Skip to main content

Performance Management

  • Chapter
  • First Online:
Vertriebsmanagement
  • 5265 Accesses

Zusammenfassung

Performance Management umfasst alle Aktivitäten, mit denen der wirtschaftliche Erfolg von Maßnahmen im Vertriebsmanagement gemessen und verbessert werden kann. Das Performance-Management folgt dabei dem klassischen Ablauf eines Managementprozesses (Macharzina und Wolf 2008) beginnend mit der Analyse des Problems, aus der eine Planung abgeleitet wird, die dann geeignet umzusetzen ist. Danach vergleicht man die Ergebnisse mit seiner Planung, um Schwachstellen aufzudecken oder Fehler in den Planungsannahmen aufzudecken.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 49.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literatur

  • Albers, Sönke (1985): Die Planung der Preis- und Besuchspolitik eines Verkaufsaußendienstes, Zeitschrift für Betriebswirtschaft, 55, 899–923.

    Google Scholar 

  • Albers, Sönke (1988): Steuerung von Verkaufsaußendienstmitarbeitern mit Hilfe von Umsatzvorgaben, in: W. Lücke : Betriebswirtschaftliche Steuerungs- und Kontrollprobleme, Gabler Verlag, Wiesbaden 1988, 5–18.

    Chapter  Google Scholar 

  • Albers, Sönke (1989): Entscheidungshilfen für den Persönlichen Verkauf, Duncker & Humblot: Berlin.

    Google Scholar 

  • Albers, Sönke (1996): Optimisation Models for Salesforce Compensation, European Journal of Operational Research, 89 (1), 1–17.

    Article  Google Scholar 

  • Albers, Sönke (1998): A Framework for Analysis of Profit Contribution Variance Between Actual and Plan, International Journal of Research in Marketing, 15, 109–122.

    Article  Google Scholar 

  • Albers, Sönke (2000a): Sales-force Management, in: Blois, K. : The Oxford Textbook of Marketing, Oxford University Press: Oxford et al., 292–317.

    Google Scholar 

  • Albers, Sönke (2000b): Optimal allocation of profit across companies operating with a joint salesforce, OR Spektrum, 22 (1), 19–33.

    Article  Google Scholar 

  • Albers, Sönke (2000c): Besuchsplanung, in: Albers, Sönke : Verkaufsaußendienst: Organisation – Planung – Kontrolle, Symposion: Düsseldorf, 173–195.

    Google Scholar 

  • Albers, Sönke (2001): Faire und vergleichbare Umsatzvorgaben: So werden sie ermittelt, in: Albers, Sönke, Volker Haßmann, Felix Somm und Torsten Tomczak : Verkauf: Kundenmanagement, Vertriebssteuerung, E-Commerce, Loseblattwerk, Digitale Fachbibliothek und Online-Dienst www.verkauf-aktuell.de, symposion: Düsseldorf, Kapitel 04.07.

  • Albers, Sönke (2012): Optimizable and Implementable Aggregate Response Modeling for Marketing Decision Support with Generalizable Results, International Journal of Research in Marketing, 29 (2), 111–122.

    Article  Google Scholar 

  • Albers, Sönke, Murali K. Mantrala und Srihari Sridhar (2010): Personal Selling Elasticities: A Meta- Analysis, Journal of Marketing Research, 47 (October), 840–853.

    Article  Google Scholar 

  • Albers, Sönke und Bernd Skiera (2002): Verkaufsaußendienststeuerung auf der Basis einer Umsatzreaktionsfunktion, in: Zeitschrift für Betriebswirtschaft, 72, 1105–1131.

    Google Scholar 

  • Albers, Sönke und Florian Söhnchen (2005): Akquisitionsmanagement im industriellen Projektgeschäft, Zeitschrift für Betriebswirtschaft, Special Issue (2), 59–80.

    Google Scholar 

  • Anderson, Erin und Richard L. Oliver (1987): Perspectives on Behavior-Based Versus Outcome-Based Salesforce Control Systems, Journal of Marketing, 51 (4), 76–88.

    Article  Google Scholar 

  • Babakus, Emin, David W. Cravens, Ken Grant, Thomas N. Ingram und Raymond W. LaForge (1996): Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness, International Journal of Research in Marketing, 13 (4), 345–363.

