The Industrial Representative's Perception of the Impact of Managerial Control Systems on Performance Page: 52

                                
52
FIGURE 3.2
MANAGING THE REP SALES FORCE
CONTROL FORM FACTORS
Direct
Sales Force
Behavior
-Based
Control
Sales
Management
Output
-Based
Control
Nature-of-the-Product
-- Differentiated Product
Existence-of-Specific-Assets
-- Many Specific Assets
Importance-of-the-Rel.
-- Important Relationship
Interorganizational-Climate
Selling-Task-Characteristics
-- High Uncertainty
-- Simple Selling Task
-- Easy to Measure Sales
Activities (behaviors)
-- Difficult to Assess Sales
Performance
o Nature-of-the-Product
-- Standarized Product
o Existence-of-Specific-Assets
-- Few Specific Assets
o Importance-of-the-Rel.
-- Unimportant Relationship
o Interorganizational-Climate
-- Cool Climate
o Selling-Task-Characteristics
-- Low Uncertainty
-- Complex Selling Task
-- Difficult to Measure
Sales activities
-- Easy to Assess Sales
Performance
P
E
R
F
0
R
N
A
N
C
E
determines the managerial form. For example, consider the
"importance-of-the-relationship" factor. If a company
provides a rep with the same resources and help (i.e.,
resource sharing) that it would provide to a direct sales
force (e.g., sales leads, training, etc.), it is managing
the rep as if it were part of the company. The company
values the relationship; it is important to them. This
behavior on the part of the company appears to be behavior-