Marketing

Not All Promotions are Made Equal: From the Effects of a Price War to Cross-chain Cannibalization

by Francesca Sotgiu

The Drivers of E-tailers Price Levels

by Francesca Sotgiu

Exploiting the opportunities of internet and multi-channel pricing: an exploratory research

by Francesca Sotgiu

The VC Shakeout.

by Dominique Rouziès

Ghalbouni, Joseph; Rouziès, Dominique. Harvard Business Review, Jul/Aug2010, Vol. 88 Issue 7/8, p21-23

The article discusses the business of venture capital (VC) from the perspective that it needs to be reorganized in... more The article discusses the business of venture capital (VC) from the perspective that it needs to be reorganized in order to better influence innovation and profitability. Studies on the VC system's value proposition, angel investing for new business enterprises, venture capitalists' ability to attract entrepreneurs, and the internal rate of return as a measure of entrepreneurial success are mentioned. Topics include statistics showing the value of VC deals since 1995, initial public offering values since 2000, merger and acquisition values since 2000, and the length of time to liquidity. Analyst Fred Wilson offers his view on the VC asset class.

L'effet de la concurrence sur la structure optimale de la rémunération d'une force de vente= The effect of competition on optimal salesforce compensation plans

by Dominique Rouziès

A cross-national investigation of incentive sales compensation

by Dominique Rouziès

Segalla, Michael; Rouzies, Dominique; Besson, Madeleine; Weitz, Barton A. International Journal of Research in Marketing23.4 (Dec 2006): 419-433.

Why do managers choose one sales compensation form rather than another? Theoretical answers typically focus on the... more Why do managers choose one sales compensation form rather than another? Theoretical answers typically focus on the type of plans managers should design, not on the factors that managers actually consider. Managers from various national origins pursue and weigh objectives through experience in a way that theoretical models may not capture. Incorporating conceptualizations from a wide range of disciplines, we specify a
model examining the influence of cultural factors on sales compensation decisions of managers (incentive vs. fixed pay and parity vs. equity allocation). The model, tested with data collected from bank managers across six European countries, illustrates the importance of considering national culture when designing sales force compensation policies applied across multiple countries. We also find evidence that most European
bank managers accept incentive pay to motivate salespeople but, perhaps paradoxically, overwhelmingly reject equity allocations to achieve control and parity. We discuss the implications of our findings for research on international governance systems and the diffusion of sales force management practices.

Salesforce compensation plans: an investigation of three-dimensional structures

by Dominique Rouziès

"Does marketing and sales integration always pay off? evidence from a social capital perspective", D. Rouziès, J. Hulland and D. Barclay, HEC Working Paper 933-2010.

by Dominique Rouziès

How Internal Transaction Costs Drive Compensations Schemes

by Dominique Rouziès

The embedded sales force: Connecting buying and selling organizations

by Dominique Rouziès

Bradford, Kevin; Brown, Steven; Ganesan, Shankar; Hunter, Gary; Onyemah, Vincent; et al.. Marketing Letters21.3 (Sep 2010): 239-253.

Business-to-business firms are increasingly focusing on building long-term partnering relationships with key... more Business-to-business firms are increasingly focusing on building long-term partnering relationships with key customers. Salespeople are often responsible for managing these
relationships. To be effective as relationship managers, salespeople need to be embedded in both their firm’s and customers’ organizations. They need to have extensive
knowledge of their customers’ business and also know and be able to leverage their firm’s resources to develop offerings tailored to their customers’ needs. Their companies
and sales managers need to use different approaches to manage and support salespeople in this new role. In this paper, we examine some issues affecting the interfaces between
elements of the embedded sales force and suggest some directions for future research and methods for examining these issues.

The effects of a salespeson's utilities on optimal sales force compensation structures

by Dominique Rouziès

How HRM Control Affects Boundary-spanning Employees' Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance …

by Dominique Rouziès

Onyemah, Vincent; Rouziés, Dominique; Panagopoulos, Nikolaos G. (2010), “How HRM Control Affects Boundary-Spanning Employees’ Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance Orientation”, The International Journal of Human Resource Management, 21, 11, 1951-1975.

This study examines how cultural performance orientation moderates the influence of human resource management (HRM)... more This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1049 salespeople in six countries (France, Ireland, Italy, Spain, United Kingdom, and the United States of America) and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundary-spanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed.

The influence of culture on personal selling interactions

by Dominique Rouziès

Macquin, Anne; Rouzies, Dominique; Prime, Nathalie (2000), "The Influence of Culture on Personal Selling Interactions", Journal of Euro - Marketing, 9, 4, 71-88.

Changing economic conditions drive firms to identify those activities that can be conducted with a global perspective,... more Changing economic conditions drive firms to identify those activities that can be conducted with a global perspective, leaving other activities, such as personal selling, to local decision makers. However, some personal selling methods are successfully marketed on a worldwide basis with very little local adaptation. The choice between these centralized or local systems may be influenced by cultural factors, which are likely to be overlooked by foreign managers. The objective of a study is to identify which aspects of personal selling interactions are influenced by culture and to propose a conceptual framework explaining the relationships between cultural factors and the selling process.