    Article  Google Scholar 

  • Baier, Moritz, Jorge Carballo, Alice Chang, Yingdong Lu, Aleksandra Mojsilovic, Jonathan Richard, Moninder Singh, Mark S. Squillante, Kush R. Varshney (2012): Sales-Force Performance Analytics and Optimization, Working Paper.

    Google Scholar 

  • Bass, Frank M., Trichy V. Krishnan und Dipak C. Jain (1994): Why the Bass Model Fits without Decision Variables, Marketing Science, 13 (3), 203–223.

    Article  Google Scholar 

  • Bauer, Hans H., Gregor Stokburger und Maik Hammerschmidt (2006): Marketing Performance. Messen – Analysieren – Optimieren, Gabler: Wiesbaden.

    Google Scholar 

  • Becker, Jan U. und Sönke Albers (2012): On the use of customer satisfaction tracking data for quality management: A cautionary note, Working Paper, KLU Hamburg.

    Google Scholar 

  • Behrman, Douglas N. und William D. Perreault (1982): Measuring the Performance of Industrial Salespersons, Journal of Business Research, 10 (3), 355–370.

    Article  Google Scholar 

  • Beutin, Nikolas (2008): Verfahren zur Messung der Kundenzufriedenheit im Überblick, in: Christian Homburg : Kundenzufriedenheit. Konzepte – Methoden – Erfahrungen, 7. Aufl., Gabler: Wiesbaden 2008, 121–171.

    Google Scholar 

  • Bielecki, André (2010): Efficient Frontier Analysis, in: Albers, Sönke, Daniel Klapper, Udo Konradt, Achim Walter und Joachim Wolf : Ergänzungen zur Methodik der empirischen Forschung, Kiel 2010. (http://www.bwl.uni-kiel.de/bwlinstitute/grad-kolleg/new/index.php?id=267)

  • Bielecki, André, Sönke Albers und Murali Mantrala (2012): Salesperson Efficiency Benchmarking Using Sales Response Data: Who is Working Hard and Working Smart?, Arbeitspapiere des Instituts für Betriebswirtschaftslehre, CAU Kiel. (http://hdl.handle.net/10419/57427)

  • Boles, James S., Naveen Donthu, und Ritu Lohtia (1995): Salesperson Evaluation Using Relative Performance Efficiency: The Application of Data Envelopment Analysis, Journal of Personal Selling & Sales Management, 15 (3), 31–49.

    Google Scholar 

  • Bracken, David W. und Dale S. Rose (2011): When Does 360-Degree Feedback Create Behavior Change? And How Would We Know It When It Does? Journal of Business & Psychology, 26 (2), 183–192.

    Article  Google Scholar 

  • Broadbent, Simon (1979): One way TV advertisements work, Journal of the Market Research Society, 21 (3), 139.

    Google Scholar 

  • Chakravarti, Dipankar, Andrew Mitchell und Richard Staelin (1979): Judgment Based Marketing Decision Models: An Experimental Investigation of the Decision Calculus Approach, Management Science, 25 (3), 251–263.

    Article  Google Scholar 

  • Chakravarti, Dipankar, Andrew Mitchell und Richard Staelin (1981): Judgment Based Marketing Decision Models: Problems and Possible Solutions, Journal of Marketing, 45 (4), 13–23.

    Article  Google Scholar 

  • Challagalla, Goutam N. und Tasadduq A. Shervani (1996): Dimensions and Types of Supervisory Control: Effects on Salesperson Performance and Satisfaction, Journal of Marketing, 60 (1), 89–105.

    Article  Google Scholar 

  • Chowdhury, Jhinuk (1993): The Motivational Impact of Sales Quotas on Effort, Journal of Marketing Research, 30 (1), 28–41.

    Article  Google Scholar 

  • Charnes, A., W.W. Cooper und E. Rhodes (1978): Measuring the efficiency of decision making units, European Journal of Operational Research, 2 (6), 429–444.

    Article  Google Scholar 

  • Churchill, Gilbert A., Neil M. Ford, Steven W. Hartley, und Orville C. Walker Jr. (1985): The Determinants of Salesperson Performance: A Meta-Analysis, Journal of Marketing Research, 22 (2), 103–118.

