In these years, more and more organizations adopt ¡§pay for performance programs¡¨ to encourage employees to increase their performance in order to survive from the intensively industrial competition. For the organizations which value the sales performance as nuclear operating target, pay for performance programs seem to work out fairly. However, organizations still need to figure out if the pecuniary compensation really relate to employees¡¦ performance and if the pecuniary compensation really encourage employees for better performance which are also the main discussions for this research. The characteristics of real estate industrial is that the realtors¡¦ performance directly relate to the continuity of the organization. Therefore, this research conducts realtors to discuss the connection between performance contingent compensation and sales personnel performance. This research also discusses if performance contingent compensation would indirectly affect sales personnel performance by working motivation. At the same time, it discuesses how the performance contingent compensation affects sales personnel performance accroding to the differentiation of their personal reward orientation and sales control system in the organizations. This research is conducted through opinion survey to realtors in Taipei, Taichung, and Kaohsiung City. Within the total number of 500 copies of questionnaires, 425 copies are retrieved, and 346 copies are valid. With statistics analysis, the findings of the research are summarized as follows: 1.Performance contingent compensation has positive impact on behavioral performance. 2.Performance contingent compensation has positive impact on outcome performance. 3.Performance contingent compensation has positive impact on task enjoyment and compensation seeking from the aspect of working motivation, but it has unapparent impact on challenge seeking and recognition seeking. 4.Behavioral performance has positive impact on challenge seeking, task enjoyment, and compensation seeking from the aspect of working motivation, but it has unapparent impact on recognition seeking. 5.Outcome performance has positive impact on challenge seeking, task enjoyment, compensation seeking, and recognition seeking from the aspect of working motivation. 6.Working motivation mediates the relationship between performance contingent compensation and sales personnel performance. a. Working motivation mediates the relationship between performance contingent compensation and sales personnel behavioral performance. b. Working motivation mediates the relationship between performance contingent compensation and sales personnel outcome performance. 7.Reward oriented has unapparent interference effect on performance contingent compensation and behavioral performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and behavioral performance. 8.Reward oriented has unapparent interference effect on performance contingent compensation and outcome performance. a. Intrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. b. Extrinsic reward oriented has unapparent interference effect on performance contingent and outcome performance. 9.Sales control system has interference effect on performance contingent compensation and behavioral performance. a. Activity control has negative interference effect on performance contingent and behavioral performance. b. Capability control has negative interference effect on performance contingent and behavioral performance. 10.Sales control system has interference effect on performance contingent compensation and outcome performance. a. Activity control has unapparent interference effect on performance contingent and outcome performance. b. Capability control has negative interference effect on performance contingent and outcome performance.

Ordering and sales control information system (IS), which is being introduced in the trading company „Egzotika“ Lipeikis enterprise. The firm is operating in wholesale and retail business of tires and wheel rims. Due to the growth of the company, increased number of selling locations, and constantly growing and changing market environment, it became crucial to optimize the work of various departments in the company. The new IS will eliminate the repetition of the tasks performed and will guarantee rapid exchange of the important information during the working day. The purpose of the new IS is to improve the control of ordering and sales. The new IS will supplement the existing corporate accounting IS, because it can’t solve the problems of ordering and sales control. The new IS allows to perform these tasks: The formation of the orders - Ability to work with data on stocks in the warehouses - The optimization of the flow of goods within the departments - Sales analysis Initial information is imported to new IS from the corporate accounting IS. The new IS is operating with Microsoft Access 2002 and Microsoft Visual Basic programs. The module of the importation of the data from corporate accounting IS to new IS is actualized using CA-Clipper 5.2e programming language.

