Doug J. Chung
Assistant Professor of Business Administration
Doug J. Chung is an assistant professor of business administration in the Marketing Unit and teaches the Marketing course in the MBA required curriculum and Business Marketing in Executive Education. Professor Chung focuses his research primarily on sales force management and incentive compensation. His current work examines how different components of an incentive compensation plan affect the performance of varying types of sales agents. Professor Chung earned his Ph.D. in management at Yale University, where he also earned an MA and M. Phil in management. He is the recipient of the ISMS Doctoral Dissertation Award, ISBM Doctoral Support Award, and the Mary Kay Doctoral Dissertation Award. He is also a member of the Edward A. Bouchet Graduate Honor Society. He completed his undergraduate studies at Korea University. Prior to pursuing a career in academics, Professor Chung served as an officer and platoon commander in the South Korean Special Forces. He also held a variety of industry positions with several multinational companies.
How to Really Motivate Salespeople
Much of what we believe about the best ways to compensate and motivate the sales force is based on theory and lab experiments. But in the past decade, researchers have been moving out of the lab and into the field, analyzing companies' sales and pay data, and conducting experiments involving actual salespeople. The findings from this new wave of research support some current compensation practices but call others into question. For example, studies clearly show that caps on commissions hurt sales. If managers must retain a cap, they should set it as high as possible to avoid reducing reps' incentives. Although overly complicated compensation systems have their downsides, research has found that a system needs to include enough elements (such as quarterly performance and overachievement bonuses) to keep high performers, low performers, and average performers engaged throughout the year. Managers should be careful in setting and adjusting quotas. For instance, studies show that ratcheting (raising a salesperson's annual quota if he or she exceeded it the previous year) dampens motivation. The research also suggests that it's important to pay attention to the timing of bonuses: a reward given at the end of a period is more motivating than one given at the beginning.
Do Bonuses Enhance Sales Productivity? A Dynamic Structural Analysis of Bonus-Based Compensation Plans
We estimate a dynamic structural model of sales force response to a bonus based compensation plan. Substantively, the paper sheds insights on how different elements of the compensation plan enhance productivity. We find evidence that: (1) bonuses enhance productivity across all segments; (2) overachievement commissions help sustain the high productivity of the best performers even after attaining quotas; and (3) quarterly bonuses help improve performance of the weak performers by serving as pacers to keep the sales force on track to achieve their annual sales quotas. The paper also introduces two main methodological innovations to the marketing literature: First, we implement empirically the method proposed by Arcidiacono and Miller (2011) to accommodate unobserved latent class heterogeneity using a computationally light two-step estimator. Second, we illustrate how discount factors can be estimated in a dynamic structural model using field data through a combination of (1) an exclusion restriction separating current and future payoff and (2) a finite horizon model in which there is no forward looking behavior in the last period.
Keywords: Performance Productivity;
Compensation and Benefits;
Motivating Diverse Salespeople Through a Common Incentive Plan
The Dynamic Advertising Effect of Collegiate Athletics
I measure the spillover effect of intercollegiate athletics on the quantity and quality of applicants to institutions of higher education in the United States, popularly known as the "Flutie Effect." I treat athletic success as a stock of goodwill that decays over time, similar to that of advertising. A major challenge is that privacy laws prevent us from observing information about the applicant pool. I overcome this challenge by using order statistic distribution to infer applicant quality from information on enrolled students. Using a flexible random coefficients aggregate discrete choice model that accommodates heterogeneity in preferences for school quality and athletic success, and an extensive set of school fixed effects to control for unobserved quality in athletics and academics, I estimate the impact of athletic success on applicant quality and quantity. Overall, athletic success has a significant long-term goodwill effect on future applications and quality. However, students with lower than average SAT scores tend to have a stronger preference for athletic success, while students with higher SAT scores have a greater preference for academic quality. Furthermore, the decay rate of athletics goodwill is significant only for students with lower SAT scores, suggesting that the goodwill created by intercollegiate athletics resides more extensively with low-ability students than with their high-ability counterparts. But, surprisingly, athletic success impacts applications even among academically stronger students.
The Air War versus The Ground Game: An Analysis of Multi-Channel Marketing in U.S. Presidential Elections
Firms increasingly use both mass-media advertising and targeted personal selling to successfully promote products and brands in the marketplace. In this study, we jointly examine the effect of mass-media advertising and personal selling in the context of U.S. presidential elections, where the former is referred to as the "air war" and the latter the "ground game." Specifically, we look at how different types of advertising―candidates' own ads vs. outside ads―and personal selling―in the form of utilizing field offices―affect voter preferences. Further, we ask how these various campaign activities affect the outcome of elections through their diverse effects on various types of people. We find that personal selling has a stronger effect among partisan voters, while candidates' own advertising is better received by non-partisans. We also find that personal selling accounted for the Democratic victories in the 2008 and 2012 elections and that advertising was critical only in a close election, such as the one in 2004. Interestingly, had the Democrats received more outside advertising in 2004, the election would have ended up in a 269–269 tie. Our findings generate insights on how to allocate resources across and within channels.
Keywords: Personal selling;
Marketing Reading: Sales Force Design and Management
Marketing Reading: Sales Force Design and Management
This Core Curriculum Reading introduces students to (1) the importance of sales force design in implementing organizational strategy, and (2) the role of sales force management in linking structures and processes to behaviors. The material combines theoretical perspectives with real-world examples, drawn from the business-to-business (B2B), business-to-consumer (B2C) and nonprofit sectors, to illustrate the range of challenges and opportunities in this field.
The Reading includes an interactive illustration enabling students to test varying levels and combinations of fixed and variable compensation components. Three videos address the topics of (1) aligning strategy and sales, (2) engaging employees, and (3) using customer-feedback metrics in evaluation systems.
Keywords: Sales budget;
sales force management;
All Nippon Airways
Chung, Doug J., and Mayuka Yamazaki. "All Nippon Airways." Harvard Business School Case 515-034, August 2014. View Details
Outotec (A): Project Capture
Chung, Doug J., and Robert J. Dolan. "Outotec (A): Project Capture." Harvard Business School Teaching Note 514-120, April 2014. View Details
Outotec (A): Project Capture
Outotec (B): Action Plan