Analysis of Factors Influencing Sales Organization Effectiveness in State-Owned Banks in Bandung, West Java
DOI:
https://doi.org/10.61194/ijjm.v7i3.2307Keywords:
sales organization effectiveness, salesforce training, sales management control strategies, salesforce performance, salesforce automationAbstract
Introduction/Main Objectives: This study analyzes the impact of sales management control strategies (SMCS), salesforce training (ST), and salesforce performance (SP) on the effectiveness of sales organizations (SOEs) in state-owned banks in Bandung, West Java. This study addresses the critical need to understand how digital technologies interact with the unique bureaucratic structures of the state-owned banking sector. Novelty: The novelty lies in the empirical testing of Salesforce Automation (SFA) as a moderation variable that bridges human resource development and strategic control. This research makes a theoretical contribution by examining whether automation improves the well-established managerial systems in traditional banking. Research Methods: Using quantitative methodology, data were collected from 350 sales managers at 3 state-owned banking institutions. Data was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test for immediate effects and moderation. Findings/Results: Findings show that SMCS, ST, and SP significantly and positively affect SOE, with ST emerging as the most dominant driver. Regarding moderation, SFA statistically strengthens the relationship between SMCS and ST and SOE. However, the effect of this interaction is modest in practical significance. Notably, SFA does not significantly moderate the relationship between SP and SOE. Conclusion: In the highly regulated banking sector, investing in human resources through systematic training remains more important to the success of an organization than technology adoption alone. SFA serves as a complementary and gradual tool that redefines the boundaries of efficiency without replacing the basic competencies of the salesforce.
Downloads
References
Ahearne, M., Jelinek, R., & Rapp, A. (2005). Moving beyond the direct effect of SFA adoption on salesperson performance: Training and support as key moderating factors. Industrial Marketing Management, 34(4 SPEC ISS.). https://doi.org/10.1016/j.indmarman.2004.09.020
Anderson, E., & Oliver, R. L. (1987). Perspectives on Behavior-Based versus Outcome-Based Salesforce Control Systems. Journal of Marketing, 51(4). https://doi.org/10.1177/002224298705100407
Andrea, R. (2011). Determinants and antecedents of sales organization effectiveness. Tržište/Market, Faculty of Economics and Business, University of Zagreb, 23(2), 209–226.
Anwar, M., Rahman Nidar, S., Komara, R., & Layyinaturrobaniyah, L. (2021). A comparative analysis of rural banks’ efficiency between Bali and West Java provinces in Indonesia. Journal of Sustainable Finance & Investment, 11(4), 330–350. https://doi.org/10.1080/20430795.2020.1735220
Attia, A. M., Honeycutt, E. D., & Jantan, M. A. (2008). Global sales training: In search of antecedent, mediating, and consequence variables. Industrial Marketing Management, 37(2). https://doi.org/10.1016/j.indmarman.2006.06.018
Babakus, E., Cravens, D. W., Grant, K., Ingram, T. N., & LaForge, R. W. (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). https://doi.org/10.1016/S0167-8116(96)00016-X
Barker, R. M., Gohmann, S. F., Guan, J., & Faulds, D. J. (2009). Why is my sales force automation system failing? Business Horizons, 52(3). https://doi.org/10.1016/j.bushor.2009.01.001
Bataineh, A. Q., Abu-AlSondos, I. A., Bataineh, J. K. J., Frangieh, R. H., & Mokdad, S. S. El. (2025). From Transactional to Conversational: The Impact of Chatbots on Customers Engagement and Relationship Building in the Banking Sector. Advances in Science, Technology and Innovation. https://doi.org/10.1007/978-3-031-84889-6_59
Behrman, D. N., & Perreault, W. D. (1982). Measuring the performance of industrial salespersons. Journal of Business Research, 10(3). https://doi.org/10.1016/0148-2963(82)90039-X
Buehrer, R. E., Senecal, S., & Bolman Pullins, E. (2005). Sales force technology usage - Reasons, barriers, and support: An exploratory investigation. Industrial Marketing Management, 34(4 SPEC ISS.). https://doi.org/10.1016/j.indmarman.2004.09.017
Chase, L. (2004). The Art of Hat-Switching. In Official Board Markets (Vol. 80, Number 6).
