On Expanding the Role-Aptitude-Skill-Motivation Model of Salesperson Performance: Evidence from Direct Sales Organizations

Abstract

The Role-Aptitude-Skill-Motivation model of salesperson petfonnance (e.g. , Churchill, Ford, and Walker 1997) has spawned an extensive body of research in marketing.1 Practically all such research, however, suggests that salesforce management efforts should focus only on the organizational antecedents to role perceptions, skill level, motivation, and sales aptitude. In doing so, the research takes the following for granted-