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SMEs Case Study: The Red Eagle Corporation Report (Assessment)


Introduction

Red Eagle Corporation should maximise its scarce resources to reach the company’s organizational goals. The research focuses on the Red Eagle Company’s responsibility to easily attain its goal of increasing its revenues.

The research centers on the revenues pertain to the equipment and records management market segment, facsimile market segment, and water cooler market segment. The study centers on reducing the Red Eagle marketing and expenses will increase the company’s net profit output.

The research focuses on the company’s willingness to assign a significant amount to the marketing activities of Red Eagle to effectively ensure there is an increased awareness in the minds of the current as well as prospective clients. Marketing will help in enhancing the company’s forecasted net profits for the next accounting year (Fisk, 2006).

The Red Eagle Corporation was founded by Tony Falkenstein, a blazing and adventurous business person. The company’s sales had catapulted to the point where 2001 was seen as the acquisition of the new line of business –Cool Water business type.

The company’s main business products included office and home furniture. One of the company’s major advantages is the implementation of the Barter system of purchase transactions. As the name goes, the barter system excludes the use of cash in both purchase and sale transactions.

Further, the company came up with a metamorphosis of the company’s original Cool Water brand to the more persuasive Aqua –Cool. The Aqua –Cool business is focused on delivering water to the company clients. With the Clean Filters is one of the first big drinking water businesses in Australia.

Red Eagle is on the right path of innovation in the Australian business world. With the opening of Red Eagle’s new head office in Onehunga, New Zealand, the company has maximised its presence with its three major business operations in 1993. The three other major businesses are the facsimile machines, water cooler business, and the business record management.

Short term plans

Water Cooler Business Segment

The company must implements its short term plans. The short term plans include increasing its marketing services to the New Zealand officers. Falkenstein’s purchase of Just Water water cooler business must be promoted at a more synergized level.

Current revenue data indicates that only 25 percent of the New Zealand offices are buying water coolers. This is in stark contrast with the United States market where only 20 percent of the offices are not using water coolers.

To accomplish this, the company will advertise the company’s products under a new category in the New Zealand telephone yellow pages. The current New Zealand Yellow pages do not include a listing under water coolers. Consequently, there is a low trend of water cooler sales in the local water cooler market segment. Advertising will focus on the many advantages of preferring the water cooler over tap water liquid products (Fisk, 2006).

Another short term plan would be to sell the water coolers at cost plus a 15 percent profit. The cost of delivering the water coolers is minimal compared to the cost of delivering water coolers in the United States.

In the United States, the water cooler companies had to travel longer distances to deliver their water cooler products to their client’s offices. On the other hand, due to the lesser territorial jurisdiction of the New Zealand water cooler market segment.

The cost of delivering the water from the water purification outlets is minimal. Consequently, the selling price of the New Zealand company’s water cooler are lesser than the recuperating selling prices of the American water cooler companies. Despite the high selling prices, it is noteworthy to indicate that the American water cooler companies current fill 80 percent of the American offices (Fisk, 2006).

In addition, the company should include a one day advertising that replicates the algae in water advertisement. The advertisement indicates the regular tap water has algae. The algae is instrumental in causing health occurrences among the people.

The advertisement will be run only once a month to ensure that people’s love for tap water will be reduced. In turn, the people will prefer the many health advantages of gulping a glass of Just Water’s water cooler drinks (MacMillan, 2010).

Relating to the same water business, the company must strive to increase its current revenue output by ten percent. The water cooler current revenue output in New Zealand stands at an average of 2,500 clients.

The current clients contribute to a profitable cash inflow in terms of water cooler leasing that includes water cooler sales of $ 1 million per annum. The aim is to increase its current $150 per bottle, $30,000 per month revenue data through advertising the health benefits of the Just Water’s water output.

The key strategy is to ensure an increase in the water cooler business is to offer different water cooler size prices to cater to the budgets of each business office client. Some businesses can buy more than 50 water coolers per month. Other companies can only rent 20 coolers a month. Still, other companies have budgets for less than 50 water cooler rentals per month (Czinkota, 2007).

The company must streamline its water delivery services. The company will schedule the delivery service to lessen the cost of delivering water to its clients. For clients that order only a few water cooler bottle a month, the supply chain manager of Red Eagle can schedule a once a day delivery.

