\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Propelling Sales in Adverse Condition in a Distribution Company: A Literature Review},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2020-01-15 (revised: 15 January 2020)}
\def\TheID{\makeatother }
\def\TheDate{2020-01-15}
\title{Propelling Sales in Adverse Condition in a Distribution Company: A Literature Review}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Vincent Bien G.  Ng}

             \affil[1]{  University of Rizal System - Antipolo Rizal Campus}

\renewcommand\Authands{ and }

\date{\small \em Received: 7 December 2019 Accepted: 31 December 2019 Published: 15 January 2020}

\maketitle


\begin{abstract}
        


With the growing and numerous distributors that compete in the market, the distribution company is measured on how it can propel sales in a regular or adverse condition. The salespersons and other related personnel of the company are accountable for delivering the sales to customers. The goal of this review is to evaluate issues encountered when propelling sales in the adverse conditions in a distribution company as it examined articles posted in on-line international journals from 2013 to 2020. It focuses on the findings of some articles when propelling sales in adverse conditions, particularly the accountability of the personnel in the Sales organization.

\end{abstract}


\keywords{adverse condition, distribution company, propelling sales, sales.}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
his study aims to focus on sales in a distribution company and address issues when propelling sales in normal and adverse conditions. Distribution companies in the context of this paper are those who import their raw materials and products from different suppliers. The business units that import these materials sell them to their customer and maximize potential margin as much as possible. Chatterjee A., Rong M.  {\ref (2019)} Obtaining the products can happen thru regional purchasing or from a local business unit to address the customer's requirements. These materials will be converted and distributed to their customers and consumers who will use their end products. Provided that these distribution companies can build their infrastructure, personnel, offices, warehouses, and technical capability, it is still necessary to determine personnel accountability to deliver the customer's order. \hyperref[b35]{(Ross D. F. 2015)} Support functional groups like administration, sales coordinator, imports coordinator, collector, warehouse personnel, delivery personnel, and other personnel interrelated with the sales process should be accountable and understand their scope of responsibilities to secure the delivery, Kuo, Stewart, (2017). 
\section[{II.}]{II.} 
\section[{Discussions a) Sales Strategy}]{Discussions a) Sales Strategy}\par
The Sales Strategy of a business unit is part of the budget planning before the next fiscal year. These business strategies are studied together with the management, which includes the sales forecast, cost of goods, other expenses, commissions, capital expenditures, headcount requirements, and any related expenses that will affect the income of the business unit budget. Cheng, C.S.A., Chu, K.C.K. \& Ohlson, J. (2020).\par
Substantial growth and market share are key elements to maintain your position as a leading distributor. You can propel your sales with quality products, branded suppliers, and most of all, competitive pricing. (de Almeida, M.I.S., Porto, R.B., Coelho, R.L.F., 2017).\par
The proper planning from the beginning should be in place for you to meet your objectives. You may strategize it together with your team and other internal parties to meet your sales objective. For any changes, revision, and unmet objectives, alignment of actions and strategy will be the next activity. (R de Graaf, 2019).\par
As discussed in the paper of O'Connor, N. G., and Wu, A. (2020), these procedures of Plan Do Check Action (PDCA) will provide you proper planning, doing the activities, checking or monitoring the activities, and action to adjust the plans to meet your objectives.\par
In Sales and Operations Planning, the effectiveness and efficiency of a plan is being measured. It also helps the organization to measure the capability of the planning with transparency, Hulthén, H., Näslund, D. and Norrman, A. (2016). Roscoe, Subramanian, Prifiti, Wu (2020) explained that the main objective of sales planning is to maximize operational efficiency and to make the business more profitable.\par
Attributes like finding new clients, making marketing sales tools, and a highly competitive environment improve a salesperson to be more active and efficient as indicated in the research of Evgeni and Todorova, Gergana (2017). Arnette and Wittman (2014) identified that marketing success could be met with thorough knowledge and exchanges of discussion with other sales and marketing business units. Thus, the investment of the correct individual will result in meeting the desired work output,  {\ref Paleri}  Same with the research paper of Hartmann, N. N., Lussier, B (2019), due to severe changes and implementation of organizational changes, sales company needs to be flexible and address the impact of these changes. 
