Performance congruence and value congruence impact on sales force annual sales
William A. Weeks, Lawrence B. Chonko, Lynn R. Kahle
Journal of the Academy of Marketing Science · 1989 · Volume 17 · Issue 4
Abstract
The separate and joint impact of performance congruence (similarity between salespeople and their sales managers) and value congruence on annual sales are investigated in a field study. Two hundred thirty-nine salespeople and their sales managers from several industries participated in the study. A significant association was found for separate and joint associations between performance congruence and value congruence and annual sales. More specifically, the more similar salespeople and their sales managers are regarding performance congruence measures, “identifying new prospects” and “setting up an initial appointment” and personal values, “warm relationships with others,” and “sense of belonging,” the higher annual sales.
Keywords
Annual Sales, Sales Manager, Role Ambiguity, Initial Appointment, Personal Selling
Enable JavaScript for citation tools and additional paper interactions.