Churchill, G. A., Ford, N. M., Hartley, S. W., & Walker, O. C. (1985). The Determinants of Salesperson Performance: A Meta-Analysis. Journal of Marketing Research, 22(2), 103–118. https://doi.org/10.1177/002224378502200201
Churchill, G. a, Ford, N. M., & Walker, O. C. (1993). Sales Force Management: Planning. Implementation, and Control.
Cravens, D. W. (2011). Achieving Sales Organization Effectiveness. In The Oxford Handbook of Strategic Sales and Sales Management. https://doi.org/10.1093/oxfordhb/9780199569458.003.0004
Cravens, D. W., Ingram, T. N., LaForge, R. W., & Young, C. E. (1993). Behavior-Based and Outcome-Based Salesforce Control Systems. Journal of Marketing, 57(4), 47. https://doi.org/10.2307/1252218
Dang, N. T. T., Nguyen, Q. T., Habaradas, R., Ha, V. D., & Nguyen, V. T. (2020). Talent conceptualization and talent management approaches in the Vietnamese Banking Sector. Journal of Asian Finance, Economics and Business, 7(7). https://doi.org/10.13106/jafeb.2020.vol7.no7.453
Darwich, K. (2025). Bridging the Gap: Essential Soft and Hard Skills for the AI-Driven Banking Workforce. In F. Ghosn, G. Awad, & K. Darwich (Eds.), AI’s Transformative Impact on Finance, Auditing, and Investment (pp. 123–150). IGI Global Scientific Publishing. https://doi.org/10.4018/979-8-3373-0129-7.ch005
Ene, E. E., Abba, G. O., & Fatokun, G. F. (2019). The Impact of Electronic Banking on Financial Inclusion in Nigeria. American Journal of Industrial and Business Management, 09(06). https://doi.org/10.4236/ajibm.2019.96092
Fernando, B. D. (2022). A Qualitative Case Study of the Barriers faced by Bancassurance Managers due to the Covid-19 Pandemic. Vidyodaya Journal of Management, 8(II). https://doi.org/10.31357/vjm.v8iii.6088
Franck, R., & Dampérat, M. (2022). Influence of sales force automation on salesperson performance: A study of interpersonal and intrapersonal mediators. Recherche et Applications En Marketing (English Edition), 37(3), 59–85. https://doi.org/10.1177/20515707221131150
Gani, M., Hanafi, R., & Amar, K. (2021). DESIGN OF SALES PERFORMANCE DASHBOARD BASED ON SALES FUNNEL & SALES FORCE AUTOMATION THEORIES: A CASE OF AN INDONESIAN ISLAMIC BANK. International Journal of Islamic Banking and Finance Research. https://doi.org/10.46281/ijibfr.v8i1.1527
Giebe, C., & Schulz, K. (2021). Digitalization and its Rapid Impact on Savings Banks in Germany. Global Journal of Management and Business Research. https://doi.org/10.34257/gjmbrbvol21is4pg1
Giovannetti, M., Cardinali, S., & Sharma, P. (2020). Sales technology and salespeople’s ambidexterity: an ecosystem approach. Journal of Business and Industrial Marketing, 36(4). https://doi.org/10.1108/JBIM-01-2020-0034
Hair, Jr. J. F., M. Hult, G. T., M. Ringle, C., Sarstedt, & Marko. (2022). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM) [3 ed]. In Sage Publishing (Vol. 3, Number 1).