\section[{b) Accountability in the Sales Workplace}]{b) Accountability in the Sales Workplace}\par
Salespersons are considered assets by the company and valued for their experiences, soft skills, and capabilities to deliver sales through customer relationships.  {\ref (} Transparency and accountability play a big part within the sales company, particularly when propelling sales in adverse condition to achieve delivery of products thru the business process, internal controls, and other factors affecting the process, Hulstijn J., Burgemeestre B.,  {\ref (2014)}. With the two types of Accountability: Vertical Accountability and Horizontal Accountability. Vertical Accountability is the processes with the business units or department where the Horizontal Accountability is considered as co-equal accountability among different department and act as horizontal accounts, Sakib N.H. (2020). The necessity to provide correct information with other stakeholder, same understanding, and update, Yao J., Chen S., Levy D. (2014).\par
On the other hand, the research paper of Bonilla-Hernández A.L. (2020), explained that due to fear and punishment, the accountability of each person in any process was affected because of a lack of knowledge about their responsibility. Baldoni M., Baroglio C., Boissier O., May K.M., Micalizio R., Tedeschi S. (2018), it is possible to provide specific areas of responsibilities to each employee that will connect to other stakeholders to achieve their goals.\par
To understand the accountability capability, company leaders should design a role competency matrix that will help align the process owners to understand their targets. This will help employees to conduct the business process at their own capability with accountability. Kuruba M. (2019). It can be measured thru analytical, technical, educational, and experienced-based capability, Madhavi T., Mehrotra R. (2019).\par
In propelling of sales in an adverse condition, such as competency to deliver the sales are vital to the distribution companies that will make the company sustainable in short, mid, and long-term situation. Chowdhury, M., Sarkar, A., Paul, S.K. (2020). 
\section[{c) Digitalization in Sales}]{c) Digitalization in Sales}\par
Technology is another area that needs to be checked and considered. It provides a major role for both interested parties from the proposal up to the product delivery. The sales professionals can improve their efficiency, by monitoring the Customer Relationship Management (CRM) tool, Rodriguez M., Yim F.  {\ref (2015)}. It also supports venues like virtual meeting with your customer and within the organization, Winarsih, Indriastuti M., Fuad K. (2021). In the research paper of Saavedra C.A. (2016), there are still customers who require technical support and customer visitation to address their concerns.\par
With some limitations of virtual meetings, salespersons tend to do more on talking and explaining the presentation rather than having a good chat with the customer, highlighting the product value and discussing the product features and benefits, Davies I.A., Meunier-Fitz Hugh K. L., Ryals L. J. (2015). Some customers still prefer to have a face to face discussion with the salesperson to address his inquiry rather than discussing on the mobile phone or virtual meeting, Kaptein M., Parvinen P.  {\ref (2015)}.\par
Given that Customer Order has been placed, the processing is still a question. It will be processed and passed to different processes to realize the sales, Hase S., Busch C. (2018). In the literature review of Luszczak A. (2019), it explained that customer orders should follow the sales process starting from customer requirement, price quotation, sales order, delivery, invoicing, and collection of payment.\par
In the research paper of Hase S., Busch C. (2018), he included the vital role of sales service, backoffice support and successful teamwork to propel sales in normal or adverse conditions. 
\section[{III.}]{III.} 
\section[{Results}]{Results}\par
The articles reviewed showed that affecting the performance of sales in various conditions. However, the literature reviewed showed insufficiency of studies on propelling sales in the different process of the Distribution Company. The factors both from Sales Strategy and Accountability are the very important subject matter of the study. Further studies on the different areas to propel sales in a Distribution company are recommended that will affect the different levels of personnel in the organization. 
