Abstract
Several theoretical models are available to explain salespersons' performance. This research examined the model developed in 1986 by Sujan on failed sales effort and the effect of motivation on selling effort and strategy. The research reported here attempted to replicate the Sujan conclusions by examining the construct of failed sales effort from the sales manager's perspective. That is, if a salesperson is unsuccessful in obtaining an order, to what does the sales manager attribute the failure? The sales manager may believe the subordinate failed because of poor or ineffective selling strategies or possibly because the salesperson did not put forth enough effort. The survey research used a mail questionnaire with a sample of 158 sales managers employed by manufacturing organizations. Each sales manager considered the “average” salesperson and rated the extent the described behavior contributed to the failed effort. A factor analysis confirmed the factor loadings and assessed the reliability. The results indicate, in some cases, that sales managers perceive a different attributional style and motivation relationship for failed sales than do salespeople.