• CRM연구
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• v.3 no.1
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• pp.49-71
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• 2010

This study set out to shed more specific light onto sales managers' coaching and salespersons'organizational commitment and role perceptions, which have been proven to work as important variables in salespersons' performance. It thus conducted an in-depth investigation into the overall sale management activities of sales managers from five high-sales organizations and five low-sales organizations and analyzed differences between them. The interviews of the ten sales managers were combined and analyzed. As a result, the ones from the high-sales organizations demonstrated the following characteristics: first, the salespersons of the high-sales organizations were strongly committed to the goals and values of their organizations. Second, the salespersons of the high-sales organizations had clear perceptions of their roles and showed relatively fewer role conflicts than those of the low-sales organizations. Third, the sales managers of the high-sales organizations demonstrated coaching behavior strongly. They provided positive feedback and role models for the salespersons to follow, thus earning great respect from them and maintaining trust-based relationships with them. And finally, the sales managers' organizational commitment and role perceptions had positive impacts on the salespersons' organizational commitment and role perceptions. Those research findings indicate that sales managers' organizational commitment and role perceptions can be a positive role model to salespersons and that such a role model can have influences on salespersons' performances as part of the characteristics of coaching behavior.