\section[{Literature Cited}]{Literature Cited} \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.6456730769230768\textwidth}P{0.032692307692307694\textwidth}P{0.040865384615384616\textwidth}P{0.09807692307692308\textwidth}P{0.032692307692307694\textwidth}}
\multicolumn{5}{l}{environment of the salespeople encourage to improve}\\
inter-relation\tabcellsep with\tabcellsep other\tabcellsep stakeholders\tabcellsep thru\\
communication.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: P. (2018). It is explained in the paper of Spillecke S., Brettel M. (2017), that challenges in the new selling T Author: Market Unit Manager / Coatings, Construction, Adhesive and Sealant Market Connell Bros. Co. Pilipinas, Inc. Penthouse, The JMT Corporate Condominium, ADB Ave. Ortigas Center, Pasig City, 1605, Philippines. e-mail: vincentbien.ng@gmail.com]} 
\caption{\label{tab_0}}\end{figure}
 			\footnote{© 2020 Global Journals} 		 		\backmatter  			 
\subsection[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
Volume XX Issue XVIII Version I Year 2020 ( ) A			 			  				\begin{bibitemlist}{1}
\bibitem[Springer]{b11}\label{b11} 	 		\textit{},  		 			Cham Springer 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-10864-3_63}{10.1007/978-3-319-10864-3\textunderscore 63}.  		 \url{https://doi.org/10.1007/978-3-319-10864-3\textunderscore 63}  		 	 
\bibitem[Springer]{b13}\label{b13} 	 		\textit{},  		 			Cham Springer 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-47331-4_298}{10.1007/978-3-319-47331-4\textunderscore 298}.  		 \url{https://doi.org/10.1007/978-3-319-47331-4\textunderscore 298}  		 	 
\bibitem[Springer]{b19}\label{b19} 	 		\textit{},  		 			Cham Springer 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-61174-7_5}{10.1007/978-3-319-61174-7\textunderscore 5}.  		 \url{https://doi.org/10.1007/978-3-319-61174-7\textunderscore 5}  		 	 
\bibitem[Researchgate]{b29}\label{b29} 	 		\textit{},  		 			Researchgate 		.  		 \url{https://www.researchgate.net/profile/Neale\textunderscore OConnor/publication/341270701\textunderscore EXECUTING\textunderscore A\textunderscore WINNING\textunderscore SALES\textunderscore STRATEGY\textunderscore AT\textunderscore 3L\textunderscore COILS/links/5eb6bc5192851cd50da3b728/EXECUTING-A-WINNING-SALES-STRATEGY-AT-3L-COILS.pdf}  		 	 
\bibitem[Springer]{b32}\label{b32} 	 		\textit{},  		 			Cham Springer 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-11806-2_86}{10.1007/978-3-319-11806-2\textunderscore 86}.  		 \url{https://doi.org/10.1007/978-3-319-11806-2\textunderscore 86}  		 	 
\bibitem[Springer]{b34}\label{b34} 	 		\textit{},  		 			Cham Springer 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-11797-3_146}{10.1007/978-3-319-11797-3\textunderscore 146}.  		 \url{https://doi.org/10.1007/978-3-319-11797-3\textunderscore 146}  		 	 
\bibitem[Baldoni et al. ()]{b2}\label{b2} 	 		\textit{},  		 			M Baldoni 		,  		 			C Baroglio 		,  		 			O Boissier 		,  		 			K M May 		,  		 			R Micalizio 		,  		 			S Tedeschi 		.  		2018.  	 
\bibitem[Hase and Busch ()]{b18}\label{b18} 	 		‘) the Sales Team’.  		 			S Hase 		,  		 			C Busch 		.  	 	 		\textit{The Quintessence of Sales. Quintessence Series},  				2018.  	 
\bibitem[Kuruba]{b24}\label{b24} 	 		‘2019) the Role Competency Matrix’.  		 			M Kuruba 		.  		 \xref{http://dx.doi.org/10.1007/978-981-13-7972-7_5}{10.1007/978-981-13-7972-7\textunderscore 5}.  		 \url{https://doi.org/10.1007/978-981-13-7972-7\textunderscore 5}  	 	 		\textit{Role Competency Matrix}  		Springer.  	 