    Article  Google Scholar 

  • Cocanougher, A. Benton und John M. Ivancevich (1978): ”BARS” Performance Rating for Sales Force Personnel, Journal of Marketing, 42 (3), 87–95.

    Article  Google Scholar 

  • Cooper, Robin und Robert S. Kaplan (1988): Measure Costs Right. Make the Right decisions, Harvard Business Review. 66 (5), 96–103.

    Google Scholar 

  • Cravens, David W., Thomas N. Ingram, Raymond W. LaForge, und Clifford E. Young (1993): Behavior- Based and Outcome-Based Salesforce Control Systems, Journal of Marketing, 57 (4), 47–59.

    Article  Google Scholar 

  • Cron, William L. und Thomas E. DeCarlo (2010): Sales Management. Concept and Cases, 10th ed., John Wiley & Sons: Asia.

    Google Scholar 

  • Dong, Xiaojing, Puneet Manchanda und Pradeep K. Chintagunta (2009): Quantifying the Benefits of Individual Level Targeting under the Presence of Firm Strategic Behavior, Journal of Marketing Research, 46 (2), 207–221.

    Article  Google Scholar 

  • Dorfman, Robert und Peter O. Steiner (1954): Optimal Advertising and Optimal Quality, American Economic Review, 44 (5), 826–836.

    Google Scholar 

  • Drew, Stephen W. (1997): From knowledge to action: the impact of benchmarking on organizational performance, Long Range Planning, 30 (3), 427–441.

    Article  Google Scholar 

  • Du, Rex Yuxing, Wagner A. Kamakura und Carl F. Mela (2007): Size and Share of Customer Wallet, Journal of Marketing, 71 (April), 94–113.

    Article  Google Scholar 

  • Dubinsky, Alan J., Marvin A. Jolson, Ronald E. Michaels, Masaaki Kotabe und Chae Un Lim (1992): Ethical Perceptions of Field Sales Personnel: An Empirical Assessment, Journal of Personal Selling & Sales Management, 12 (4), 9–21.

    Google Scholar 

  • Fischer, Marc und Sönke Albers (2010): Patient- or Physician-Oriented Marketing: What Drives Primary Demand for Prescription Drugs?, Journal of Marketing Research, 47 (1), 103–121.

    Article  Google Scholar 

  • Fudge, William K. und Leonard M. Lodish (1977): Evaluation of the Effectiveness of a Model Based Salesman’s Planning System by Field Experimentation, Interfaces, 8 (1/Part 2), 97–106.

    Google Scholar 

  • Gaba, Anil und Ajay Kalra (1999): Risk Behavior in Response to Quotas and Contests, Marketing Science, 18 (3), 417–434.

    Article  Google Scholar 

  • Hauser, John R., Duncan I. Simester und Birger Wernerfelt (1994): Customer Satisfaction Incentives, Marketing Science, 13 (4), 327–350.

    Article  Google Scholar 

  • Herzberg, Frederick (1968): One More Time: How Do You Motivate Employees? Harvard Business Review, 46 (1), 53–62

    Google Scholar 

  • Hite, Robert E. und Joseph A. Bellizzi (1987): Salespeople’s Use of Entertainment and Gifts, Industrial Marketing Management, 16 (4), 279–285.

    Article  Google Scholar 

  • Homburg, Christian (1995): Kundennähe von Industriegüterunternehmen. Konzeption – Erfolgsauswirkungen – Determinanten, Gabler: Wiesbaden.

    Google Scholar 

  • Homburg, Christian, Heiko Schäfer und Janna Schneider (2006): Sales Excellence. Vertriebsmanagement mit System, 4. Auflage, Gabler: Wiesbaden.

    Google Scholar 

  • Horsky, Dan und Paul Nelson (1996): Evaluation of Salesforce Size and Productivity Through Efficient Frontier Benchmarking, Marketing Science, 15 (4), 301–320.

    Article  Google Scholar 

  • Jackson jr., Donald W., Janet E. Keith und John L. Schlacter (1983): Evaluation of Selling Performance: A Study of Current Practices, Journal of Personal Selling & Sales Management, 3 (2), 43–52.

