Pub Date : 2013-10-24DOI: 10.1080/08853134.1989.10754536
Mark W. Johnston, J. Hair, James S. Boles
{"title":"Selling & Sales Management in Action: Why Do Salespeople Fail?","authors":"Mark W. Johnston, J. Hair, James S. Boles","doi":"10.1080/08853134.1989.10754536","DOIUrl":"https://doi.org/10.1080/08853134.1989.10754536","url":null,"abstract":"","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"12 1","pages":"53-58"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91284661","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1987.10754448
C. P. Fleenor
(1987). Selling & Sales Management in Action: Assessment Center Selection of Sales Representatives. Journal of Personal Selling & Sales Management: Vol. 7, No. 1, pp. 57-59.
{"title":"Selling & Sales Management in Action: Assessment Center Selection of Sales Representatives","authors":"C. P. Fleenor","doi":"10.1080/08853134.1987.10754448","DOIUrl":"https://doi.org/10.1080/08853134.1987.10754448","url":null,"abstract":"(1987). Selling & Sales Management in Action: Assessment Center Selection of Sales Representatives. Journal of Personal Selling & Sales Management: Vol. 7, No. 1, pp. 57-59.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"27 1","pages":"57-59"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90458174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1993.10753944
Shankar Ganesan, Barton A. Weitz, G. John
The conceptual framework developed in this paper suggests that firms hire salespeople at the entry level and promote salespeople from within the organization to sales management positions, when their sales tasks involve transaction specific skills and they have difficulty hiring salespeople. Hiring at entry level and promotion from within increase salespeople's trust in the organization, and reduce sales force turnover and opportunistic behavior. A test of the framework using survey data collected from 161 firms indicates that firms tend to promote from within when salespeople possess transaction specific skills. Hiring salespeople at the entry level results in greater level of mutual trust between the sales force and the firm and less opportunistic behavior by the salespeople.
{"title":"Hiring and Promotion Policies in Sales Force Management: Some Antecedents and Consequences","authors":"Shankar Ganesan, Barton A. Weitz, G. John","doi":"10.1080/08853134.1993.10753944","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753944","url":null,"abstract":"The conceptual framework developed in this paper suggests that firms hire salespeople at the entry level and promote salespeople from within the organization to sales management positions, when their sales tasks involve transaction specific skills and they have difficulty hiring salespeople. Hiring at entry level and promotion from within increase salespeople's trust in the organization, and reduce sales force turnover and opportunistic behavior. A test of the framework using survey data collected from 161 firms indicates that firms tend to promote from within when salespeople possess transaction specific skills. Hiring salespeople at the entry level results in greater level of mutual trust between the sales force and the firm and less opportunistic behavior by the salespeople.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"33 1","pages":"15-26"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77859986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753866
J. Gentry, J. Mowen, Lori H. Tasaki
Cognitive biases affect the evaluation of performance in all managerial areas, and the evaluation of sales personnel is especially problematic due to its unique nature. A model of the sales force evaluation process is presented and is used to provide a framework for discussing common biases affecting the expectations of the sales manager. Suggestions are made as to how one can mitigate the effects of the use of sub-optimal decision heuristics, and propositions are presented with the intent of noting future areas of study.
{"title":"Salesperson Evaluation: A Systematic Structure for Reducing Judgmental Biases","authors":"J. Gentry, J. Mowen, Lori H. Tasaki","doi":"10.1080/08853134.1991.10753866","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753866","url":null,"abstract":"Cognitive biases affect the evaluation of performance in all managerial areas, and the evaluation of sales personnel is especially problematic due to its unique nature. A model of the sales force evaluation process is presented and is used to provide a framework for discussing common biases affecting the expectations of the sales manager. Suggestions are made as to how one can mitigate the effects of the use of sub-optimal decision heuristics, and propositions are presented with the intent of noting future areas of study.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"35 1","pages":"27-38"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76254706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1990.10753850
Arun Sharma
There has been extensive research on the effect of source credibility on persuasion in social psychology. This paper suggests that some of the research on source credibility in social psychology may not be valid in a personal selling situation. Thus, in a personal selling situation, relationships between buyer's prior expectations and effect of salesperson credibility are proposed and tested experimentally. Some direct effects of salesperson credibility were observed which were as suggested by social psychology research. However, inverse persuasive effects of salesperson credibility predicted by social psychology research were not observed. Managerial implications of the research are suggested and directions for future research proposed.
{"title":"The Persuasive Effect of Salesperson Credibility: Conceptual and Empirical Examination","authors":"Arun Sharma","doi":"10.1080/08853134.1990.10753850","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753850","url":null,"abstract":"There has been extensive research on the effect of source credibility on persuasion in social psychology. This paper suggests that some of the research on source credibility in social psychology may not be valid in a personal selling situation. Thus, in a personal selling situation, relationships between buyer's prior expectations and effect of salesperson credibility are proposed and tested experimentally. Some direct effects of salesperson credibility were observed which were as suggested by social psychology research. However, inverse persuasive effects of salesperson credibility predicted by social psychology research were not observed. Managerial implications of the research are suggested and directions for future research proposed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"65 1","pages":"71-80"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73582676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753857
J. Tsalikis, Oscar W. DeShields, Michael S. Latour
The study focuses on assessing the impact of a salesperson's accent on people's perception of his effectiveness, including credibility, competence, friendliness, and intentions to buy. One hundred and forty-six students listened to tape recordings of three presenters speaking with Greek-accented English and three presenters speaking with standard American accent. The message was a hypothetical sales pitch for a VCR. The results indicate that, for an American audience, a sales pitch in standard American accent evoked more favorable judgments on all measured dimensions than Greek-accented English.