\bibitem[Chowdhury et al. ()]{b8}\label{b8} 	 		‘A case study on strategies to deal with the impacts of COVID-19 pandemic in the food and beverage industry’.  		 			M Chowdhury 		,  		 			A Sarkar 		,  		 			S K Paul 		.  		 \xref{http://dx.doi.org/10.1007/s12063-020-00166-9}{10.1007/s12063-020-00166-9}.  		 \url{https://doi.org/10.1007/s12063-020-00166-9}  	 	 		\textit{Oper Manag Res}  		2020.  	 
\bibitem[Miller Oren Sakurai Noda Savarimuthu Son]{b3}\label{b3} 	 		‘Accountability and Responsibility in Agent Organizations’.  		 \xref{http://dx.doi.org/10.1007/978-3-030-03098-8_16}{10.1007/978-3-030-03098-8\textunderscore 16}.  	 	 		\textit{PRIMA 2018: Principles and Practice of Multi-Agent Systems. PRIMA 2018},  		Lecture Notes in Computer Science  		 			T Miller,  			N Oren,  			Y Sakurai,  			I Noda,  			B Savarimuthu,  			Cao Son,  			T 		 (ed.)  		Springer. 11224.  	 
\bibitem[Bonilla-Hernández ()]{b5}\label{b5} 	 		‘Accountability in Assertive Decisions Making’.  		 			A L Bonilla-Hernández 		.  		 \xref{http://dx.doi.org/10.1007/978-3-030-50791-6_18}{10.1007/978-3-030-50791-6\textunderscore 18}.  	 	 		\textit{Advances in Human Factors, Business Management and Leadership. AHFE 2020. Advances in Intelligent Systems and Computing},  				 			J Kantola,  			S Nazir,  			V Salminen 		 (ed.)  		2020. Springer. 1209.  	 
\bibitem[Yao et al. ()]{b42}\label{b42} 	 		\textit{Accountability-Based Compliance Control of Collaborative},  		 			J Yao 		,  		 			S Chen 		,  		 			D Levy 		.  		2014.  	 
\bibitem[Cheng et al. ()]{b7}\label{b7} 	 		‘Analyst forecasts: sales and profit margins’.  		 			C S A Cheng 		,  		 			K C K Chu 		,  		 			J Ohlson 		.  		 \xref{http://dx.doi.org/10.1007/s\%2011142-019-09521-z}{10.1007/s\%2011142-019-09521-z}.  		 \url{https://doi.org/10.1007/s11142-019-09521-z}  	 	 		\textit{Rev Account Stud}  		2020. 25 p. .  	 
\bibitem[Su and Chen ()]{b40}\label{b40} 	 		‘Ancient Art of War Style Management at Huawei Technologies Co., Ltd’.  		 			Y Su 		,  		 			L Chen 		.  		 \xref{http://dx.doi.org/10.1007/978-3-642-35214-0_6}{10.1007/978-3-642-35214-0\textunderscore 6}.  		 \url{https://doi.org/10.1007/978-3-642-35214-0\textunderscore 6}  	 	 		\textit{Modern Oriental Corporate Culture},  				 (Berlin, Heidelberg)  		2014. Springer.  	 