Este estudo abordou os esforços dos fabricantes para influenciar o comportamento dos vendedores do canal de distribuição e revelou uma ferramenta de influência motivadora: a identificação. A partir de uma survey com 147 vendedores, este estudo explora o alinhamento dos sistemas de controle de vendas do canal de distribuição com o fabricante e a identificação, e os seus impactos na performance de vendas do fabricante. Este estudo também analisa os comportamentos positivos como consequência da identificação. A partir de análise de equações estruturais, os resultados demonstram que tanto a adesão do canal a sistemas de controle do fabricante e a identificação influenciam positivamente os resultados de vendas do fabricante, como também demonstram que a identificação gera comportamentos positivos do canal de distribuição, a favor da marca do fabricante, e com isso uma maior promoção da mesma. No entanto, os resultados não foram conclusivos em relação ao impacto destes comportamentos positivos nos resultados de vendas do fabricante. Adicionalmente, a identificação gera maior performance de vendas para o fabricante quando há um maior alinhamento dos sistemas de controle de vendas. Estes resultados sugerem que os fornecedores podem exercer influência sobre a força de vendas de canal de distribuição através do reforço da ligação psicológica entre as suas marcas e os vendedores do canal de distribuição. / This study addressed the efforts of manufacturers to influence the behavior of the sales makers of the distribution channel and revealed a motivating influence: identification. From a survey with 147 distribution channel sales makers, this study analyses the impact of manufacturer-channel member control systems alignment and identification, on manufacturer’s performance. This study also examines the positive behaviors as a consequence of identification. From analysis of structural equations, the results demonstrate that both the adherence to manufacturer control systems and identification positively influence the manufacturer sales performance, and also demonstrate that identification generates positive behaviors of the distribution channel in support of the manufacturer's brand. However, the results were inconclusive regarding the impact of these positive behaviors on manufacturer’s sales performance. In addition, identification generates greater sales performance for the manufacturer when there is a greater alignment of manufacturer-channel sales control systems. This results suggests that suppliers can exercise influence over the channel sales force by strengthening the psychological connection between its brands and channel sales personnel.

Este estudo abordou os esforços dos fabricantes para influenciar o comportamento dos vendedores do canal de distribuição e revelou uma ferramenta de influência motivadora: a identificação. A partir de uma survey com 147 vendedores, este estudo explora o alinhamento dos sistemas de controle de vendas do canal de distribuição com o fabricante e a identificação, e os seus impactos na performance de vendas do fabricante. Este estudo também analisa os comportamentos positivos como consequência da identificação. A partir de análise de equações estruturais, os resultados demonstram que tanto a adesão do canal a sistemas de controle do fabricante e a identificação influenciam positivamente os resultados de vendas do fabricante, como também demonstram que a identificação gera comportamentos positivos do canal de distribuição, a favor da marca do fabricante, e com isso uma maior promoção da mesma. No entanto, os resultados não foram conclusivos em relação ao impacto destes comportamentos positivos nos resultados de vendas do fabricante. Adicionalmente, a identificação gera maior performance de vendas para o fabricante quando há um maior alinhamento dos sistemas de controle de vendas. Estes resultados sugerem que os fornecedores podem exercer influência sobre a força de vendas de canal de distribuição através do reforço da ligação psicológica entre as suas marcas e os vendedores do canal de distribuição. / This study addressed the efforts of manufacturers to influence the behavior of the sales makers of the distribution channel and revealed a motivating influence: identification. From a survey with 147 distribution channel sales makers, this study analyses the impact of manufacturer-channel member control systems alignment and identification, on manufacturer’s performance. This study also examines the positive behaviors as a consequence of identification. From analysis of structural equations, the results demonstrate that both the adherence to manufacturer control systems and identification positively influence the manufacturer sales performance, and also demonstrate that identification generates positive behaviors of the distribution channel in support of the manufacturer's brand. However, the results were inconclusive regarding the impact of these positive behaviors on manufacturer’s sales performance. In addition, identification generates greater sales performance for the manufacturer when there is a greater alignment of manufacturer-channel sales control systems. This results suggests that suppliers can exercise influence over the channel sales force by strengthening the psychological connection between its brands and channel sales personnel.