The one day delivery will cater to the once a day delivery of all clients who order one, two, three water coolers a month. This way, the company can save on gasoline and other transportation costs. A reduction in the transportation cost will translate to lesser water cooler selling prices.

Lesser selling prices will result to an increase in the demand for the company’s products and services. A reduction in the water cooler delivery costs will result to higher net profits. a higher net profit will increase dividends distributed to the Red Eagle Company’s investors.

An increase in the company’s profits will result to possible increases in the company’s employee salaries. An increase in the employees’ salaries will increase employee work quality and employee loyalty (Czinkota, 2007).

TRM Business segment

Likewise, Red Eagle TRM records and equipment market segment must increase business records management revenues by ten percent. The TRM segment must continue on its current process of reducing operating costs to a bare minimum.

The reduction in costs will increase the company’s net profit presentation. TRM’s permanent overhead cost reduction should not be recalled in the near future in order to ensure that the TRM business will continue to survive until the next foreseeable decade (Fisk, 2006).

In addition, The Red Eagle fax services should increase its revenues. To achieve this, the company must set up a new branch other busy locations. The setting up of a new branch will cater to the locations that cannot be reached by the current Red Eagle fax service centers.

To reach the company’s goal, the company will advertise the company’s records and equipment products under a new category in the New Zealand telephone yellow pages. The new New Zealand Yellow pages will have new listing called equipments and records management.

Advertising will focus on the many advantages of preferring the Red Eagle equipment and records management products over tap the competitors’ products as well as alternative products and services (Fisk, 2006).

The company should creatively innovate its boxes to be at tune with the constantly changing needs, wants, and caprices of the discriminating current and prospective records management and equipment clients in the New Zealand market segment.

The clients are given different box designs that will fit the unique design demands of the company’s current and prospect office record clients. The designs will include different colours. The designs will incorporate different box sizes. The designs will focus on having different box thicknesses.

In addition, the company will focus in increasing its client base. The company will offer its office record box products to clients outside the New Zealand business segment. The office record boxes will be displayed as one of the items being sold in the company’s proposed website (Fisk, 2006). The company website will be named www.RedEagle.com

Facsimile Machine Market Segment

The company will introduce the new water cooler products. The popularity of the foreign water cooler brands will lessen the cash outflow requirements to advertise, and sell the imported water cooler brands. The foreign cooler brands include Sunroc, a major American supplier of water coolers.

Another foreign water cooler brand exclusively being marketed in the New Zealand market is the EBCO deluxe water cooler brand. The company will also market the Mini Chiller water cooler brands. Each of the foreign water coolers cater to different water cooler client needs.

Some of the prospective clients will prefer the Sunroc brand. Other prospective clients will prefer the EBCO water cooler brand. A third set of prospective clients will cater to the Mini Chillers. For example, some clients will prefer the Mini Chillers because the fit the prospective clients’ need for small bench-top cooler (McDonald, 2007).

The company will also focus on creating a demand for its refrigeration technology product. Under the new technology, the need for a compressor is eliminated. Under the proposed new technology, the refrigeration product eliminates the use of a thermostat and other cooling parts.

In turn, there is no need for Freon requirements. Freon is the main ingredient that causes the refrigerator to produce coldness and freezing temperatures within the refrigeration units (McDonald, 2007).

The company should also metamorphose its market to the global market place. The company can offer its water coolers to clients around the world. The company can open a website that displays all the products of Red Eagle. The global client can order the Red Eagle products by placing an order on the Red Eagle website.

Long Term Plans

The company must implement its long term plans. The Red Eagle Company’s long term plan for the water cooling marketing segment is to increase its revenues by 10 percent per year. In the same manner, the marketing expense for the water cooler market segment is budgeted to increase by 10 percent per year.

In addition, The Red Eagle Company’s long term plan for the Equipment and Records Management market segment is to increase its revenues by 10 percent per year. In the same manner, the marketing expense for the Equipment and Records Management market segment is budgeted to increase by 10 percent per year.

Likewise, The Red Eagle Company’s long term plan for the facsimile marketing segment is to increase its revenues by 10 percent per year. In the same manner, the marketing expense for the facsimile market segment is budgeted to increase by 10 percent per year (Czinkota, 2007).

