Selling in the new millennium. A joint agenda

Industrial Marketing Management

Volumn 31, Issue 7, 2002, Pages 559-567

  Ingram, Thomas N ^a   LaForge, Raymond W ^b   Leigh, Thomas W ^c  

^a Department of Environmental and Radiological Health Sciences   (United States)

^b UNIVERSITY OF LOUISVILLE   (United States)

^c UNIVERSITY OF GEORGIA   (United States)

Author keywords

Customer relationship management (CRM); Sales force leadership; Sales strategy; Sales technology

Indexed keywords

EID: 0036779175     PISSN: 00198501     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0019-8501(02)00175-X     Document Type: Article

References (46)

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3. What is CRM?
4. Customer relationship strategy and customer-focused teams
5. Rethinking the sales force
6. Long-term manufacturer-supplier relationships: Do they pay off for supplier firms
7. Landing of the CRM solution
8. An exploratory study of trust between sales managers and salespersons
9. The relationship between psychological climate and salesperson-sales manager trust in sales organizations
10. Navigating through rough waters: The importance of trust in managing sales representatives in times of change
11. The sales manager as a role model: Effects on trust, job satisfaction, and performance of salespeople
12. The quality of the salesperson-manager relationship: The effect of latitude, loyalty, and competence
13. Transformational leadership and salesperson performance
14. Transformational leadership: An initial investigation in sales management
15. The salesperson's operating freedom
16. Empowered selling teams: How shared leadership can contribute to selling team outcomes
17. Get in control
18. Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects
19. The role of satisfaction with territory design on the motivation, attitudes, and work outcomes of salespeople
20. A structural model depicting salesperson's stress
21. Leader behavior, work-attitudes, and turnover of salespeople: An integrative study
22. Closeness of supervision and salesperson work outcomes: An alternative perspective
23. The training of sales managers: An exploratory study of sales management training practices
24. The changing role of the sales force
25. Personal selling and sales management in the new millennium
26. Technology and the sales force
27. Salesforce automation and the adoption of technological innovations by salespeople: Theory and implications
28. Emerging technologies for enhancing supplier-reseller partnerships
29. Salesforce automation issues prior to implementation: The relationship between attitudes toward technology, experience, and productivity
30. Sales force automation usage, effectiveness, and cost-benefit in Germany, England, and the United States
31. How do you rate?
32. The CRM promise vs. reality
33. New measures of CRM performance
34. Keeping customers is smart and profitable
35. Strategy type and performance: The influence of sales force management
36. Successful industrial products from consumers' ideas
37. The convergence of planning and execution: Improvisation in new product development
38. Why information technology inspired but cannot deliver knowledge management
39. The channel advantage
40. Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrad analysis
41. A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes
42. Reinventing the marketing organization
43. Strategic sales management: A boardroom issue
44. Customer-supplier partnering: A strategy whose time has come
45. Demand for and use of global account management