Salespeople's Time Use and Performance

Weeks, William A.; Kahle, Lynn R.
January 1990
Journal of Personal Selling & Sales Management;Winter90, Vol. 10 Issue 1, p29
Academic Journal
The article investigates whether time spent calling on established accounts and potential accounts affects different measures of sales force performance. It also examines whether these relationships vary across career stages. Salespeople have a number of varied responsibilities. Data were collected in the article from nine companies with sales forces in the Pacific Northwest. These companies were in the computer, food products, paint, real estate, and automobile industries. To insure their cooperation, sales managers were promised results, which emerged from the article. An analysis of variance was run to determine to what extent there was a company effect on performance. The results indicate an overall significant relationship exists between these variables, but post hoc contrasts did not produce any significant differences between the firms. Thus, a company effect was not viewed as a potential issue in the remaining analysis. A final related explanation for not finding an association between time spent calling on potential accounts and sales performance may relate to the time it takes for an effect to occur. Sales managers may from time to time ignore the fact that it often takes a salesperson a period of some time to develop the type of relationship with a customer that results in sizeable sales orders. Calling on potential clients is by definition a future-oriented activity.


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