This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snow (1978)'s strategy types and Walker & Ruekert (1987)'s strategy types. The findings are as follows First, Prospectors seem to

This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snowꡑs strategy types(1978) and Walker & Ruekertꡑ s strategy types(1987). The findings are as follows : First, Prospectors seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, moderate levels of supervision, outcome-based control system and incentive-oriented compensation system. Second, Analyzers seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, outcome-based control system to deal with the instability in their strategic focus. Third, Low Cost Defender seem to be associated with increased performance when they are utilizing a relationship selling strategy, external sales force, low levels of supervision, outcome-based control system and salary-oriented compensation system. Fourth, Differentiated Defenders seem to be associated with increased performance when they are utilizing a relationship selling strategy, high levels of supervision, balanced(outcome+behavior) control system and salary-oriented compensation system.