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Effects of sales force automation use on sales force activities and customer relationship management processes

Author

Listed:
  • Jean-Michel Moutot

    (Audencia Recherche - Audencia Business School)

  • Ganael Bascoul

Abstract

This study defines a framework for understanding the impact of sales force automation (SFA) on customer relationship management (CRM) processes from the perspective of information systems and motivation theories. Investigating the relationship between these processes, with sales activities as the common link, sheds new light on several crucial issues. To enrich this study, two alternative models that distinguish the efficiency and effectiveness of salespersons' activities also are formulated. Data from a longitudinal field study demonstrate that different SFA functionalities generate counterintuitive effects on sales activities. The main outcomes of SFA implementation in CRM processes include a mostly negative effect of SFA reporting and conflicting but complementary and globally positive effects of SFA call planning and product configuration.

Suggested Citation

  • Jean-Michel Moutot & Ganael Bascoul, 2008. "Effects of sales force automation use on sales force activities and customer relationship management processes," Post-Print hal-00765392, HAL.
    • Handle: RePEc:hal:journl:hal-00765392
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    Citations

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    Cited by:

    1. Mirkó Gáti & Ariel Mitev & András Bauer, 2018. "Investigating the Impact of Salespersons’ Use of Technology and Social Media on Their Customer Relationship Performance in B2B Settings," Tržište/Market, Faculty of Economics and Business, University of Zagreb, vol. 30(2), pages 165-176.
    2. Silvio Cardinali & Gian Luca Gregori & Paola Palanga, 2014. "SFA Adoption: Empirical Evidences from a Case Study," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 4(6), pages 123-136, June.
    3. Mitev, Ariel & Bauer, András & Gáti, Mirkó, 2019. "A személyes értékesítők hálózatépítési tevékenysége [Networking activities of salespersons]," Közgazdasági Szemle (Economic Review - monthly of the Hungarian Academy of Sciences), Közgazdasági Szemle Alapítvány (Economic Review Foundation), vol. 0(1), pages 95-113.
    4. Ohiomah, Alhassan & Andreev, Pavel & Benyoucef, Morad & Hood, David, 2019. "The role of lead management systems in inside sales performance," Journal of Business Research, Elsevier, vol. 102(C), pages 163-177.
    5. Aspara, Jaakko, 2011. "Documentation and continuous development of processes for customer management: Implications for profitable growth," Australasian marketing journal, Elsevier, vol. 19(4), pages 267-280.
    6. Silvio Cardinali & Gian Luca Gregori & Paola Palanga, 2014. "SFA Adoption: Empirical Evidences from a Case Study," International Journal of Business and Social Research, LAR Center Press, vol. 4(6), pages 123-136, June.
    7. Prior, Daniel D. & Keränen, Joona, 2020. "Revisiting contemporary issues in B2B marketing: It's not just about artificial intelligence," Australasian marketing journal, Elsevier, vol. 28(2), pages 83-89.

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