Budgets

In terms of budgets, the total operating expenses will include marketing expense amounting to $100,000 for the water cooler business. This amount is estimated to increase the sales by more than ten percent of the Red Eagle’s total water cooler sales for the next accounting period (one year).

In addition, the Red Eagle company will allocate $4,000 to its Equipment and Records Management market segment. The budget is enough to catapult the Red Eagle Company from its current net loss of $169,408 to a crystal –clear profitable level.

The estimated marketing allocation is based on the company’s consolidated equipment and records management net profit of only $43,426 for the current year 1993. The Red Eagle company must allocate $2,000 to its marketing activities. The amount represents ten percent of the company’s projected net profit for the next projected year (Hilton, 2007).

The above movable budget ceiling is grounded on the theory that the end justifies the means.

The allocation of funds to the marketing process is based on the principle that money used to pay for advertising the benefits of using the Red Eagle Company’s products and services will precipitate to an increase in the current and prospective clients’ awareness that the Red Eagle Company can easily fill their needs, wants, and caprices during the current and prospective clients’ time of need, want caprice.

The awareness will translate to the increase in the current and prospective clients’ desire to acquire the products and services of Red Eagle Company (Hilton, 2007).

The moving budget ceiling will serve as a benchmark for the marketing department. The marketing department will strive to limit their advertising expenses to within the limit preset in the marketing expense budget allocation.

Further, one year after the implementation of the above marketing budget, the long marketing budget will increase by ten percent based on the prior year budget (Hilton, 2007).

Requirements

In terms of requirements, the company’s various activities are geared towards accomplishing its major requirement. The major requirement is to achieve organisational goals and objectives. The organisational goals include increasing the Red Eagle share in the water cooler market segment.

Another organisational goal i s increasing the Red Eagle Company’s share in the equipment and records management market segment. A third organisational goal is increasing the Red Eagle share in the facsimile market segment (Hilton, 2007).

Resources

The resources will come from revenues, and investments. The resources will fund the marketing expenses earmarked in the budget section discussed above for the Equipment and Records Management market segment, Facsimile market segment, and Just Water water cooler market segment.

The company will offer more shares of stocks for the current and prospective investors to generate more cash inflows. The investors can invest as much money as they can afford. There are several advantages of investing the Red Eagle shares of stocks.

Investors owning ten percent of the company’s outstanding shares of stocks will generate dividend income amounting to an equivalent ten percent of the company’s net profits. In the same manner, an investor owning 40 percent of the Red Eagle Corporations’ total outstanding shares of stocks will receive an amount equal to 40 percent of the Red Eagle company’s total net income.

This clearly shows that investors owning more investments will receive more dividend income. Likewise, investors owning lesser amounts of investments in the Red Eagle Company will generate lesser dividend income (Rix, 2007).

Further, the company will spearhead a revitalised drive to collect all receivables that fall due. The increase in the collection of receivable amounts will increase the Red Eagle Company’s available cash needed to defray currently maturing accounts payable and other debt instrument maturities.

The increase in revenues will increase the company’s current cash on hand data. The increase in revenues will precipitate from the Red Eagle company’s vigorous marketing efforts. The marketing efforts are pegged on operating expenses.

The operating expenses include advertising expense, transportation expense, gasoline and oil expense, repair expense, employee salaries, marketing personnel sales commissions, client entertainment expenses, rent expense, and depreciation expense (Hilton, 2007).

However, the sudden surge of the company’s projected revenues occur, the company can borrow money to fund the unexpected increase in the client’s demands, needs, and caprices. Borrowing can be done by applying for a bank loan.

In this case, the Red Eagle company will pay for the cost of borrowing the bank’s cash deposits. The cost of borrowing money is classified as interest expense. Often, the interest expense is computed based on a certain percentage.

The interest expense can be computed using ten percent interest on the principal amount borrowed, five percent on the principal amount borrowed, 20 percent on the principal amount borrowed, or any other amount borrowed. Borrowing money will be the last alternative to generating available cash on hand.

Recommendation

It is highly recommended that Red Eagle increase its marketing budget. The budget is necessary to increase the company’s revenues. The revenue increase will translate to higher net profits. Higher net profits will translate to higher dividend income given to the investors of Red Eagle Company.

The marketing aspect will focus on the increasing the product quality of the company’s three major market segments (facsimile, equipment and records management, and water cooler). The marketing aspect focuses on making the Red Eagle products accessible to current and prospective clients.

