A framework for configuring sales support structure

Purpose – The aim of this paper is to examine when it is appropriate to provide dedicated support for a sales activity, and in cases where support is desirable, to explore the choice between core team support and external support. Design/methodology/approach – Sales transactions typically require a diverse range of sales activities, including customer contact, scheduling appointments, internal meetings, processing orders, and preparing financing applications. This research develops a framework for understanding how to structure sales support for specific sales activities. Findings – Each sales activity has four dimensions, i.e. workload, customization, complexity, and prequalification risk. Support structure (self‐support, core team support, and external support) moderates the influence of the four sales activity dimensions on sales activity performance and salesperson role stress. These, in turn, impact overall sales performance. Research limitations/implications – This research presents a broad conceptual model of sales support structure. Further research should test this framework using empirical data. Practical implications – Normative recommendations are made for managers about how to allocate sales activities to sales support. Originality/value – This research proposes four relevant dimensions of sales activities that should be considered when allocating sales activities to members of the selling center. The framework will help managers, academicians, and business students understand how sales support structure impacts sales performance.