\bibitem[Becerra and Spotts (ed.) ()]{b4}\label{b4} 	 		 			E P Becerra 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-11848-2_14}{10.1007/978-3-319-11848-2\textunderscore 14}.  		 \url{https://doi.org/10.1007/978-3-319-11848-2\textunderscore 14}  		\textit{Accountability in the Buyer-Seller Relationship: Understanding the Influence of Culture on Buyer'S Accountability to the Supplier Firm'S Salesperson},  				 			H Spotts 		 (ed.)  		2015. Springer.  	 	 (Creating and Delivering Value in Marketing. Developments in Marketing Science: Proceedings of the Academy of Marketing Science) 
\bibitem[Roscoe et al. ()]{b37}\label{b37} 	 		\textit{Business Strategy and The Environment},  		 			Samuel Roscoe 		,  		 			Nachiappan Subramanian 		,  		 			Romina Prifti 		,  		 			Lin Wu 		.  		 \xref{http://dx.doi.org/10.1002/bse.2594}{10.1002/bse.2594}.  		 \url{https://doi.org/10.1002/bse.2594}  		2020. ERP Environment and John Wiley \& Sons Ltd.  	 
\bibitem[Madhavi and Mehrotra ()]{b26}\label{b26} 	 		‘Competency-Based Talent Management--An Effective Management Tool’.  		 			T Madhavi 		,  		 			R Mehrotra 		.  		 \xref{http://dx.doi.org/10.1007/978-981-13-7091-5_27}{10.1007/978-981-13-7091-5\textunderscore 27}.  		 \url{https://doi.org/10.1007/978-981-13-7091-5\textunderscore 27}  	 	 		\textit{Proceedings of the Third International Conference on Microelectronics, Computing and Communication Systems},  		Lecture Notes in Electrical Engineering  		 			V Nath,  			J Mandal 		 (ed.)  		 (the Third International Conference on Microelectronics, Computing and Communication SystemsSingapore)  		2019. Springer. 556.  	 
\bibitem[Hulstijn and Burgemeestre (ed.) ()]{b20}\label{b20} 	 		\textit{Design for the Values of Accountability and Transparency},  		 			J Hulstijn 		,  		 			B Burgemeestre 		.  		 \xref{http://dx.doi.org/10.1007/978-94-007-6994-6_12-1}{10.1007/978-94-007-6994-6\textunderscore 12-1}.  		 \url{https://doi.org/10.1007/978-94-007-6994-6\textunderscore 12-1}  		van den Hoven J., Vermaas P., van de Poel I. (ed.)  		2014. Dordrecht: Springer.  	 	 (Handbook of Ethics, Values, and Technological Design) 
\bibitem[Kaptein and Parvinen ()]{b22}\label{b22} 	 		‘Dynamically Adapting Sales Influence Tactics in E-Commerce’.  		 			M Kaptein 		,  		 			P Parvinen 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-10912-1_146}{10.1007/978-3-319-10912-1\textunderscore 146}.  		 \url{https://doi.org/10.1007/978-3-319-10912-1\textunderscore 146}  	 	 		\textit{Marketing Dynamism \& Sustainability: Things Change, Things 21. Stay the Same?. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			Jr L Robinson 		 (ed.)  		2015. Springer.  	 
\bibitem[O'connor and Wu ()]{b28}\label{b28} 	 		\textit{EXECUTING A WINNING SALES STRATEGY AT 3L COILS},  		 			Neale G O'connor 		,  		 			Anne Wu 		.  		2020.  	 
\bibitem[Hulthén et al. ()]{b21}\label{b21} 	 		‘Framework for measuring performance of the sales and operations planning process’.  		 			H Hulthén 		,  		 			D Näslund 		,  		 			A Norrman 		.  		 \xref{http://dx.doi.org/10.1108/IJPDLM-05-2016-0139}{10.1108/IJPDLM-05-2016-0139}.  		 \url{https://doi.org/10.1108/IJPDLM-05-2016-0139}  	 	 		\textit{International Journal of Physical Distribution \& Logistics Management}  		2016. 46  (9)  p. .  	 
\bibitem[Kuo and Stewart ()]{b23}\label{b23} 	 		\textit{Group Accountability: A Review and Extension of Existing Research},  		 			C Y Kuo 		,  		 			V Stewart 		.  		 \xref{http://dx.doi.org/10.1177/1046496417712438}{10.1177/1046496417712438}.  		 \url{https://doi.org/10.1177/1046496417712438}  		2017. Dublin, Ireland.  	 