The marketing aspect includes selling its products at reasonable prices; reasonable prices does not always equate to the lowest price in the same market segment. The marketing aspect includes advertising the benefits of using the Red Eagle products to the current and prospective clients; advertising includes television, radio, newspaper, and online avenues.

The above discussion is based on related marketing and management literature. Inmaculada Martin (2008; p1009) emphasized a large quantity of the human resource management literature has displayed the impact of high performance work systems (HPWS) on the line and staff in terms of the organizational performance.

Scott Highhouse (2009,p1461) reiterated the study proponents have only newly looked into the study of corporate reputation. As is characteristic of several prior areas of management inquiry, the field is characterized as multidisciplinary and disconnected.

The article chose reputation studies conducted mainly at the same time as the past decade. A prior returned affirmed prior views concerning the perspective of organizational impression management. Corporations are generally seen as social actors, intent on increasing their respectability and impressiveness to its stakeholders.

Richard Priem observed (2011,p553) “An effective bridge for spanning the macro—micro divide in management studies requires strong disciplinary foundations on each side of the chasm, along with the versatility to address a range of management issues.

This will likely involve simultaneous multilevel, multiparty action—response research. The authors argue that judgment policy studies are especially suited to developing the interactive multilevel context theories that are necessary to narrow the divide across multiple areas of management research”.

Literally several organization members go pass the judgment processes every day, on several subjects, and their choices significantly affect individual, group, and organizational achievements. The researchers offer relevant examples to clarify their thesis.

The examples bear towards the importance of the literatures on the trust, diversity climate, workplace romance, and strategy implementation. The process focuses on indicating how judgment policy analysis processes can aid in the reduction of the macro—micro division in each area.

The authors also summarily explain the available techniques for analyzing individuals’ judgment policies and recommend other high-potential areas for management’s future macro—micro bridge building in its drive to increase revenues and net profits. This can be done through judgment policy studies, including business ethics, entrepreneurial opportunity identification, and international management.

Oliver Schilke (2010, p1192) theorised this research “conceptualizes and operationalizes alliance management capability. The authors develop alliance management capability as a second-order construct to capture the degree to which organizations possess relevant management routines that enable them to effectively manage their portfolio of strategic alliances.

In addition to identifying and measuring specific organizational routines as critical dimensions of alliance management capability, the authors advance knowledge on the performance effects of dedicated alliance structures and alliance experience based on survey data from 204 firms”.

The researchers’ primary input is a theoretically sound alliance management that can be able to measure quantitatively by five underlying routines. The routines are interorganizational coordination, alliance portfolio coordination, interorganizational learning, alliance proactiveness, and alliance transformation.

One of the major findings shows that the alliance management capacity has a positive impact on alliance portfolio performance and mediates the performance effects of dedicated alliance structures and alliance experience.

Nicholas Ashill (2010, p1278) stated “an important contribution to the literature on perceived environmental uncertainty (PEU) is Milliken’s distinction between state uncertainty, effect uncertainty, and response uncertainty.

However, despite its appealing logic in capturing the types of uncertainty managers may experience as they seek to understand and respond to changes in an organization’s environment, there has been no full and rigorous psychometric development and testing of scales to measure the three constructs”.

The study focused on the implementation of a two-phase empirical study. The study focuses on the development and trust to develop and test organizational performance scales in terms of dimensionality, reliability, and validity.

The results suggest that managers do make a meaningful distinction between different types of uncertainty, that it is worth its grain of salt in terms of quantifying all three constructs (as they have differential impacts on outcome variables), as well as the connections between them. Management’s inputs and proposals for future research are relevant to the current research.

James Leigh (1988, p41) theorized “the purpose of this study was to examine the impact of two perceived organizational indicants. The two indicants are the psychological climate and perceptions of the management control system-on the often-studied relationships of role conflict and ambiguity with job satisfaction and intentions to change jobs.

Based on a cross-sectional survey of 423 marketing professionals, it was determined that these two perceived organizational factors predominantly accounted for the shared variability inherent in the relationships considered and in certain instances resulted in a change in the direction of the correlation”.

Specifically, the relationships of both role conflict and vagueness with pay and promotion satisfaction and with turnover proposals had been very the most heavily affected variables. The relationships of the role vagueness with overall satisfaction and with work itself were also affected.

