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Marketing Letters
Erschienen in: Marketing Letters 3/2010

01.09.2010

The embedded sales force: Connecting buying and selling organizations

verfasst von: Kevin Bradford, Steven Brown, Shankar Ganesan, Gary Hunter, Vincent Onyemah, Robert Palmatier, Dominique Rouziès, Rosann Spiro, Harish Sujan, Barton Weitz

Erschienen in: Marketing Letters | Ausgabe 3/2010

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Abstract

Business-to-business firms are increasingly focusing on building long-term partnering relationships with key customers. Salespeople are often responsible for managing these relationships. To be effective as relationship managers, salespeople need to be embedded in both their firm’s and customers’ organizations. They need to have extensive knowledge of their customers’ business and also know and be able to leverage their firm’s resources to develop offerings tailored to their customers’ needs. Their companies and sales managers need to use different approaches to manage and support salespeople in this new role. In this paper, we examine some issues affecting the interfaces between elements of the embedded sales force and suggest some directions for future research and methods for examining these issues.
Vorheriger Artikel Channel design, coordination, and performance: Future research directions
Nächster Artikel Sales force modeling: State of the field and research agenda

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Fußnoten
1
We recognized that firms have a portfolio of partnering and transactional relationship customers. While transactional relationships may dominate a firm’s portfolio, we focus this paper on the relational exchanges because they are under researched and typically offer the most opportunities for gaining competitive advantage.
 
2
In the sales research literature, these relationship managers may be referred to as key account manager (KAM) and national account managers (NAM). However, the responsibilities of KAMs and NAMs can in some situations be restricted to coordinating the activities of salespeople calling on a customer with multiple locations rather than developing a strategic relationship with a customer (Workman et al. 2003). Most of the KAM research focuses on the responsibilities of KAMs, not on the skills and support they need to be effective.
 
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Metadaten
Titel
The embedded sales force: Connecting buying and selling organizations
verfasst von
Kevin Bradford
Steven Brown
Shankar Ganesan
Gary Hunter
Vincent Onyemah
Robert Palmatier
Dominique Rouziès
Rosann Spiro
Harish Sujan
Barton Weitz
Publikationsdatum
01.09.2010
Verlag
Springer US
Erschienen in
Marketing Letters / Ausgabe 3/2010
Print ISSN: 0923-0645
Elektronische ISSN: 1573-059X
DOI
https://doi.org/10.1007/s11002-010-9106-1

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