Industrial machinery markets are characterised by high-value transactions, extended purchase cycles, multiple organisational stakeholders, and substantial post-purchase service requirements, making sales personnel a critical interface between suppliers and customers (Webster & Wind, 1972; Johnston & Lewin, 1996). In such environments, customer purchase decisions are increasingly influenced by sales force capabilities beyond traditional factors such as price and product specifications. Despite extensive research in business-to-business (B2B) marketing, limited studies have examined sales force capabilities within India’s industrial machinery market from the perspective of industrial buying decision-makers.
This paper employs a content analysis approach to synthesise existing literature and develop an integrated understanding of how sales force capabilities influence customer purchase decisions. Peer-reviewed studies published between 2010 and 2026 were analysed and grouped into ten capability dimensions: technical expertise, product knowledge, consultative selling ability, communication competence, responsiveness, problem-solving ability, relationship-building capability, ethical behaviour, digital selling capability, and after-sales coordination.
The findings suggest that industrial customers increasingly evaluate sales personnel based on their ability to create value throughout the purchasing journey rather than merely promote products. Technical expertise, consultative selling, responsiveness, and after-sales support emerged as critical determinants of customer trust, perceived value, and risk reduction, which subsequently influence purchase decisions (Doney & Cannon, 1997; Ulaga & Eggert, 2006). The study proposes an Industrial Sales Force Capability (ISFC) framework that integrates these relationships and provides an India-specific perspective for industrial machinery markets. The findings offer practical guidance for manufacturers seeking to strengthen customer relationships and improve sales effectiveness.