Este estudo abordou os esforços dos fabricantes para influenciar o comportamento dos vendedores do canal de distribuição e revelou uma ferramenta de influência motivadora: a identificação. A partir de uma survey com 147 vendedores, este estudo explora o alinhamento dos sistemas de controle de vendas do canal de distribuição com o fabricante e a identificação, e os seus impactos na performance de vendas do fabricante. Este estudo também analisa os comportamentos positivos como consequência da identificação. A partir de análise de equações estruturais, os resultados demonstram que tanto a adesão do canal a sistemas de controle do fabricante e a identificação influenciam positivamente os resultados de vendas do fabricante, como também demonstram que a identificação gera comportamentos positivos do canal de distribuição, a favor da marca do fabricante, e com isso uma maior promoção da mesma. No entanto, os resultados não foram conclusivos em relação ao impacto destes comportamentos positivos nos resultados de vendas do fabricante. Adicionalmente, a identificação gera maior performance de vendas para o fabricante quando há um maior alinhamento dos sistemas de controle de vendas. Estes resultados sugerem que os fornecedores podem exercer influência sobre a força de vendas de canal de distribuição através do reforço da ligação psicológica entre as suas marcas e os vendedores do canal de distribuição. / This study addressed the efforts of manufacturers to influence the behavior of the sales makers of the distribution channel and revealed a motivating influence: identification. From a survey with 147 distribution channel sales makers, this study analyses the impact of manufacturer-channel member control systems alignment and identification, on manufacturer’s performance. This study also examines the positive behaviors as a consequence of identification. From analysis of structural equations, the results demonstrate that both the adherence to manufacturer control systems and identification positively influence the manufacturer sales performance, and also demonstrate that identification generates positive behaviors of the distribution channel in support of the manufacturer's brand. However, the results were inconclusive regarding the impact of these positive behaviors on manufacturer’s sales performance. In addition, identification generates greater sales performance for the manufacturer when there is a greater alignment of manufacturer-channel sales control systems. This results suggests that suppliers can exercise influence over the channel sales force by strengthening the psychological connection between its brands and channel sales personnel.

Bakgrund: Customer Relationship Management (CRM) framkom under 1970-talet och översätts på svenska till kundrelationshantering och är en kategori av integrerade, datadrivnaprogramvarulösningar som förbättrar interaktionen och affärer med kunder. CRM-system bidrar till att hantera och upprätthålla kundrelationer. För att ett CRM-system ska fungera effektivt och bidratill en ökad lönsamhet, hitta fler relevanta kunder och behålla befintliga kunder är det vanligt att använda sig av intern försäljningskontroll. Det används för att säkerställa att de anställda gör rättsaker vid rätt tidpunkt, och syftar till att förbättra prestationen och välfärd hos säljarna. Internförsäljningskontroll ingår under system för ekonomistyrning av försäljning, även benämnt salesmanagement control systems (SMCS). Intern försäljningskontroll är utformat för att anpassa säljarens aktiviteter och handlingar till de organisatoriska målen och används som ett styrningsverktyg. Syfte: Studiens syfte är att bidra med ökad förståelse och kunskap för vilka effekter användandet avCRM har på intern försäljningskontroll (SMCS). Frågeställningarna som leder diskussionen är: 1. Hur används ett CRM-system för att effektivisera arbetet med intern försäljningskontroll? 2. Vilka effekter har CRM på ett företags interna försäljningskontroll, lönsamhet, långvarigakundrelationer och dess möjlighet till att hitta nya värdeskapande kunder? Metod: Studien har tillämpat en kvalitativ metod och forskar ur ett konstruktivistisktforskningsperspektiv. Studiens filosofiska grundantagande utgår från interpretivismen. Studiensforskningsansats består av en abduktiv ansats. Studiens design är byggd på en flerfallstudie. En flerfallstudie har realiserats med hjälp av semi-strukturerade intervjuer. Studiens har använt sig av en tvåstegsurval, bekvämlighetsurval och snöbollsurval. Sedermera redogör metoden för hur data gått till väga och hur den har analyserats. Kapitlet avslutar med hur studiens gått till väga med trovärdighet och etik. Slutsats: Studien har kunnat visa att användningen av CRM-system kan stödja arbetet med internförsäljningskontroll på olika sätt. CRM underlättar arbetet för att mäta prestation och kontrollera aktiviteter och fungerar som ett verktyg för prestationsuppföljning med en stark koppling till internförsäljningskontroll. Det motiveras med att försäljarnas prestationer tydligt övervakas av ledningenmed hjälp av statistik som automatiskt förs in i CRM-systemet. / Background: Customer Relationship Management (CRM) emerged in the 1970s and is translated into Swedish as customer relationship management and is a category of integrated, data-drivensoftware solutions that improve interaction and business with customers. CRM systems help manageand maintain customer relationships. For a CRM system to work efficiently and contribute toincreased profitability, find more relevant customers and retain existing customers, it is common touse sales controls. It is used to ensure that employees do the right things at the right time and aims toimprove the performance and well-being of salespeople. Internal sales control is included undersystems for financial management of sales, also called sales management control systems (SMCS).Internal sales control is designed to adapt the seller's activities and actions to the organizational goalsand is used as a management tool. Purpose: The aim of the study is to contribute with increased understanding and knowledge of theeffects of the use of CRM on internal sales control (SMCS). The issues that lead the discussion are: 1. How is a CRM system used to streamline the work of internal sales control? 2. What effects does CRM have on a company's internal sales control, profitability, long-termcustomer relationships and its ability to find new value-creating customers? Methodology: The study has applied a qualitative method and research from a constructivist researchperspective. The study's philosophical basic assumption is based on interpretivism. The study'sresearch approach consists of an abductive approach. The study's design is based on a multiple casestudy. A multiple-case study was conducted using semi-structured interviews. The study has used atwo-step selection, convenience selection and snowball selection. Later, the method describes howthe data was processed and how it was analyzed. The chapter concludes with how the study proceededwith credibility and ethics. Conclusion: The study has been able to show that the use of CRM systems can support the work withinternal sales control in various ways. CRM facilitates the work of measuring performance andcontrolling activities and acts as a tool for performance monitoring with a strong connection tointernal sales control. This is justified by the fact that sales performance is clearly monitored bymanagement with the help of statistics that are automatically entered into the CRM system.

