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Research on sales force automation has generally focused on the adoption of individual technologies with relatively little attention paid to integration of those technologies to the entire sales process. This objective of the study was to explore current company practices that involved initial goals, implementation practices, outcomes and evaluation measures used in the process. Findings suggest that some planning and evaluation practices have been used in automating the sales process. However, systematic formal planning and evaluation practices were not widely adopted. Improved communication with the client and access to information were the most frequent positive outcomes. Underestimating overall project costs and the amount of training required were the most frequent negative experiences. Suggestions for improving the adoption of sales force automation practices are offered.
Introduction
Companies are moving quickly into the cloudy waters of electronic business. Part of that movement involves adding significant technology to the sales process. In taking that latter step, there are expectations that drive decision-makers from conception to development to implementation. These expectations are the propellant for decisions, acquisitions, training, and eventually a reengineering of the sales process. Organizations may pursue this path for a variety of reasons, such as an increased need to share information between departments within a company and with selected outside parties, a need to decrease the sales cycle, or simply to keep up with the competition. A successful integration has the potential to help a company develop strategic advantages due to speed or response, improved accuracy, greater synergy through improved communication, and cost savings.
The difference between a successful or unsuccessful experience has far reaching consequences. Estimates of the cost for adding technology in the sales process range from between $5,000 and $15,000 per salesperson (Hanaman, 2000; McCrea 1998), depending upon the levels of technology implemented. Anecdotal reports on the outcome of success have varied greatly. Early reports on sales force automation (SFA) cited its success in decreasing costs (Taylor 1993a) or showing positive short-term returns on investment (Taylor 1993b). The writings of SFA advocates, such as Virtual Selling authors Siebel and Malone (1996) and Rethinking the Sales Force authors Rackham and DeVincentis (1999), have helped foster the notion that the impact on sales as a result of SFA implementation will be deemed successful....