Practice in the sales profession and current competency research indicate salesperson competence is key to organizational competitive advantage. With models of selling evolving to respond to the marketplace, there are changes in the competency requirements and roles people must play for future success, resulting in the emergence of new kinds of sales professionals. While there has been research in the area of entry-level salesperson competency, there is a gap in the literature regarding sales manager competence. Despite potential for sales managers to influence salesperson performance in the evolving sales models, research focusing on sales manager selection, development, and performance is limited. The purpose of this research was to synthesize sales manager competency perceptions, propose an inventory of competencies for frontline sales managers (FLSMs) in for-profit organizations that can assist in improving individual, team, and organizational performance, and generate recommended uses of the competency model that could serve as a guide for human resources initiatives to increase levels of sales force effectiveness. The Delphi technique was the chosen research method for this study, with an expert panel of 35 nominated Chief Sales Officers (CSOs) and FLSMs. Through a threeround electronic questionnaire series, the panel reached consensus on 34 competencies in eight clusters in the following three categories considered essential for exemplary performance by FLSMs: team effectiveness, personal effectiveness, execution and results. All numerical data were analyzed using descriptive statistics. Spearman's rank order correlation coefficient was used to determine the degree of agreement among respondents, and the constant comparative method of data analysis was used to synthesize panelist's input. The findings of this study resulted in the following conclusions: Exemplary performance in FLSMs requires competence in developing and sustaining inter- and intrapersonal skills excellence as compared to the functional selling skills required for high individual contributor performance; There was agreement in how CSOs and FLSMs perceive competency importance; There was strong disagreement in how CSOs and FLSMs perceive FLSM competence; Both groups report they would use the FLSM Competency Model as a coaching tool; FLSMs noted the primary use of the competency model would be to benchmark their skills.

How to increase the extent of sales competency and growth need strength of salespeople would affect individual or organizational performance strongly. This study intends correlating compensation structure with salespeople¡¦s job performance. In this study compensation structure is independent variables, job performance is dependent variables, the distributive equity is a mediator. Besides, we defined the working experience and sales competency as a moderator between the compensation structure and distributive equity, and growth need strength is defined as moderator between the distributive equity and job performance. The subjects of this study are 548 salespeople of a department store in Kaohsiung. This research used the questionnaires. The data were analyzed by reliability analysis, factor analysis, one-way ANOVA and hierarchical regression analysis to discuss the relationships between compensation structure, distributive equity and job performance for salespeople. Besides, the mediating effect of distributive equity and the moderating effect of work experience, sales competency and growth need strength are also discussed. The findings of the study are as follows. (1) Job-based pay correlates positively with the internal equity perception; skill-based pay and performance-based pay correlates positively with the external equity perception. (2) The internal equity perception correlates positively and significantly with working efficiency and attitude, individual equity perception also has significantly positive correlation with job involvement and performance. (3) Mediating effect of distributive equity perception is not significant. (4) Working experience cannot generate moderating effect between compensation structure and distributive equity. (5) Correlation of job-based, skill-based and performance-based pay determined by sales competence and compensation structure creates intervention on perception of both external and internal equity. (6) Growth need strength and perception of external and internal equity under distribution equity also cause intervention on involvement in and performance of work. According to the results, we offer the following suggestions: (1) For retail counters, compensation structure and employees¡¦ distribution equity perception should be highly regarded. Furthermore, strategies of recruitment should be enhanced, and a comprehensive system of on-job training shall be established in order to improve employees¡¦ performance. (2) For salespeople at the retail counters, they should strengthen their competitiveness, understand the meaning of working as a salespeople, develop a correct attitude towards serving customers, and stick to the customer-oriented concept.