\bibitem[Sakib ()]{b36}\label{b36} 	 		‘Horizontal Accountability to Prevent Corruption’.  		 			N H Sakib 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-31816-5_3930-1}{10.1007/978-3-319-31816-5\textunderscore 3930-1}.  		 \url{https://doi.org/10.1007/978-3-319-31816-5\textunderscore 3930-1}  	 	 		\textit{Global Encyclopedia of Public Administration, Public Policy, and Governance},  				 			A Farazmand 		 (ed.)  		2020. Springer.  	 
\bibitem[Almeida et al. ()]{b12}\label{b12} 	 		‘How Service Differentiation at the Store Level Impacts B2B Performance? Product-Service Interplay Implications for Sales and Market Share in an Emerging Market’.  		 			De Almeida 		,  		 			M I S Porto 		,  		 			R B Coelho 		,  		 			RL F 		.  	 	 		\textit{Marketing at the Confluence between Entertainment and Analytics. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			P Rossi 		 (ed.)  		2017.  	 
\bibitem[Winarsih and Fuad ()]{b41}\label{b41} 	 		‘Impact of Covid-19 on Digital Transformation and Sustainability in Small and Medium Enterprises (SMEs): A Conceptual Framework’.  		 			Indriastuti M Winarsih 		,  		 			K Fuad 		.  		 \xref{http://dx.doi.org/10.1007/978-3-030-50454-0_48}{10.1007/978-3-030-50454-0\textunderscore 48}.  		 \url{https://doi.org/10.1007/978-3-030-50454-0\textunderscore 48}  	 	 		\textit{Complex, Intelligent and Software Intensive Systems. CISIS 2020. Advances in Intelligent Systems and Computing},  				 			L Barolli,  			A Poniszewska-Maranda,  			T Enokido 		 (ed.)  		2021. Springer. 1194.  	 
\bibitem[Rodriguez and Yim ()]{b33}\label{b33} 	 		‘Impact of CRM on sales Performance for virtual sales professionals’.  		 			M Rodriguez 		,  		 			F Yim 		.  	 	 		\textit{Proceedings of the 2010 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			D Deeter-Schmelz 		 (ed.)  		 (the 2010 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: the Academy of Marketing Science)  		2015.  	 
\bibitem[Arnette and Wittman]{b0}\label{b0} 	 		\textit{Improving marketing success: The role of tacit knowledge exchange between sales and marketing, Science Direct ®},  		 			D B Arnette 		,  		 			C M Wittman 		.  		 \xref{http://dx.doi.org/10.1016/j.jbusres.2013.01.018}{10.1016/j.jbusres.2013.01.018}.  		 \url{https://doi.org/10.1016/j.jbusres.2013.01.018}  		Elsevier B. V., USA.  	 
\bibitem[Ross ()]{b35}\label{b35} 	 		\textit{International Distribution. In: Distribution Planning and Control},  		 			D F Ross 		.  		 \xref{http://dx.doi.org/10.1007/978-1-4899-7578-2_14}{10.1007/978-1-4899-7578-2\textunderscore 14}.  		 \url{https://doi.org/10.1007/978-1-4899-7578-2\textunderscore 14}  		2015. NewYork, NY: Springer.  	 
\bibitem[Paleri ()]{b30}\label{b30} 	 		‘Investing Human Capital’.  		 			P Paleri 		.  		 \xref{http://dx.doi.org/10.1007/978-981-10-6024-3_9}{10.1007/978-981-10-6024-3\textunderscore 9}.  		 981-10-6024-3\textunderscore 9.  		 \url{https://doi.org/10.1007/978-}  	 	 		\textit{Human Investment Management},  				 (Singapore)  		2018. Springer.  	 
\bibitem[Hartmann and Lussier ()]{b17}\label{b17} 	 		‘Managing the sales force through the unexpected exogenous COVID-19 crisis’.  		 			N N Hartmann 		,  		 			B Lussier 		.  		 \xref{http://dx.doi.org/10.1016/j.indmarman.2020.\%2005.005}{10.1016/j.indmarman.2020.\%2005.005}.  		 \url{https://doi.org/10.1016/j.indmarman.2020.05.005}  	 	 		\textit{ScienceDirect ®}  		2019. Elsevier B. V., USA.  	 
