Effect of sales management controls on new product sales performance (Case Study: Chain Stores in Tehran)

This research investigates the impact of perceived sales management controls on the sales performance of sellers' new products on a business-to-business (B2B) base.

The present study surveyed the employees and sellers of chain stores in Tehran. It is applied research in terms of purpose and methodologically descriptive and non-experimental research (a field survey). It used a questionnaire to collect data. Its statistical population includes the sellers and employees of chain stores including Hyper, Shahrvand, Refah, Etka, and Kourosh stores in Tehran. We obtained the sample size through Cochran's formula being equal to 165. With a 10% probability of loss, we presented 200 questionnaires and obtained finally 180 completed questionnaires. Findings showed that output-based control, behavior-based control, and knowledge-based control have an impact on sellers' innovation and the direct and indirect impact of sellers' innovation on new product sales performance mediated by market orientation was significant.

The results show that sales management controls can directly affect sellers' innovation, which in turn they affect the sales performance of a new product. However, sales management controls cannot directly affect performance. Moreover, market orientation can positively moderate the relationship between sellers' innovation and new product sales performance.