Analysis of unrealistic outcomes showed that the findings hold across various sample segments. This indicates that the role perceptions and job attitudes are both directly related to perceptions about the broader organization. The implications and research trends of the research outcomes for the study of role stress correlates are considered for further research activities.

Francis Yammarino (1990, p87) opined “although prior studies in psychology, management, and marketing have explored the association between salesperson performance and managerially controllable factors, an assumption of these investigations is that the relationship between performance and such antecedents is applicable to salespersons viewed only as individuals without regard for their work group.

In the present study, relationships between variables from three categories of managerially controllable factors (reported by salespersons) and salesperson performance (assessed by supervisors) were investigated in terms of individuals and work groups using Within and Between Analysis procedures”.

The findings from two research experiments indicate that though many relationships between managerially controllable factors and salesperson performance are individually focused, some of the relationships are relevant for the work group as a whole. Implications of the results for management practice are discussed.

Marta Geletkanycz (2001, p3) insists this study “extends research into the determinants of executive commitment to the strategic status quo (CSQ) by examining the effects of functional and educational experience.

Regression analyses conducted on the survey responses of 1385 executives representing 20 different nationalities reveal that experience in the traditionally dominant career tracks of finance, marketing, law, and general management is positively related to CSQ”.

The findings of the research indicate that while functional diversity is negatively connected to the commitment to extant policies, graduate (MBA) education is unrelated to CSQ and does not significantly attenuate the narrowing effects of functional specialization. The theme for executive leadership, management development, and strategic adaptation vividly show that the research was very successful.

Danny Miller (1996, p863) emphasized “some companies compete in a comprehensive and multifaceted way, paying close attention to costs, quality, marketing, expansion, and innovation. Others embrace much simpler competitive strategies and concentrate on just one or two of these elements.

This paper examines the causes and consequences of such strategic simplicity in two very different environments: the stable furniture industry and the more turbulent software industry”. The research findings indicate that a “passive” model of the organizational implementation applied in the former industry shows organisations simplified their strategic repertoires unless managers had noticed their firms were threatened or unless the firms had built a lackluster performance.

Further, the simplicity of the outcome had been inversely related to managerial discomfort and administrative slack, as well as positively associated with financial liquidity. By comparison, an “opportunistic” model of adaptation had been felt to characterize the behavior of companies in the more fast-faced turbulent computer software industry.

In this setting, firms tended to venture into new and uncharted market segments to extend their repertoires of competitive strategies whenever “outsiders” with new ideas were added to the top management group. In both industries, simplicity was found to increase subsequent return on assets.

Justin Webb (2007, p891) insists “the eclectic and pervasive benefits of entrepreneurship are generating research questions that interest scholars in a variety of disciplines. These questions have been primarily examined within the context of a scholar’s home discipline while ignoring insights from other disciplines.

This approach has left entrepreneurship research as a widely dispersed, loosely connected domain of issues”. In this area of discussion, the researchers explored the entrepreneurship aspect in terms of in accounting, anthropology, economics, finance, management, marketing, operations management, political science, psychology, and sociology.

The researchers were trying to pinpoint common interests that can serve as a bridge for scholars interested in using a multitheoretic and multimethodological lens to design and complete entrepreneurship studies.

Kurt Christensen (2001, p777) stated this article “posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future”.

Ernst Verwaal (2009, p 420) stated “this study integrates the concepts of value creation and value claiming into a theoretical framework that emphasizes the dependence of resource value maximization on value-claiming motivations in outsourcing decisions.

To test this theoretical framework, it develops refutable implications to explain the firm’s outsourcing decision, and it uses data from 178 firms in the publishing and printing industry on outsourcing of application services”. The results of the study showed that the new view on any probabilities will point to the main points of value that optimise the inter-organisational decision making activities.

Edgar Ennen (Ennen, 2010, p207) introduced the concept of “complementarity denotes the beneficial interplay of the elements of a system where the presence of one element increases the value of others. However, the conceptual work on complementarities to date has not progressed sufficiently to constitute a theory that would offer specific predictions regarding the nature of the elements that form complementary relationships or the conditions for their emergence.

To advance our understanding of complementarities, the authors provide a synoptic review of the empirical studies on this concept in leading journals in management, economics, and related disciplines over the period 1988-2008”.