Independent manufacturers' representatives (IMRs) are companies that sell products on behalf of manufacturers (principals), typically on a commission basis. IMRs offer principals specialized knowledge about product areas or markets, and they can function as attractive supplements or replacements for in-house sales units. The literature on IMRs' allocation of resources to their principals and the downstream impact on performance is underexplored. A paucity of published research exists using actual IMR sales and commission data, likely because this data is difficult to collect due to its sensitive nature. This dissertation fills this gap by exploring the influence of principals' use of sales controls, how these controls impact the psychological climate that arises between IMRs and their principals, and the downstream impact on IMRs' allocation of sales resources and the sales volumes actually produced. Furthermore, this dissertation answers the call for research on the impact of principal's use of house territories and house accounts, through the lens of the IMR. The dissertation features three essays. The purposes are: to identify gaps in existing IMR research in order to provide directions for future research in this domain; to explore the influence of the principal's sales controls on the psychological climate between the principal and IMR and the downstream impact on IMR allocation of sales resources and sales performance; and to develop theoretical and practical insights about the impact of principals' use of house accounts, i.e. customers served by an in-house sales organization, inside or outside IMRs' territories.

Länge har utvecklare kämpat för att genom kreativa implementationer av gryende teknologi, särskilja och sprida sina applikationer och tjänster i konkurrensen av ett ständigt växande utbud. En av de senaste trenderna för att framkalla ett ökat engagemang och förbättrade prestationer bland användarna är gamification. Detta innebär processen att införa spelliknande moment i applikationer för att öka deras interaktionförmåga och på så sätt möjliggöra för motivation att uppstå inom användaren. Lyckade exempel på gamifierade applikationer har snabbt sprungit om sina konkurrenter både vad gäller användarlojalitet och popularitet vilket får många att fundera på nya användningsområden för tekniken. I detta arbete vill vi besvara frågor kring hur gamification kan användas för att öka engagemang, kunskap och prestation hos användarna i ett av dessa nya områden, försäljning. Genom en empirisk datainsamling och analys av fallet Sponsra.se samt teorier inom gamification, psykologi och försäljning, presenterar och motiverar vi tre riktlinjer för design av gamifierade applikationer inom en försäljningskontext: “social kontext”, “inre motivation” och “beteendeförändring”. / For a long time developers have fought in ever growing competition, to differentiate and spread their applications through creative implemetations of groundbreaking technology.One of the newest trends in trying to produce an increase of commitment and performance in users is gamification. This means the process of introducing game-like elements to applications, in an effort to increase their interactivity and enabling motivation to develop in the user. Successful examples of gamified applications have quickly surpassed their competitors in both user loyalty and popularity, which has made many think about new fields of applications for this thechnology. In this work we want to answer questions about how gamification can be used to increase users commitment, knowledge and performance in one of these new areas, sales. Through an empiric collection of data and analysis of the case Sponsra.se as well as theories from gamification, psychology and sales, we present and give grounds for three guidelines used to design gamified applications in a sales context: “social context”, “intrinsic motivation” and “behavioral change”.