\bibitem[De Graaf ()]{b14}\label{b14} 	 		\textit{Managing Your Data Sciences Projects: Learn Salesmanship, Presentation and Maintenance of Completed Models},  		 			R De Graaf 		.  		 \xref{http://dx.doi.org/10.1007/978-1-4842-4907-9}{10.1007/978-1-4842-4907-9}.  		 \url{https://doi.org/10.1007/978-1-4842-4907-9}  		2019. New York, NY: Springer.  	 
\bibitem[Moser et al. ()]{b27}\label{b27} 	 		‘Process Accountability as a De-Escalation Technique, How Time Moderates the Dual Role of Information Search’.  		 			K Moser 		,  		 			H-G Wolff 		,  		 			R Soucek 		.  		 \xref{http://dx.doi.org/10.1027/18665888/a000245}{10.1027/18665888/a000245}.  		 \url{https://doi.org/10.1027/18665888/a000245}  	 	 		\textit{Journal of Personnel Psychology}  		2020. 2020. Hogrefe Publishing. 27 p. .  	 
\bibitem[Chatterjee and Rong ()]{b6}\label{b6} 	 		‘Raw Materials Management for Time Dependent Supply Chain Network’.  		 			A Chatterjee 		,  		 			M Rong 		.  		 \xref{http://dx.doi.org/10.1007/978-981-13-3140-4_61}{10.1007/978-981-13-3140-4\textunderscore 61}.  		 \url{https://doi.org/10.1007/978-981-13-3140-4\textunderscore 61}  	 	 		\textit{Advanced Informatics for Computing Research. ICAICR},  				 			A Luhach,  			D Singh,  			P A Hsiung,  			K Hawari,  			P Lingras,  			P Singh 		 (ed.)  		 (Singapore)  		2019. 2018. Springer. 955.  	 
\bibitem[Genchev and Todorova (2017)]{b16}\label{b16} 	 		‘Sales Promotion Activities -Effective Tool of Marketing Communication Mix’.  		 			Evgeni Genchev 		,  		 			Gergana Todorova 		.  		 \xref{http://dx.doi.org/10.2139/ssrn.3089894}{10.2139/ssrn.3089894}.  		 \url{https://ssrn.com/abstract=3089894orhttp://dx.doi.org/10.2139/ssrn.3089894}  	 	 		\textit{Available at SSRN},  				December 18, 2017.  	 
\bibitem[Bachrach et al. ()]{b1}\label{b1} 	 		‘Sales Team Resources for Market-Driven Behaviors, Norms, and Performance: An Extended Abstract’.  		 			D G Bachrach 		,  		 			R R Mullins 		,  		 			A A Rapp 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-47331-4_126}{10.1007/978-3-319-47331-4\textunderscore 126}.  		 \url{https://doi.org/10.1007/978-3-319-47331-4\textunderscore 126}  	 	 		\textit{Marketing at the Confluence between Entertainment and Analytics. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			P Rossi 		 (ed.)  		2017. Springer.  	 
\bibitem[Nepal Pathan (ed.)]{b43}\label{b43} 	 		 \xref{http://dx.doi.org/10.1007/978-3-642-38586-5_12}{10.1007/978-3-642-38586-5\textunderscore 12}.  		 \url{https://doi.org/10.1007/978-3-642-38586-5\textunderscore 12}  		\textit{Security, Privacy and Trust in Cloud Systems},  				 			S Nepal,  			M Pathan 		 (ed.)  		 (Berlin, Heidelberg)  		Springer.  	 	 (Business Processes in Cloud Systems) 
\bibitem[Spillecke and Brettel ()]{b39}\label{b39} 	 		‘The Effects of Informal Sales Management Controls on the Learning and Entrepreneurial Orientation Within Sales’.  		 			S Spillecke 		,  		 			M Brettel 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-50008-9_90}{10.1007/978-3-319-50008-9\textunderscore 90}.  		 \url{https://doi.org/10.1007/978-3-319-50008-9\textunderscore 90}  	 	 		\textit{The Customer is NOT Always Right? Marketing Orientationsin a Dynamic Business World. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			C L Campbell 		 (ed.)  		2017. Springer.  	 
