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ABSTRACTMultiple‐predictor empirical and single‐predictor judgment‐based models represent the two basic types of sales‐force decision models (SDMs). The important similarities and differences between the two modeling approaches are identified and discussed. The SDM literature is reviewed to determine how each model type has been applied and to evaluate previous attempts at model validation. A research study designed to compare the normative sales‐call allocations generated from each modeling approach is presented. Study results indicate that empirical and judgment‐based SDMs would produce similar normative guidelines. The implications of this finding are discussed.

Organizational citizenship behaviour (OCB) is discretionary employee behaviour that promotes organizational effectiveness, and has become recognized as an issue of potentially substantial importance in the management of sales operations. Identifies sales management control strategy as an important antecedent to salesperson OCB, which has been neglected in prior OCB research. Uncovers an important gender dimension in the display of OCB by salespeople, not previously investigated, and identifies an important relationship between sales manager gender and the OCB displayed by a sales unit or team, which is associated with the effectiveness of the sales unit. The findings have a number of important implications for managers concerned with enhancing sales organization effectiveness, as well as identifying a number of promising research directions.

Innovation is central to modern competition and yet many executives are wary of the risks of cannibalisation of their existing product and service sales through inappropriate innovation. However, the impact of discontinuous technological change is fundamental, and the risks to established companies from not innovating to compete with disruptive technologies are substantial. Many of the arguments which tended towards avoiding cannibalisation are increasingly invalid as a basis for strategic decisions. We propose a framework of proactive cannibalisation that responds to changing customer value, as part of the process for building appropriate innovation strategies for the new competitive and technological environment faced by companies. We provide a framework for managers to evaluate the drivers of successful innovations in developing their strategies.

Presents a portfolio model for multi‐sales channel effort
deployment. Shows how the approach can help sales management restructure
sales channels. Notes that combining an organization′s selling effort
into multiple sales channels can be facilitated through an analytical
approach that considers variations in customer requirements, buying
power and contact costs. Concludes that implementing a successful
multiple sales channel strategy offers impressive productivity
opportunities.

Examines how sales managers can affect and improve salesforce
performance. Describes the similarities and differences between high‐
and low‐performance salesforces and the ways in which sales management
can create the opportunity for salespeople to perform well. Discusses
research implications and offers management guidelines to improve the
effectiveness of sales organizations.