{"title":"The Role of Accent on the Credibility and Effectiveness of the Salesperson","authors":"J. Tsalikis, Oscar W. DeShields, Michael S. Latour","doi":"10.1080/08853134.1991.10753857","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753857","url":null,"abstract":"The study focuses on assessing the impact of a salesperson's accent on people's perception of his effectiveness, including credibility, competence, friendliness, and intentions to buy. One hundred and forty-six students listened to tape recordings of three presenters speaking with Greek-accented English and three presenters speaking with standard American accent. The message was a hypothetical sales pitch for a VCR. The results indicate that, for an American audience, a sales pitch in standard American accent evoked more favorable judgments on all measured dimensions than Greek-accented English.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"37 1","pages":"31-41"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73812736","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1998.10754120
Jon M. Hawes, Gregory A. Rich
Sales coaching has long been cited by sales professionals as a critically important means used by sales managers to enhance the performance of their salespeople. A review of a number of popular press articles and books indicates that practitioners typically discuss sales coaching as a multidimensional activity consisting of three core constructs: supervisory feedback, role modeling, and salesperson trust in manager. This article defines and examines the three sales coaching constructs in detail, reviewing the most recent academic theory and research in order to more precisely understand how and why sales coaching is effective.
{"title":"Selling and Sales Management in Action: The Constructs of Sales Coaching: Supervisory Feedback, Role Modeling and Trust","authors":"Jon M. Hawes, Gregory A. Rich","doi":"10.1080/08853134.1998.10754120","DOIUrl":"https://doi.org/10.1080/08853134.1998.10754120","url":null,"abstract":"Sales coaching has long been cited by sales professionals as a critically important means used by sales managers to enhance the performance of their salespeople. A review of a number of popular press articles and books indicates that practitioners typically discuss sales coaching as a multidimensional activity consisting of three core constructs: supervisory feedback, role modeling, and salesperson trust in manager. This article defines and examines the three sales coaching constructs in detail, reviewing the most recent academic theory and research in order to more precisely understand how and why sales coaching is effective.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"54 1","pages":"53-63"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84272820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1989.10754523
John S. Hill, Meg G. Birdseye
{"title":"Salesperson Selection In Multinational Corporations: An Empirical Study","authors":"John S. Hill, Meg G. Birdseye","doi":"10.1080/08853134.1989.10754523","DOIUrl":"https://doi.org/10.1080/08853134.1989.10754523","url":null,"abstract":"","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"34 1","pages":"39-47"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78725700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1981.10754209
W. Johnston, M. Cooper
AbstractSelection of sales force members is a critical function of sales management from both time and financial perspectives, yet little published research specific to this function exists in the marketing and sales management literature. Research in personnel selection has emphasized examination of the relative importance of a few variables in a single decision context. This approach does not consider the possible effects of the multi-decision process presently used in sales force selection. This article presents a conceptual framework of the selection process, reviews the marketing, sales management, and relevant personnel selection literature, and considers necessary future research directions.
{"title":"Industrial Sales Force Selection: Current Knowledge and Needed Research","authors":"W. Johnston, M. Cooper","doi":"10.1080/08853134.1981.10754209","DOIUrl":"https://doi.org/10.1080/08853134.1981.10754209","url":null,"abstract":"AbstractSelection of sales force members is a critical function of sales management from both time and financial perspectives, yet little published research specific to this function exists in the marketing and sales management literature. Research in personnel selection has emphasized examination of the relative importance of a few variables in a single decision context. This approach does not consider the possible effects of the multi-decision process presently used in sales force selection. This article presents a conceptual framework of the selection process, reviews the marketing, sales management, and relevant personnel selection literature, and considers necessary future research directions.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"34 1","pages":"49-57"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82707281","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1986.10754411
Robert W. Cook, Timothy P. Hartman
AbstractFemale and male undergraduate students attending three universities were surveyed to determine their comparative interest in a career in sales. In general, females and males agreed on the attributes associated with a selling career. Yet females rated a selling career significantly lower in terms of preference as compared to males. Females were found to have a significantly stronger preference for careers in public relations, advertising, and retail management than their male counterparts. The implications of this negative female bias towards a sales career are discussed, and areas for further research are suggested.
{"title":"Female College Student Interest in a Sales Career: A Comparison","authors":"Robert W. Cook, Timothy P. Hartman","doi":"10.1080/08853134.1986.10754411","DOIUrl":"https://doi.org/10.1080/08853134.1986.10754411","url":null,"abstract":"AbstractFemale and male undergraduate students attending three universities were surveyed to determine their comparative interest in a career in sales. In general, females and males agreed on the attributes associated with a selling career. Yet females rated a selling career significantly lower in terms of preference as compared to males. Females were found to have a significantly stronger preference for careers in public relations, advertising, and retail management than their male counterparts. The implications of this negative female bias towards a sales career are discussed, and areas for further research are suggested.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"138 1","pages":"29-34"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82834016","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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