\bibitem[Miao and Evans ()]{b15}\label{b15} 	 		‘The Influence of Sales Control Systems on Salespeople's Adaptive Knowledge, Selling Behaviors and Sales Performance: An Investigation of Individual and Contextual Effects’.  		 			Fred Miao 		,  		 			C Evans 		,  		 			KR 		.  		 \xref{http://dx.doi.org/10.1007/978-3-319-10864-3_65}{10.1007/978-3-319-10864-3\textunderscore 65}.  		 \url{https://doi.org/10.1007/978-3-319-10864-3\textunderscore 65}  	 	 		\textit{Proceedings of the 2009 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			Jr L Robinson 		 (ed.)  		 (the 2009 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: the Academy of Marketing ScienceCham)  		2015. Springer.  	 
\bibitem[Schäffer et al. ()]{b38}\label{b38} 	 		‘The role of management control systems in situations of institutional complexity’.  		 			U Schäffer 		,  		 			E Strauss 		,  		 			C Zecher 		.  		 \xref{http://dx.doi.org/10.1108/QRAM-01-2015-0010}{10.1108/QRAM-01-2015-0010}.  		 \url{https://doi.org/10.1108/QRAM-01-2015-0010}  	 	 		\textit{Qualitative Research in Accounting \& Management}  		2015. 12  (4)  p. .  	 
\bibitem[Cron et al. ()]{b9}\label{b9} 	 		‘The strategic role of the sales force: perceptions of senior sales executives’.  		 			W L Cron 		,  		 			A Baldauf 		,  		 			T W Leigh 		.  		 \xref{http://dx.doi.org/10.1007/s11747-014-0377-6}{10.1007/s11747-014-0377-6}.  		 \url{https://doi.org/10.1007/s11747-014-0377-6}  	 	 		\textit{J. of the Acad. Mark. Sci}  		2014. 42 p. .  	 
\bibitem[Luszczak ()]{b25}\label{b25} 	 		\textit{Using Microsoft Dynamics 365 for Finance and Operations},  		 			A Luszczak 		.  		 \xref{http://dx.doi.org/10.1007/978-3-658-24107-0_4}{10.1007/978-3-658-24107-0\textunderscore 4}.  		 \url{https://doi.org/10.1007/978-3-658-24107-0\textunderscore 4}  		2019. Wiesbaden: Springer Vieweg.  	 	 (Sales and Distribution) 
\bibitem[Pullins et al. ()]{b31}\label{b31} 	 		‘Valuing the Salesperson: Assessing Financial Consequences of B2B Customer Loyalty’.  		 			E B Pullins 		,  		 			M Roehm 		,  		 			H Roehm 		.  	 	 		\textit{Proceedings of the 2007 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			D Sharma,  			S Borna 		 (ed.)  		 (the 2007 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: the Academy of Marketing Science)  		2015.  	 
\bibitem[Davies et al. ()]{b10}\label{b10} 	 		‘What Sales People do: Observations of Successful Behaviors in Live Sales Meetings’.  		 			I A Davies 		,  		 			K L Meunier-Fitzhugh 		,  		 			L J Ryals 		.  	 	 		\textit{Proceedings of the 2009 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: Proceedings of the Academy of Marketing Science},  				 			Jr L Robinson 		 (ed.)  		 (the 2009 Academy of Marketing Science (AMS) Annual Conference. Developments in Marketing Science: the Academy of Marketing Science)  		2015.  	 
\end{bibitemlist}
 			 		 	 
\end{document}