    Google Scholar 

  • Jackson jr., Donald W., John L. Schlacter und William G. Wolfe (1995): Examining the Bases Utilized for Evaluating Salespeople’s Performance, Journal of Personal Selling & Sales Management, 15 (4), 57–65.

    Google Scholar 

  • Jaworski, Bernhard J. und Ajay K. Kohli (1991): Supervisory Feedback: Alternative Types and Their Impact on Salespeople’s Performance and Satisfaction, Journal of Marketing Research, 28 (2), 190–201.

    Article  Google Scholar 

  • Jentner, Bernhard (1998): Praxisorientiertes Benchmarking-Konzept für die gesamte Wertschöpfungskette der Vertriebsfunktion am Beispiel eines Automobilherstellers, Zeitschrift für Betriebswirtschaft, 68. Jg., 959–977.

    Google Scholar 

  • Johnston, Mark W. und Greg W. Marshall (2009): Churchill/Ford/Walker’s Sales Force Management, 9th ed., McGraw-Hill: Boston et al.

    Google Scholar 

  • Kano, Noriaki (1984): Attractive Quality and Must-Be Quality, The Journal of the Japanese Society for Quality Control, 14 (2), 39–48.

    Google Scholar 

  • Kaplan, Robert S. und David P. Norton (1996): The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press: Boston.

    Google Scholar 

  • Koyck, Leendert M. (1954): Distributed Lags and Investment Analysis, Amsterdam: North Holland.

    Google Scholar 

  • Krafft, Manfred (1999a): Der Kunde im Fokus: Kundennähe, Kundenzufriedenheit, Kundenbindung – und Kundenwert?, Die Betriebswirtschaft, 59. Jg., 511–530.

    Google Scholar 

  • Krafft, Manfred (1999b): An Empirical Investigation of the Antecedents of Sales Force Control Systems, Journal of Marketing, 63 (3), 120–134.

    Article  Google Scholar 

  • Krafft, Manfred (2007): Kundenbindung und Kundenwert, 2. Aufl., Physica: Heidelberg.

    Google Scholar 

  • Kumar, V. und Werner Reinartz (2006): Customer Relationship Management. A Database Approach, John Wiley & Sons.

    Google Scholar 

  • Larkin, Ian (2006): The Cost of High-Powered Incentives: Employee Gaming in Enterprise Software Sales, Working Paper, University of California, Berkeley.

    Google Scholar 

  • Leeflang, Peter S.H., Dick Wittink, Michel Wedel, und Philippe Naert (2000): Building Models for Marketing Decisions, Kluwer: Boston et al.

    Book  Google Scholar 

  • Little, John D.C. (1970): Models and Managers: The Concept of a Decision Calculus, Management Science, 16 (8), B466–B485.

    Article  Google Scholar 

  • Lodish, Leonard M. (1971): CALLPLAN, An Interactive Salesman’s Call Planning System, Management Science, 18 (4), P25–P40.

    Google Scholar 

  • Lodish, Leonard M. (1974): Vaguely right approach to sales force allocations, Harvard Business Review, 52 (1), Jan.-Feb., 119–124.

    Google Scholar 

  • Lodish, Leonard M., Ellen Curtis, Michael Ness und M. Kerry Simpson (1988): Sales Force Sizing and Deployment Using a Decision Calculus Model at Syntex Laboratories, Interfaces, 18 (1), 5–20.

    Article  Google Scholar 

  • Macharzina, Klaus und Joachim Wolf (2008): Unternehmensführung. Das internationale Managementwissen. Konzepte – Methoden – Praxis, 6. Aufl., Gabler: Wiesbaden.

    Google Scholar 

  • Mahajan, Jayashree (1991): A data envelope analytic model for assessing the relative efficiency of the selling function, European Journal of Operational Research, 53 (2), 189–205.

    Article  Google Scholar 

  • Manchanda, Puneet und Pradeep K. Chintagunta (2004): Responsiveness of Physician Prescription Behavior to Salesforce Effort: An Individual Level Analysis, Marketing Letters, 15 (2-3), 129–145.

