URAM-Marketing

Unité de Recherche et d'Applications en Marketing

Impact de l’utilisation d’Internet sur la performance comportementale de la force de vente: Etude exploratoire


Abstract:

Cette communication a pour objectif de déterminer la nature de la relation entre l’utilisation d’Internet par les vendeurs et leur performance comportementale. Les résultats font émerger   une relation positive entre l’utilisation d’Internet et la performance des comportements « vendant » plus particulièrement la performance liée à la présentation commerciale et la performance liée à la maîtrise technique de l’offre.

Read: 271 views

Download Article

FileFile sizeDownloads
pdf uram-2016-p181-192809 kB 261

References

  1. Ahearne, M., Adam R. (2010),The Role of Technology at the Interface between Salespeople and Consumers, Journal of Personal Selling and Sale s Management. 30, 2, 111-120.
  2. Ahearne, M., Jelinek , R. And Rapp, A. (2005), Moving beyond the direct effect of SFA adoption on salesperson performance: training and support as key moderating factors, Industrial Marketing Management, 34, 4, 379-388.
  3. Ahearne, M., Srinivasan, N. and Weinstein L. (2004), Effect of technology on sales performance: progressing from technology acceptance to technology usage and consequence, Journal of Personal Selling and Sales Management, 24, 4, 297-310.
  4. Avlonitis, G. J. and Karayanni D. A. (2000), The impact of Internet use on Business-to-Business Marketing: Example from American and European companies , Industrial Marketing Management, 29, 441-459
  5. Avlonitis, G. J. and N. G. Panagopoulos, (2004), An Examination of the impact of sales force automation on salesperson performance, 33 rd EMAC Conference, Murcia, Spain.
  6. Avlonitis, G. J. and Panagopoulos, N. G. (2005), Antecedents and consequences of CRM technology acceptance in the sales force, Industrial Marketing Management, 34, 4, 355-368.
  7. Babakus, E., Cravens D. W., Grant K., Ingram T. N., Laforge R.W. (1996), Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness, International Journal of Research in Marketing, 13,4, 345-363.
  8. Behrman, D.N. and Perreault W. D. (1982), Measuring the Performance of Industrial Salespersons, Journal of Business Research, 10, 3, 355-370.
  9. Boonghee, Y., Schuler, D. and Sneide, G. (2003), Do information technology-savvy salespeople sell more? An Exploratory Study of the use of information technologies on salesperson performance, Marketing Management Journal, 13, 1, 14-22.
  10. Brashear, T. G., Bellenger, D. N., Barksdale, H.C., Ingram, T. N. (1997), Salesperson Behaviour: Antecedent and links to performance, Journal of Business and Industrial Marketing, 12, Issue ¾, 177-184.
  11. Churchill, G. A. (1979), A paradigm for developing better measures of marketing constructs , Journal of Marketing Research, 16, 1, 64-73.
  12. Cravens, D. W., Ingram T. N., Laforge R.W. and Young C.E. (1993), Behavior-Based and outcome-based salesforce control systems, Journal of Marketing, 57,4, 47-59.
  13. Darmon, R.Y. (1998), A conceptual schema and procedure for classifying Sales positions, Journal of personal Selling and sales management, 18, 3, 31-46.
  14. Dixon A. L., Tanner J. F. (2012), Transforming Selling: Why it is Time to Think Differently about Sales Research, Journal of Personal Selling and Sales Management, 32, 1, .9-14.
  15. Engle, R.L. and Barnes, M.L. (2000), Sales force automation usage, effectiveness and cost-benefit in Germany, England, and the United States, Journal of Business and Industrial Marketing; 15, 4, 216- 242.
  16. Guenzi, P. (2002), Sales-Force Activities and Customer Trust, Journal of Marketing Management, 18 (7-8), 749-778.
  17. Hunter, G.K. and Perrault, W.D. (2007), Making sales technology effective, Journal of Marketing, 71, 1, 16-34.
  18. Jaworski, B. J. and Kohli A. K., (1991), Supervisory feed-back: Alternative types and their impact on salespeople’s performance and satisfaction”, Journal of Marketing Research (May), 28, 190-201.
  19. Jelinek, R., Ahearne, M., Mathieu, J. and Schillewaert, N. (2006), A longitudinal examination of individual, organizational and contextual factors on sales technology and adoption and job performance, Journal of Marketing Theory and Practice, 14, 1, 7-23.
  20. Keltner, B. (2000), Wired Executives: Harnessing the Internet’s Potential, Sales and Marketing Management, 152, p.29.
  21. Kerber , W.K., and Campbell J.P. ( 1987), Correlates of Objective Performance among Computer Salespeople. Tenure, Work Activities, and Turnover, Journal of Personal Selling and Sales Management, 7, November, 39-50.
  22. Lamont L. and Lundstrom W. (1974), Identifying successful industrial salesman by personality and personal characteristics, Journal of Marketing research, 14, 517-529.