Hanaysha, J. R., & Mehmood, K. K. (2022). An Exploration of the Effect of Customer Relationship Management on Organizational Performance in the Banking Sector. International Journal of Customer Relationship Marketing and Management, 13(1). https://doi.org/10.4018/IJCRMM.2022010101
Hancock, T., Pullins, E. B., Johnson, C. M., & Mallin, M. L. (2022). Understanding How Salesperson Envy and Emotional Exhaustion Lead to Negative Consequences: The Role of Motivation. Journal of Business-to-Business Marketing, 29(3–4). https://doi.org/10.1080/1051712X.2022.2121504
Hapsari, E. P., Pranoto, F. V. P., Surosa, R. M., Sari, R. K., & Nurcahyo, R. (2024). Effective Marketing Strategies to Improve Sales Performance in the Manufacture Industry. 2024 International Conference on Decision Aid Sciences and Applications, DASA 2024. https://doi.org/10.1109/DASA63652.2024.10836451
Holloway, B. B., Deitz, G. D., & Hansen, J. D. (2013). The Benefits of Sales Force Automation (SFA): An Empirical Examination of SFA Usage on Relationship Quality and Performance. Journal of Relationship Marketing, 12(4). https://doi.org/10.1080/15332667.2013.846735
Jelinek, R. (2013). All pain, no gain? Why adopting sales force automation tools is insufficient for performance improvement. Business Horizons, 56(5). https://doi.org/10.1016/j.bushor.2013.06.002
Jelinek, R., Ahearne, M., Mathieu, J., & Schillewaert, N. (2006). A Longitudinal Examination of Individual, Organizational, and Contextual Factors on Sales Technology Adoption and Job Performance. Journal of Marketing Theory and Practice, 14(1), 7–23. https://doi.org/10.2753/MTP1069-6679140101
Jha, S., Balaji, M. S., Yavas, U., & Babakus, E. (2017). Effects of frontline employee role overload on customer responses and sales performance: Moderator and mediators. European Journal of Marketing, 51(2). https://doi.org/10.1108/EJM-01-2015-0009
John, G., & Weitz, B. (1989). Salesforce Compensation: An Empirical Investigation of Factors Related to Use of Salary versus Incentive Compensation. Journal of Marketing Research, 26(1). https://doi.org/10.1177/002224378902600101
Koay, H. S., bin Mohd Mokhtar, S. S., & bin Adam, M. Z. A. (2023). Antecedents of Sales Performance in the Malaysian Commercial Banking Industry. Journal of Technology Management and Business, 10(2). https://doi.org/10.30880/jtmb.2023.10.02.005
Kodwani, A. D., & Prashar, S. (2019). Assessing the influencers of sales training effectiveness before and after training: Mediating role of motivation to learn and moderating role of choice. Benchmarking, 26(4). https://doi.org/10.1108/BIJ-05-2018-0126
Kurniawati, R. (2018). Organizational management and employees performance in banking services. IOP Conference Series: Materials Science and Engineering, 434(1). https://doi.org/10.1088/1757-899X/434/1/012168
Larpsiri, R., & Speece, M. (2004). Technology integration: Perceptions of sales force automation in Thailand’s life assurance industry. Marketing Intelligence & Planning, 22(4). https://doi.org/10.1108/02634500410542752
Madhani, P. M. (2015). Salesforce Control System, Performance Measures and the Business Cycle. Compensation and Benefits Review, 47(2). https://doi.org/10.1177/0886368715589020
Moore, G. C., & Benbasat, I. (1991). Development of an instrument to measure the perceptions of adopting an information technology innovation. Information Systems Research, 2(3). https://doi.org/10.1287/isre.2.3.192
Moutot, J. M., & Bascoul, G. (2008). Effects of sales force automation use on sales force activities and customer relationship management processes. Journal of Personal Selling and Sales Management, 28(2). https://doi.org/10.2753/PSS0885-3134280205
