Identifying new potential customers and developing opportunities until converted to sales is a critical function of a sales organization. In most industrial business contexts, opportunities are monitored within a sales pipeline or funnel, to track the status and progress from the initial stage until the sale is completed, often using sales force automation tools, such as customer relationship management (CRM) systems to manage the process. While much is written about the adoption, usage, and failures of CRM, little empirical research exists to fully examine the levers to improve the conversion performance of sales leads, particularly in a business-to-business (B2B) industrial context. The research based view (RBV) of the firm suggests that competitive advantage is gained from a company’s distinct resources, and that in technology and other fast-paced markets, success is further determined by fast adaptation, in what is know as dynamic capability theory. This research examined certain key sales capabilities, within the high technology industrial B2B sector, to understand the impact of sales effort, sales ability and lead source, on sales lead conversion yield and cycle time. By studying the extensive CRM data base of a large semiconductor company, along with various human resource records, a quantitative study was performed to address this research, while providing useful value to sales managers seeking to improve the lead conversion performance of their organizations. Sales effort, as measured by number of sales calls made per week, and percent of time spent on selling activities was shown to modestly accelerate sales cycle times, but have no effect on the percentage of opportunities that result in wins. Sales ability, measured by annual performance ratings, prior year quota attainment and years of experience showed no effect on cycle time, nor win percentage. The most notable contribution of this research is the illumination of sales effort effects on cycle time, as previous studies of sales cycle time influences have been inconclusive. Against the backdrop of a general lengthening of industrial sales cycle times, understanding that salesperson effort can reduce the time that it takes to win an opportunity can drive meaningful improvements in salesforce efficiency and productivity.

The role of sales has evolved over the last decade, mostly driven by technological and social changes. One major shift is the growth in importance and in size of the inside sales function. Inside sales are sales that are conducted remotely or virtually using one or more Information Technology (IT) tools without the traditional in-person interaction. Despite the growing importance of inside sales, studies that show the key determinants and practices that can improve inside sales success are rare and have tended to focus on determinants affecting individual salesperson performance. Moreover, existing approaches to customer acquisition in inside sales often rely on subjective intuition, expert suggestions and gut feeling, which often hurts the chances of qualifying and converting leads to sales, and eventually diminishes inside sales success. This research aims to address such shortcomings by: 1) investigating the key dimensions and determinants of inside sales success by summarizing the existing body of knowledge using a systematic review and meta-analysis; and 2) develop comprehensible lead conversion models that integrate the interplay of relevant determinants in the lead conversion process. This doctoral research aims to: (1) Synthesize the literature and draw a big picture of B2B sales success by providing practitioners and scholars with a comprehensive state-of-the-art understanding of the determinants of B2B sales success and their significance in inside sales. (2) Identify and validate several key lead engagement factors crucial for inside sales success. (3) Demonstrate the potential of data-driven analytics by collecting multiple historical datasets from several companies representing different industries. This includes investigating and discovering new insights that will improve lead conversion outcomes, which contributes to the literature on the ongoing discussion of effective sales pipeline management. (4) Provide sales practitioners with comprehensible lead conversion models that integrate industry specific behavior and performance of salespeople, characteristics of leads and/or prospects, and workflow strategy aspects. This will help sales practitioners to better understand problems and opportunities in lead management, take proactive actions, and improve their sales success.