  23. Logohérel P. et Lokou J. F. (1997), La communication commerciale sur Internet : vers une veritable négociation, La revue des sciences de Gestion, Direction et gestion n°163, Février, .56-62.
  24. Marshall G.W., Moncrief W. C., Lassk F. G. (1999),  The current state of sales Force Activities, Industrial Marketing Management, 28, 87-98
  25. Mc Murray, Robert N. (1961), The mystique of super-salesmanship, Harvard business Review, March- April, 113-122.
  26. Moncrief, W C. ,Ship, S., Lamb, C. and Cravens D. (1989), Examining the roles of telemarketing in selling strategy , Journal of Personal Selling and Sales Management , 9, 1-12
  27. Moncrief, W. C. (1986), Selling Activity and Sales Position Taxonomies for Industrial Salesforces , Journal of Marketing Research, 23, 3, 261-270.
  28. Marschall, G., Moncrief,W. , and Lassk, F.(1999), The current state of sales force activities , Industrial Marketing Management, 28,  87-99.
  29. Moncrief, W.C. (1986), Ten Key Activities of Industrial Salespeople, Industrial Marketing Management, 15, 309-317.
  30. Moncrief, W. C. (1986), Selling Activity and Sales Position Taxonomies for Industrial Salesforces. Journal of Marketing Research, 23, 3, 261-270.
  31. Moncrief, W.C., and Marshall, G. W. (2005), The Evolution of the Seven Steps of Selling”. Industrial Marketing Management, 34, 13-22.
  32. Moncrief, W.C., Marshall, G. W., and Lassk, F. G. (2006), A Contemporary Taxonomy of Sales Positions, Journal of Personal Selling and Sales Management, 26, 1, 55-65.
  33. Msweli-Mbanga, P. And Lin, C.T. (2003), Redefining performance of direct sales people, South African Journal of Business Management, 34, 3, 29-40.
  34. Oliver, R. L. and Anderson E. (1994), An empirical Test of the Consequences of Behavior and Outcome-Based Sales Control Systems, Journal of Marketing, 58 (October), pp.53-67.
  35. Parissier C., Mathieu A. et Echchakoui S. (2005),  Comment définir et mesurer la performance du vendeur ? , Décisions Marketing, 40, Oct-Déc, 63-73.
  36. Plank, R.E., and Reid, D.A. (1994), The Mediating Role of Sales Behaviours: An Alternate. Perspective of Sales Performance and Effectiveness, Journal of Personal Selling and Sales Management, summer, 14, 43-56.
  37. Podskoff, P.M., Mackenzie, S.B., Paine, B. P., and Bachrach, D.G., (2000), Organizational Citizenship behavior: A critical review of the theoretical and empirical literature and suggestions for future research, Journal of Management, 26: 513-563.
  38. Rodriguez, M. and Honeycutt, E.D. (2011), Customer relationship management (CRM)’s impact on B to B sales professionals’ collaboration and sales performance , Journal of Business-to-Business Marketing, 18, 4, 335-356.
  39. Romelaer, P. (1998), Méthodes qualitative de recherché en gestion, Communication présentée au Séminaire CEFAC. Barbizon, F, juin. 
  40. N., Ahearne M. J., Frambach R. T., Moenaert R. K. (2005), The adoption of information technology in the sales force, Industrial Marketing Management, 34, 323-336.
  41. Senecal, S., Pullins, E. B. and Buehrer, R.E. (2007), The extent of technology usage and salespeople: an exploratory investigation, Journal of Business and Industrial Marketing, 22, 1, 52-61.
  42. Sergio R., Rocio R. (2015), The influence of sales force technology use on outcome performance, Journal of Business and Industrial Marketing, 30, 6, 771-783.
  43. Spiro, R. L. and Barton A. W. (1990), Adaptive Selling: Conceptualization, Measurement, and Nomological Validity, Journal of Marketing Research, 27, 61-69.
  44. Sundaram, S., Schwarz, A. and Jones, E. (2007), Technology use on the front line: How information technology enhances individual performance, Journal of the Academy of Marketing Science, 35, 1, 101-112.
  45. Vezina M. (1999),  L’impact de l’utilisation des technologies de l’information sur la performance : résultats d’une enquête menée auprès des professionnels de la comptabilité, Système d’information et management, 1, 3, 57-80.
  46. Walker, O.C., Churchill, G.A. and Ford, N. M. (1977), Motivation and performance in industrial selling: present knowledge and needed research, Journal of Marketing Research, 16, May, 156-168
  47. Walker, O.C., Churchill, G.A. and Ford, N. M. (1979), Where Do We Go from Here? Some Selected Conceptual and Empirical Issues Concerning the Motivation and Performance of the Industrial Salesforce In Albaum, G. and Churchill G.A. (coord.), Critical Issues in Sales Management. State of the Art and Future Research Needs, Eugene, OR: University of Oregon. 10- 75.
  48. Weitz, B.A. (1981), Effectiveness in Sales Interactions: A Contingency Framework, Journal of Marketing, winter, 45, 85-103.
MSC-URAM Proceedings (URAM, FSEGT, UTM) © 2016