    Article  Google Scholar 

  • Manchanda, Puneet, Peter E. Rossi und Pradeep K. Chintagunta (2004): Response Modeling with Nonrandom Marketing-Mix Variables, Journal of Marketing Research, 61 (4), 467–478.

    Article  Google Scholar 

  • Marshall, Greg W., William C. Moncrief und Felicia G. Lassk (1999): The Current State of Sales Force Activities, Industrial Marketing Management, 28 (1), 87–98.

    Article  Google Scholar 

  • Martilla, John A. und John C. James (1977): Importance-Performance Analysis, Journal of Marketing, 41 (1), 77–79.

    Article  Google Scholar 

  • McIntyre, Shelby H. (1982): An Experimental Study of the Impact of Judgment-Based Marketing Models, Management Science, 28 (1), 17–33.

    Article  Google Scholar 

  • Mittal, Vikas und Wagner A. Kamakura (2001): Satisfaction, Repurchase Intent, and Repurchasing Behavior: Investigating the Moderating Effect of Customer Characteristics, Journal of Marketing Research, 38 (1), 131–142.

    Article  Google Scholar 

  • Nerlove, Marc und Kenneth J. Arrow (1962): Optimal advertising policy under dynamic conditions, Economica, 29 (114), 129–142.

    Article  Google Scholar 

  • Oliver, Richard L. und Erin Anderson (1994): An Empirical Test of the Consequences of Behavior- and Outcome-Based Sales Control Systems, Journal of Marketing, 58 (4), 53–68.

    Article  Google Scholar 

  • Palmatier, Robert W. (2008): Relationship Marketing, Marketing Science Institute, Cambridge (Mass.). Parsons, Leonard J. und Piet Vanden Abeele (1981): Analysis of Sales Call Effectiveness, Journal of Marketing Research, 18 (1), 107–113.

    Google Scholar 

  • Peiperl, Maury A. (2001): Getting 360 Degree Feedback Right, Harvard Business Review, 79 (1), 142–147.

    Google Scholar 

  • Pfeifer, Phillip E. (2005): The optimal ratio of acquisition and retention costs, Journal of Targeting, Measurement and Analysis for Marketing, 13 (2), 179–188.

    Article  Google Scholar 

  • Proppe, Dennis (2009): Schätzung von Marketing-Modellen mit simulationsbasierten Verfahren, in: Albers, Sönke, Daniel Klapper, Udo Konradt, Achim Walter und Joachim Wolf : Methodik der empirischen Forschung, 3. Aufl., Gabler: Wiesbaden, 433–449.

    Chapter  Google Scholar 

  • Proppe, Dennis und Sönke Albers (2009): Choosing Response Models for Budget Allocation in Heterogeneous and Dynamic Markets: Why Simple Sometimes Does Better, Marketing Science Institute Special Report 09-202, April 2009, http://www.msi.org/publications/publication.cfm?pub=1485.

  • Ramaswami, Sridhar N., Srini S. Srinivasan und Stephen A. Gorton (1997): Information Asymmetry between Salesperson and Supervisor: Postulates from Agency and Social Exchange Theories, Journal of Personal Selling & Sales Management, 17 (3), 29–50.

    Google Scholar 

  • Reichheld, Frederick F. (1996): Satisfaction Trap, Harvard Business Review, 74 (2), 58–59.

    Google Scholar 

  • Reichheld, Frederick F. und W. Earl Sasser, jr. (1990): Zero Defection: Quality Comes to Service, Harvard Business Review, 58 (5), 105–111.

    Google Scholar 

  • Reichmann, Thomas (1997): Controlling mit Kennzahlen und Managementberichten – Grundlagen einer systemgestützten Controlling-Konzeption, 5. Aufl., München.

    Google Scholar 

  • Ryans, Adrian B. und Charles B. Weinberg (1979): Territory Sales Response, Journal of Marketing Research, 16 (4), 453–465.

    Article  Google Scholar 

  • Ryans, Adrian B. und Charles B. Weinberg (1987): Territory Sales Response Models: Stability Over Time, Journal of Marketing Research, 24 (2), 229–233.