O’Donnell, E., & Marsh, L. (2022). The Impact of Compensation Structure on Salesperson Perceptions and Behaviors: Insights From the Sales Literature. Compensation and Benefits Review, 54(1). https://doi.org/10.1177/08863687211043441
Oliver, R. L., & Anderson, E. (1994). An Empirical Test of the Consequences of Behavior-and Outcome-Based Sales Control Systems. Journal of Marketing, 58(4). https://doi.org/10.1177/002224299405800405
Piercy, N. F., Cravens, D. W., & Lane, N. (2009). Sales management control level and competencies: Antecedents and consequences. Industrial Marketing Management, 38(4). https://doi.org/10.1016/j.indmarman.2008.03.002
Piercy, N. F., Low, G. S., & Cravens, D. W. (2004). Examining the effectiveness of sales management control practices in developing countries. Journal of World Business, 39(3). https://doi.org/10.1016/j.jwb.2004.04.005
Piercy, N. F., Low, G. S., & Cravens, D. W. (2011). Country differences concerning sales organization and salesperson antecedents of sales unit effectiveness. Journal of World Business, 46(1). https://doi.org/10.1016/j.jwb.2010.05.022
Prakash, N., Singh, S., & Sharma, S. (2025). Technological Diffusion, Bank Performance, and Solow’s Paradox: Insights from an Emerging Economy. Journal of the Knowledge Economy, 16(3). https://doi.org/10.1007/s13132-024-02347-4
Prasanthi, B. G., Lakshmi, B. G., Singh, I., Seereddi, S., & Saxena, S. (2023). Analysing Sales Enablement Technologies and Their Role in Enhancing Sales Teams. Tuijin Jishu/Journal of Propulsion Technology, 44(4), 4473–4480. https://doi.org/10.52783/tjjpt.v44.i4.1693
Prayogi, M. A., Fahmi, M., Zurriah, R., Amaliah, N., & Siagian, A. D. (2025). The mediating job crafting and ORGANIZATIONAL resilience in linking information technology capabilities with sales performance: An empirical study from Indonesia. Innovative Marketing, 21(1), 182–196. https://doi.org/10.21511/im.21(1).2025.15
Pullins, E., Tarafdar, M., & Pham, P. (2020). The dark side of sales technologies: how technostress affects sales professionals. Journal of Organizational Effectiveness, 7(3). https://doi.org/10.1108/JOEPP-04-2020-0045
Putri, P. I., Rahayu K, N., Rahmayani, D., & Siregar, M. E. S. (2022). The Effect of Green Banking and Financial Performance on Banking Profitability. Quality - Access to Success, 23(191). https://doi.org/10.47750/QAS/23.191.05
Reid, D. A., Plank, R. E., Peterson, R. M., & Rich, G. A. (2017). Examining the use of sales force management practices. Journal of Business and Industrial Marketing, 32(7). https://doi.org/10.1108/JBIM-02-2016-0040
Rigopoulos, K., Robben, H., Kaminakis, K., Childs, D. R. N., & Peelen, E. (2025). Overcoming the death of a salesman: the role of customer type and sales technology deployment in managing the impacts of relationship marketing investments following a relational disruption. Journal of Personal Selling and Sales Management, 45(3). https://doi.org/10.1080/08853134.2025.2490582
Saputra, I., Murwaningsari, E., & Augustine, Y. (2023). ENTERPRISE RISK MANAGEMENT, MANAGEMENT CONTROL SYSTEMS, AND DIGITAL BANKING TRANSFORMATION ANALYSIS ON THE EVALUATION OF SUSTAINABLE BANKING IN INDONESIAN BANKING. Journal of Law and Sustainable Development, 11(3). https://doi.org/10.55908/SDGS.V11I3.715
Schwepker, C. H., & Good, M. C. (2022). Salesperson grit: reducing unethical behavior and job stress. Journal of Business and Industrial Marketing, 37(9). https://doi.org/10.1108/JBIM-04-2021-0211
Simamora, B. H., So, I. G., & Natalia. (2016). Sales force application effectiveness evaluation for improvement. Internetworking Indonesia Journal, 8(2).
