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Helping managers: what are the main drivers of performance?

Using the Global Sales Barometer to help sales managers and sales researchers: an example based on the Italian dataset Paolo Guenzi, SDA Bocconi School of Management, Università Bocconi, Milano. Helping managers: what are the main drivers of performance?. Paolo Guenzi –

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Helping managers: what are the main drivers of performance?

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  1. Using the Global Sales Barometer to help sales managers and sales researchers: an example based on the Italian dataset Paolo Guenzi, SDA Bocconi School of Management, Università Bocconi, Milano

  2. Helping managers: what are the main drivers of performance? Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  3. Managers’ self reported performance on sales management capabilities Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  4. Exploratory factor analysis and reliability FACTOR SAMPLE ITEMS Coaching, Leadership, Support & Development Development, training, support, leadership, motivation, compensation, retention N = 8; α = .84 Targeting & Account management Building / keeping relationships, prospecting /segmentation / targeting, closing N = 7; α = .79 Planning & Forecasting Forecasting, goal setting, turning goals into plans N = 3; α = .67 Structure & Infrastructure Sizing & organizing the sales force, technology N = 5; α = .70 Working with other departments, cross selling, communications to customers Cross-functional collaboration N = 3; α = .62 Talent management Attracting talent, turning new hires into performers, allocating resources properly N = 3; α = .61 Avoiding excessive discounts N = 1 Paolo Guenzi – SDA Bocconi School of Management Università Bocconi N = 1 Decreasing the time needed to close a sale

  5. How do sales capabilities affect performance? Coaching, Leadership, Support & Development .189* .190** Targeting & Account management * <.05 ** <.01 Planning & Forecasting .161* Performance n.s. Structure & Infrastructure Adj. R² = 0.29 n.s. Cross-functional collaboration .143* Talent management N = 296 Avoiding excessive discounts n.s. Paolo Guenzi – SDA Bocconi School of Management Università Bocconi n.s. Decreasing the time needed to close a sale

  6. Helping sales researchers: what should they focus their attention on? Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  7. What do academics study?List of topical categories in sales research Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  8. Do academics know what they think is important? Source: Geiger & Guenzi (2009) Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  9. Is what academics know important for organizations to know? Source: Geiger & Guenzi (2009) Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  10. Which are the issues that managers need help from academics on? Source: Geiger & Guenzi (2009) Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  11. What should academics study next? Source: Geiger & Guenzi (2009) Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  12. Managers’ self reported performance on sales management capabilities Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

  13. Do we see what they see? HIDDEN TRAPS FALSE PROBLEMS Paolo Guenzi – SDA Bocconi School of Management Università Bocconi

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