    Article  Google Scholar 

  • Saxe, Robert und Barton A. Weitz (1982): The SOCO Scale: A Measure of the Customer Orientation of Salespeople, Journal of Marketing Research, 19 (3), 343–351.

    Article  Google Scholar 

  • Schmalenbach, Eugen (1934): Selbstkostenrechnung und Preispolitik, 6. Aufl., Leipzig 1934.

    Google Scholar 

  • Schmittlein, David und Robert A. Peterson (1994): Customer Base Analysis: An Industrial Purchase Process Application, Marketing Science, 13 (1), 41–67.

    Article  Google Scholar 

  • Sharma, Arun (1997): Customer Satisfaction-Based Incentive Systems: Some Managerial and Salesperson Considerations, Journal of Personal Selling & Sales Management, 17 (2), 61–70.

    Google Scholar 

  • Schwepker, jr., Charles H. und David J. Good (2007): Sales Management’s Influence on Employment and Training in Developing an Ethical Sales Force, Journal of Personal Selling & Sales Management, 27 (4), 325–339.

    Article  Google Scholar 

  • Siebel, Thomas und Michael Malone (1996): Virtual Selling: Going Beyond the Automated Sales Force to Achieve Total Sales Quality, Diane Pub., Darby (Penn.).

    Google Scholar 

  • Siemens (Hrsg.) (2009): Business Conduct Guidelines, (http://w1.siemens.com/responsibility/pool/crframework/business_conduct_guidelines_d.pdf)

  • Siemens (Hrsg.) (2007): Anti-public-corruption compliance, Corporate Compliance Office, München, May 2. (http://w1.siemens.com/responsibility/pool/cr-framework/compliance/verbot_korruption_e.pdf)

  • Sridhar, Shrihari, Murali Mantrala und Sönke Albers (2014): Pharmaceutical Detailing Elasticities: A Meta-Analysis,” in: Min Ding, Jehoshua Eliashberg, Stefan Stremersch : Innovation and Marketing in the Pharmaceutical Industry: Emerging Practices, Research, and Policies, Springer, Heidelberg, forthcoming.

    Google Scholar 

  • Stauss, Bernd (1999): Kundenzufriedenheit, Marketing ZFP, 21 (1), 5–24.

    Google Scholar 

  • Stauss, Bernd und Wolfgang Seidel (2007): Beschwerdemanagement. Unzufriedene Kunden als profitable Zielgruppe, 4. Aufl., Hanser, München.

    Google Scholar 

  • Steenburgh, Thomas J. (2008): Effort or timing: The effect of lump-sum bonuses, Quantitative Marketing and Economics, 6 (3), 235–256.

    Google Scholar 

  • Szymanski, David M. und David H. Henard (2001): Customer Satisfaction: A Meta-Analysis of the Empirical Evidence, Journal of the Academy of Marketing Science, 29 (1), 16–35.

    Google Scholar 

  • Tellis, Gerard J. und Philip Hans Franses (2006): Optimal Data Interval for Estimating Advertising Response, Marketing Science, 25 (3), 217–229.

    Article  Google Scholar 

  • Thomas, Raymond W., Geoffrey N. Soutar und Maria M. Ryan (2001): The Selling Orientation- Customer Orientation (S.O.C.O.) Scale: A Proposed Short Form, Journal of Personal Selling & Sales Management, 21 (1), 63–69.

    Google Scholar 

  • Venkataraman, S. und Stefan Stremersch (2007): The Debate on Influencing Doctors’ Decisions: Are Drug Characteristics the Missing Link?, Management Science, 53 (11), 1688–1701.

    Article  Google Scholar 

  • Zoltners, Andris A. und Prabhakant Sinha (2005): Sales Territory Design: Thirty Years of Modeling and Implementation, Marketing Science, 24 (3), 313–331.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Sönke Albers .

Rights and permissions

Reprints and permissions

Copyright information

© 2013 Springer Fachmedien Wiesbaden

About this chapter

Cite this chapter

Albers, S., Krafft, M. (2013). Performance Management. In: Vertriebsmanagement. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-8349-3663-9_6

Download citation

  • DOI: https://doi.org/10.1007/978-3-8349-3663-9_6

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-409-11965-8

  • Online ISBN: 978-3-8349-3663-9

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics