 The dual mechanism of sales capabilities in influencing organizational performancePaolo Guenzi, Laszlo Sajtos and Gabriele Troilo Journal of Business Research, 2016, vol. 69, issue 9, 3707-3713 Abstract: In most companies, sales organizations play an increasingly strategic role in creating a competitive advantage for the firm. In contrast to marketing capabilities, sales capabilities are not well-defined and are therefore overlooked both conceptually and empirically. This study distinguishes between sales force management capabilities and personal selling capability, examines their interplay, and ultimately analyzes their impact on the firm's performance. The findings indicate that sales capabilities have a dual mechanism in enhancing performance: directly through a well-structured sales force and indirectly by leveraging personal selling capability through nurturing sales talent and targeting customers. By developing, identifying, and validating sales force management and personal selling capability empirically, this research contributes to the literature on sales as well as to the literature on capabilities, in general, and to the connection between sales capabilities and performance. Keywords: Sales capabilities; Sales force management capabilities; Personal selling capability; Organizational performance; Structural equation modeling (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:9:p:3707-3713 DOI: 10.1016/j.jbusres.2016.03.033 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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