Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 22 May 2019

Abstract and Keywords

This article provides a complete analysis of organizing the sales force for customer and company success. It develops a framework to guide the design and management of the sales organization that is consistent with company strategy and drives results. The sales force's requirements for generalists and/or specialists are guided by the firm's product offerings, markets, and selling activities. A sales force structure is defined by two main decisions: the specialization decision and the reporting relationship decision. Sales force structure decisions impact customer and company results by directly influencing salespeople and their activities. Sales force structures need to change as business needs evolve. Directing careful attention to implementation helps ensure that sales force structure alterations are well received by customers, salespeople, and managers.

Keywords: sales force, customer, specialization decision, reporting relationship decision, salespeople

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.