Observatoire de la relation marketing-commercial

by Dominique Rouziès

Le périmètre thématique
L’étude porte sur la relation entre les Comptes
Clés et le marketing. La notion de... more Le périmètre thématique
L’étude porte sur la relation entre les Comptes
Clés et le marketing. La notion de Comptes Clés
recouvre une réalité assez diverse dans les entreprises.
Cette notion comprend, dans le cadre
de nos travaux, les comptes stratégiques, les
comptes globaux ou les comptes nationaux.
Dans l’étude, le management des Comptes Clés
se définit comme, tout compte faisant l’objet
d’un traitement spécial de la part de l’entreprise,
selon son importance stratégique ou sa taille
actuelle/future.
Quel est le profil du responsable Comptes Clés ?
Il semble, a priori complexe, à la croisée des
chemins entre la Direction Générale, la Direction
Commerciale, la Direction de la Communication
et la Direction Marketing. Faut-il être à la fois
stratège et visionnaire, développeur et gestionnaire,
ambassadeur de l’image de l’entreprise et
homme de marketing pour remplir pleinement
cette fonction ?

"Optimal sales force compensation plans: an operational procedure", Sales Force Compensation Plans: An Operational Procedure", 2002, R. Y. Darmon and D. Rouziès, The Journal of the Operational Research Society, 53, 4 , 447- 456.

by Dominique Rouziès

R. Y. Darmon and D. Rouziès (2002), "Optimal Sales Force Compensation Plans: An Operational Procedure", Journal of the Operational Research Society, 53, 4, 447-456.

This paper describes an operational procedure for identifying optimal sales force compensation plans featuring... more This paper describes an operational procedure for identifying optimal sales force compensation plans featuring salary,
commissions and/or quota/bonus. Utility-maximising salespeople's behaviours and reactions to given compensation
plans are simulated, and the resulting sales, costs and long-term expected profits are assessed. Then, a search technique attemptst o identify the long-termp rofit-maximisingc ompensationp lan structure.O perationallyt, he simulationm odel
parameters are calibrated so as to reflect those of an actual sales force, and consequently the optimal compensation
scheme for this specific sales force can be identified. The concept is illustrated in an actual case study

Culture and career advancement in Europe: Promoting team players vs fast trackers

by Dominique Rouziès

Segalla, Michael; Rouzies, Dominique; Flory, Marja. European Management Journal19.1 (Feb 2001): 44-57.

This paper reports the results of a study of the cultural
influences on career systems and job promotion.more This paper reports the results of a study of the cultural
influences on career systems and job promotion.
The authors report the conclusions reached
during the first phase of a large European study on
managerial decision-making. Nearly 300 managers
participated in this phase, which surveyed 25 firms
from the financial sectors of France, Germany, Italy,
Spain, and the United Kingdom. Models built upon
Sonnenfeld and Peiperl’s11 career typology and on
Derr12 and Evans et al.13 cultural career maps are
examined. The results of this study indicate that
nationality is a good determinant of the choice of
internal or external promotion systems. It also
finds that individual self-interest remains an
important factor in managerial decisionmaking.
The authors conclude that human resource programs
designed to standardise career management
policy across Europe may fail because of intentional and unintentional barriers.

Determinants of pay levels and structures in sales organizations

by Dominique Rouziès

Rouziès, Dominique; Coughlan, Anne T; Anderson, Erin; Iacobucci, Dawn. Journal of Marketing73.6 (Nov 2009): 92.

Two key issues in business-to-business (B2B) sales force management are (1) how much a given sales job should
be... more Two key issues in business-to-business (B2B) sales force management are (1) how much a given sales job should
be compensated (pay level) and (2) how much of the compensation should be fixed versus variable (pay structure).
The authors examine the paychecks drawn by people in more than 14,000 selling jobs and more than 4000 sales
management jobs in five B2B industry sectors in five European countries. They show that pay levels and structures
reflect an apparent balancing of two conflicting pressures: the economic imperative (to reward better performers by
heightening pay dispersion) and the compensation differential compression resulting from high tax regimes. In particular, B2B firms appear to use variable pay as a way to lessen the salary differential compression impact of high tax regimes on salesperson motivation. Furthermore, similar to chief executive officers, sales managers can have an important multiplier effect that justifies paying them at increasing rates as job challenge rises.

Internal validity assessment of conjoint estimated attribute importance weights

by Dominique Rouziès

Sales and marketing integration: a proposed framework

by Dominique Rouziès

Dominique Rouziès, Erin Anderson, Ajay K. Kohli, Ronald E. Michaels, Barton A. Weitz, and Andris A. Zoltners, The Journal of Personal Selling & Sales Management, 2005, vol. XXV, n° 2, pp. 113-22

In this paper, we identify sales and marketing activities and common impediments to their integration. We then... more In this paper, we identify sales and marketing activities and common impediments to their integration. We then discuss
the concept of sales–marketing integration and distinguish it from related concepts such as involvement and communication.
Following this, we discuss approaches businesses can use to improve sales–marketing integration as well as their
potential costs and drawbacks. The paper concludes with a set of propositions identifying the conditions under which
sales–marketing integration has the greatest impact on firm performance.