Conception du système de contrôle de la force de vente dans une perspective relationnelle validation contextuelle
SubjectThéorie des ressources
In the literature, two sales force control systems advocated by Anderson and Oliver (1987) are predominant. These systems are representative of behavior control (eg, presentation quality) and results (eg sales volume). However, despite the importance of these two control systems, they are criticized by many authors. Given the benefits that provide relationship marketing to stakeholders, it is now the predominant approach in an organizational environment. Using this approach raises an important question to a sales manager: these two systems are they relevant for the control of the sales force in a relational perspective? My residence in company with the group"Le Lunetier", which adheres to a relational perspective, has shown that these two systems (behavior and results) are not relevant to control effectively its salespersons. I confirmed this by analyzing the literature review on the theoretical foundations, history and consequences of these two control systems. So, the main objective of this thesis is to design a control strategy to improve control the salespersons in a relational approach. This is achieved by designing a control system linking four perspectives that must be controlled to better manage the sales force. These prospects are learning and growth perspective, customer perspective, financial perspective and the internal process perspective. The research results confirm the relevance of the proposed control system for controlling the sales force in a relational perspective in the financial consulting context. Specifically, the main results derived confirms the relevance of this system. First, the control of learning and growth perspective is important since the main determinant of the value added by the representative customers derives from this perspective. This is the main determinant of brand equity representative. The latter is in turn influenced by two components of learning and growth perspective, human capital and reputation of external representing. Second, the results show that the customer perspective is as important as these dimensions (experiential and utilitarian value) have a significant influence on the financial performance of the representative. Finally, the control of the internal process perspective is relevant because it moderates the relationship between learning and growth perspective and customer perspective.