Exploring the sales manager's feedback to a failed sales effort

Harry A. Harmon*, Gene Brown, Robert E. Widing, Kevin L. Hammond

*Corresponding author for this work

Research output: Contribution to journalArticle

34 Citations (Scopus)

Abstract

Observes that previous research on the value and effect of supervisory feedback has focused on the recipient of the feedback (the salesperson). The research reported in this article examines the feedback construct from the provider's perspective (the sales manager). Explores the relationship between Sujan's failed sales effort attribution model and the feedback provided typology developed by Jaworski and Kohli. The results confirm a direct relationship between failed sales effort attributed to poor strategy and positive feedback directed to salesperson behavior. A direct relationship is reported between the failed sales effort attributed to lack of effort (or intensity) and negative feedback provided by the sales manager that is directed to the salesperson's output.

Original languageEnglish
Pages (from-to)43-55
Number of pages13
JournalJournal of Business and Industrial Marketing
Volume17
Issue number1
DOIs
Publication statusPublished - 2002

Keywords

  • Feedback
  • Performance appraisal
  • Sales management

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