The authors discovered that whether a study gives evidence of complementarities in organizations is at least partially affected by its investigative approach. Based on the outcome of the research, the proponents are steadfast in their aim to the complements will appear from the triggering activities of the significant variables of the organisational processes.

Consequently, the vanishing occurrence in terms of the complement factors among the limited set of variables. The findings of the research showed that the hypothesis is correct. The related experiments that were conducted showed that the hypothesis was positive.

Jeremy Short (2009, p40) proposed opportunity is a central concept within the entrepreneurship field, and there is now a critical mass of literature centered on the concept. The researchers are often on the edge of their seats waiting for the erring employee to be discovered and brought out into open and accept any punishments that are necessarily meted out for violation of any statute or law. The authors seek to make two main contributions to this literature.

Martin Hoegl (2005, p530) insists “prior research on supplier involvement in product development projects has produced contradictory results, with some studies showing a positive relationship, others no relationship, and still others a negative relationship between supplier involvement and project performance”.

Based on the research findings taken from 124 managers, project leaders, clients, and supply store representatives in terms of the 28 product development projects, the researchers discovered that the client – seller collaboration positively pertains to product quality, compliance with product cost targets, compliance to development budgets, and compliance to development schedules.

In addition, the research findings clearly indicate that communication repetitiveness and intensity have a curvilinear relationship with the project development budget as well as product cost estimation.

Conclusion

Based on the above discussion, Red Eagle Corporation must harness its scarce resources to achieve organizational goals. The company can easily achieve its goal of increasing its revenues. The revenues pertain to the equipment and records management market segment, facsimile market segment, and water cooler market segment.

Reducing the Red Eagle operating expenses will increase the company’s net profit. The company must allocate a significant amount to the marketing activities of Red Eagle to ensure there is an increased awareness in the minds of the current as well as prospective clients. Indeed, marketing will hasten the increase in the company’s forecasted net profits for the next accounting year.

References

Armstrong, M., (2007) A Handbook of Employee Reward Management and Practice. London, Kogan Press.

Fisk, P., (2006) Marketing Genius. New York, J. Wiley & Sons.

Hilton, R. (2007). Managerial Accounting. New York: McGraw Hill.

McDonald, M., (2007) Marketing Plans: How to Prepare them, How to Use Them. London, Butterworth –Heinemann Press.

Rix, P. (2007). Marketing: A Practical Approach. New York, McGraw Hill Press. Journal of Management.

Ashill, N. (2010). Measuring State, Effect, and Response Uncertainty. Journal of Management , 1278-1308.

Ashill, N. (2010). Measuring State, Effect, and Response Uncertainty. Journal of Management , 36 (5), 1278-1308.

Christensen, K. (2001). The Resource-based View and Marketing. Journal of Management , 27 (6), 777-802.

Ennen, J. (2010). The Whole is More Than the Sum of Its Parts. Journal of Management, 36 (1), 207-233.

Geletkanycz, M. (2001). Bound by the past? Journal of Management , 27 (1), 3-21.

Highhouse, S. (2009). An Organisational Impression Management Perspective on the Formation of Corporate Reputations. Journal of Management , 35 (6), 1481-1493.

Leigh, J. (1988). Effects of Perceived Organisational Factors. Journal of Management , 14 (1), 41-58.

MacMillan, I. (2010). From Minds to Markets. Journal of Management, 27 (6), 777-802.

Miller, D. (1996). The Evolution of Strategic Simplicity: Exploring Organisational Adaptation. Journal of Management , 22 (6), 863-887.

Priem, R. (2011). Decisions, Decisions! Journal of Management , 37 (2), 553-580.

Schilke, O. (2010). Allliance Management Capability. Journal of Management , 36 (5), 1192-1219.

Short, J. (2010). The Concept of “Opportunity” in Entrepreneurship Research. Journal of Management, 36 (1), 40-65.

Verwaal, E. (2009). Value Creation and Value Claiming. Journal of Management, 35 (2), 420-444.

Webb, J. (2007). A Cross Disciplinary Exploration of Entrepreneurship Research. Journal of Management , 33 (6), 891-927.

Yammarino, F. (1990). Salesperson Performance and Managerially Controllable Factors. Journal of Management , 16 (1), 87-106.

MacMillan, I. (2010). From Minds to Markets. Journal of Management, 27 (6), 777-802.

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