Marketing Letters

, Volume 21, Issue 3, pp 239–253

The embedded sales force: Connecting buying and selling organizations


  • Kevin Bradford
    • University of Notre Dame
  • Steven Brown
    • University of Houston
  • Shankar Ganesan
    • University of Arizona
  • Gary Hunter
    • Case Western Reserve University
  • Vincent Onyemah
    • Babson College
  • Robert Palmatier
    • University of Washington Business School
  • Dominique Rouziès
    • HEC School of Management—Paris
  • Rosann Spiro
    • Indiana University
  • Harish Sujan
    • Tulane University
    • University of Florida

DOI: 10.1007/s11002-010-9106-1

Cite this article as:
Bradford, K., Brown, S., Ganesan, S. et al. Mark Lett (2010) 21: 239. doi:10.1007/s11002-010-9106-1


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.


Sales force Relationship Embedded

Copyright information

© Springer Science+Business Media, LLC 2010