销售人员管理能力在市场导向与财务绩效关系中的中介作用

IF 0.1 Q4 MANAGEMENT
G. P. Rodrigues, Cecília Souto Maior de Brito, Renata Bárbara Moreno, A. Toaldo, P. H. M. Prado, Renato Zancan Marchetti
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引用次数: 0

摘要

目的:本研究证明销售人员管理能力(SFMC)在行销导向的影响下是财务绩效的驱动因素。因此,研究人员探讨了每个SFMC的维度(销售队伍结构,人才管理和客户目标)如何在MO与财务绩效之间的关系中发挥作用。方法:在巴西的信息和通信技术(ICT)公司中应用了一项调查(n=223)。结构方程模型使我们能够理解销售管理力量能力的维度如何影响市场导向与财务绩效强度之间的关系。研究发现:工作方式对销售团队能力的三个维度(销售团队结构、人才管理和客户目标)有影响,主要是客户目标和人才管理。此外,研究还表明,组织管理能力在组织管理能力与财务绩效之间起中介作用。理论贡献:本研究对市场营销文献的贡献是,MO可以联合应用于SFMC以提高绩效。进一步论证了SFMC对财务绩效的提升作用。因此,本研究促进了更好地理解MO可能与SFMC相关的过程,以及SFMC的每个特定维度如何影响财务绩效。实践贡献:营销经理和销售经理应该分享市场信息,以获得更好的财务业绩和竞争优势。此外,从业者应该策略性地使用市场信息来细分和定位销售队伍。除了客户、竞争对手和环境力量,请愿者还应该努力更好地管理他们的组织资源。企业应该利用市场信息来提高业绩,并聘请营销经理来支持销售投资。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The mediator role of sales force management capability on the relation between market orientation and financial performance
Purpose: This study demonstrates that sales force management capability (SFMC) is a driver to financial performance when influenced by marketing orientation. Wherefore, the researchers explore how each SFMC ́s dimension (salesforce structuring, talent management, and customer targeting) contributes on the relation between MO and financial performance. Methodology: A survey (n=223) was applied in Information and Communication Technology (ICT) companies in Brazil. Structural equation modeling allowed us to understand how the sales management forces capability ́s dimensions influence the relation between market orientation and financial performance intensity. Findings: It is demonstrated that MO influences the three SFMC capability dimensions (salesforce structuring, talent management, and customer targeting), mainly customer targeting and talent management. Furthermore, it is shown that the relation between MO and financial performance is mediated by SFMC capability. Theoretical contributions: This study contributes to the marketing literature by showing that MO may be applied jointly to SFMC in order to improve performance. Furthermore, it is demonstrated that SFMC to enhance financial performance. Consequently, this study promotes a better understanding of the process in which MO may be related to SFMC, and how each specific dimension of SFMC influences financial performance. Practical contributions: Marketing managers and sales managers should sharing information about the market to achieve better financial results and competitive advantage. Also, practitioners should use market information strategically to segmenting and positioning sales force. In addition to customers, competitors, and environmental forces, petitioners should make an effort to manage their organizational resources better. Firms should use market information to improve performance and engage marketing managers to support sales investment.
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