh, T. W. (1995) Business Marketing Management; A Strategic View of Industrial and Organizational Markets (5th ed.); Fort Worth, Dryden
Ingram, T. N. & LaForge, R. W. (1992) Sales Management; Analysis and Decision Making (3rd ed.); Orlando; Dryden
Jackson, R. W. & Hisrich, R. D. (1996) Sales and Sales Management; Upper Saddle River; Prentice-Hall
Kohli, A. K., Jaworski, B. J. & Kumar, A. (1993) Markor: a Measure of Market Orientation; Journal of Marketing Research, 30, 467-477
Monoky, J.F. (1995) Devise your Own Success Formula; Industrial Distribution, June, 91
Patty, C.R. & Hite, R. (1988) Managing Salespeople (3rd ed. ); New Jersey; Prentice-Hall
Pearce, Robbins and Robinson (1987) The Impact of Grand Strategy and Planning Formality on Financial Performance; Strategic Management Journal, 8, March-April, 125-134
Vaccaro, J.P. (1987) Sales Management; Text, Readings and Cases; Englewood Cliffs; Prentice-Hall
Venkatraman, N. & Ramanujam, V. (1986) Measurement of Business Performance in Strategy Research: a Comparison of Approaches; Academy of Management Review, 11, 4, 801-814
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Academy of Marketing Science
About this paper
Cite this paper
van Minden, J.J.R., Breman, P. (2015). The Measurement of Self-Monitored Salesperson Performance. In: Noble, C. (eds) Proceedings of the 1999 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-13078-1_76
Download citation
DOI: https://doi.org/10.1007/978-3-319-13078-1_76
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-13077-4
Online ISBN: 978-3-319-13078-1
eBook Packages: Business and EconomicsBusiness and Management (R0)