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The multi-channel impact on the sales forces management

The multi-channel impact on the sales forces management Purpose– The purpose of this paper is to gain a deeper understanding of the multi-channel impact on the role of sales forces and the way in which they are managed in a B2B context. Design/methodology/approach– The authors compare the conclusion of their literature review with an analysis of the sales strategy of a leading cosmetic brand. They conducted their study by applying a multi-method qualitative research approach, which includes semi-structured interviews with managers and a research action performed by accompanying five salespeople on visits to their professional clients. Findings– The results suggest that the development of a multi-channel context encourages salespeople to focus less on sales and order taking and more on advising clients about how best to develop their businesses. The multi-channel evolution seems to have enabled a transition of the role of salespeople from a sales function to a function of a provider of personalised advice in the fields of business development, team management, salon promotions and merchandising. Research limitations/implications– The quest for coherence, particularly at the international level, would justify a broadening of the study to include the impact of multi-channels sales on the market positioning of the brand and of other brands in different industrial sectors. Practical implications– The expansion of the multi-channel sales approach implies that managers are obliged to seek a convergence, or at least a degree of coherence between the different channels. This strategy can be used to promote an effective integration of channels at the international level into a single, reliable distribution system that avoids all forms of cannibalisation. The Omni-channel strategy implies shifting the emphasis in the channel and moving from a focus on direct sales to the professional client (“selling-in”) to a stress on direct sales to the end user (“selling-out”). Originality/value– This paper provides an original analytical approach to highlighting training methods and systems of remuneration that will help sales forces to manage the inter-channel migration of their customers. Salespeople will then be able to view the future Omni-channel context as an opportunity to improve the status of their role. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Retail & Distribution Management Emerald Publishing

The multi-channel impact on the sales forces management

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References (32)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0959-0552
DOI
10.1108/IJRDM-11-2014-0159
Publisher site
See Article on Publisher Site

Abstract

Purpose– The purpose of this paper is to gain a deeper understanding of the multi-channel impact on the role of sales forces and the way in which they are managed in a B2B context. Design/methodology/approach– The authors compare the conclusion of their literature review with an analysis of the sales strategy of a leading cosmetic brand. They conducted their study by applying a multi-method qualitative research approach, which includes semi-structured interviews with managers and a research action performed by accompanying five salespeople on visits to their professional clients. Findings– The results suggest that the development of a multi-channel context encourages salespeople to focus less on sales and order taking and more on advising clients about how best to develop their businesses. The multi-channel evolution seems to have enabled a transition of the role of salespeople from a sales function to a function of a provider of personalised advice in the fields of business development, team management, salon promotions and merchandising. Research limitations/implications– The quest for coherence, particularly at the international level, would justify a broadening of the study to include the impact of multi-channels sales on the market positioning of the brand and of other brands in different industrial sectors. Practical implications– The expansion of the multi-channel sales approach implies that managers are obliged to seek a convergence, or at least a degree of coherence between the different channels. This strategy can be used to promote an effective integration of channels at the international level into a single, reliable distribution system that avoids all forms of cannibalisation. The Omni-channel strategy implies shifting the emphasis in the channel and moving from a focus on direct sales to the professional client (“selling-in”) to a stress on direct sales to the end user (“selling-out”). Originality/value– This paper provides an original analytical approach to highlighting training methods and systems of remuneration that will help sales forces to manage the inter-channel migration of their customers. Salespeople will then be able to view the future Omni-channel context as an opportunity to improve the status of their role.

Journal

International Journal of Retail & Distribution Management – Emerald Publishing

Published: Mar 14, 2016

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