Sales managers and sales force feedback: Information left in the pipeline
Joel Saegert Ph.D., Robert J. Hoover Ph.D.
Journal of the Academy of Marketing Science · 1980 · Volume 8 · Issue 1
Abstract
In a study of sales force feedback at management levels, salesmen from two large corporations “planted” competitive new-product information with their sales managers. The object was to monitor the responses of the managers to reports from the field. Only about half of the 35 managers sampled passed the information on to higher levels. The importance of sales force feedback seems to have been lost on these managers, even though the use of such information had been stressed in their management training programs. The study indicates a need to provide motivation to use sales force feedback as a link in management information systems.
Keywords
Field Force, Force Feedback, District Manager, Sale Force, Sales Representative
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