Singh Shanmugam, M. P. (2025). Maximizing Business Growth: The Economic Impact of Salesforce-Driven CRM Intelligence. 2025 International Conference on Next Generation Computing Systems: Intelligent System for Sustainable Development, ICNGCS 2025 - Conference Proceedings. https://doi.org/10.1109/ICNGCS64900.2025.11183293
Sinha, S., & Mukherjee, S. (2020). Sales strategies of banks: An empirical study of select private sector banks in India. In Journal of Critical Reviews (Vol. 7, Number 2). https://doi.org/10.31838/jcr.07.02.14
Spiro, R. L., & Weitz, B. A. (1990). Adaptive Selling: Conceptualization, Measurement, and Nomological Validity. Journal of Marketing Research, 27(1). https://doi.org/10.1177/002224379002700106
Sutrisno, D. (2025, September 5). Bandung Raya Masih Jadi Magnet Pertumbuhan Ekonomi Jabar. IDN Times Jabar. https://jabar.idntimes.com/news/jawa-barat/bandung-raya-masih-jadi-magnet-pertumbuhan-ekonomi-jabar-00-5nshf-3ldvxz
Syarif, M. (2025, November 20). Bank Indonesia Sebut Jabar Jadi Lokomotif Investasi Nasional. Neraca.Co.Id. https://www.neraca.co.id/article/228678/bank-indonesia-sebut-jabar-jadi-lokomotif-investasi-nasional
Thuda, A., Hamsal, M., Warganegara, D. L., & Heriyati, P. (2024). The role of business transformation strategy in Indonesian regional development banks. Banks and Bank Systems, 19(4). https://doi.org/10.21511/bbs.19(4).2024.20
Treen, E., & Yu, Y. (2022). Empathy and EGO-drive in the B2B salesforce: Impacts on job satisfaction. Industrial Marketing Management, 106. https://doi.org/10.1016/j.indmarman.2022.08.001
Venkatesh, V., & Davis, F. D. (2000). Theoretical extension of the Technology Acceptance Model: Four longitudinal field studies. Management Science, 46(2). https://doi.org/10.1287/mnsc.46.2.186.11926
Wahyuningsih, D. W. (2019). THE INFLUENCE OF SALES FORCE AUTOMATION AND SALES TRAINING ON MEDICAL REPRESENTATIVE PERFORMANCE TO IMPROVE SALES EFFECTIVENESS. International Journal of Economics, Business and Accounting Research (IJEBAR), 2(04). https://doi.org/10.29040/ijebar.v2i04.617
Walker, O. C., Churchill, G. A., & Ford, N. M. (1977). Motivation and Performance in Industrial Selling: Present Knowledge and Needed Research. Journal of Marketing Research, 14(2). https://doi.org/10.1177/002224377701400203
Wengler, S., Hildmann, G., & Vossebein, U. (2020). Digital transformation in sales as an evolving process. Journal of Business and Industrial Marketing, 36(4). https://doi.org/10.1108/JBIM-03-2020-0124
Yi, H. T., Cha, Y. B., & Amenuvor, F. E. (2021). Effects of sales-related capabilities of personal selling organizations on individual sales capability, sales behaviors and sales performance in cosmetics personal selling channels. Sustainability (Switzerland), 13(7). https://doi.org/10.3390/su13073937
Zahra, R. (2025). AI in Lead Scoring and CRM: Salesforce Einstein’s Role in Improving Customer Relationships. In Enhancing Customer Experience With AI-Powered Marketing. https://doi.org/10.4018/979-8-3373-3221-5.ch006
Zhou, J., & Charoensukmongkol, P. (2024). How Social Media Use in B2B Export Selling Contributes to Sales Performance: The Media Synchronicity Theory Perspective. International Journal of Business Communication, 61(3). https://doi.org/10.1177/23294884231176279
Zubair, A., Abro, M. A., Usman, M., & Shabbir, R. (2023). Role of supervisor support, CCM approach and salesforce performance in service selling. International Social Science Journal, 73(249). https://doi.org/10.1111/issj.12431
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Syahputra, Yogi Suprayogi, Rajiv Dharma Mangruwa

This work is licensed under a Creative Commons Attribution 4.0 International License.

This work is licensed under a Creative Commons Attribution 4.0 International License.




