Pub Date : 2013-10-24DOI: 10.1080/08853134.1992.10753929
M. Swenson, A. Parrella
The cellular telephone has become a popular, worldwide business tool. The use of cellular telephones has been purported to increase productivity and boost responsiveness. In this paper, major issues in cellular telephone technology are presented. A case study which examines the process of adoption, implementation, and utilization of cellular telephones in a national sales force is presented. Managerial implications are discussed.
{"title":"Cellular Telephones and the National Sales Force","authors":"M. Swenson, A. Parrella","doi":"10.1080/08853134.1992.10753929","DOIUrl":"https://doi.org/10.1080/08853134.1992.10753929","url":null,"abstract":"The cellular telephone has become a popular, worldwide business tool. The use of cellular telephones has been purported to increase productivity and boost responsiveness. In this paper, major issues in cellular telephone technology are presented. A case study which examines the process of adoption, implementation, and utilization of cellular telephones in a national sales force is presented. Managerial implications are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"326 1","pages":"67-74"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76360274","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: 10.1080/08853134.1993.10753963
D. Strutton, L. Pelton, J. Lumpkin
It is imperative that salespeople gain and maintain the trust of prospects and clients. Similarly, the ability of management to develop and preserve trusting relationships with their salesforces exerts a critical influence on the success of sales organizations. The extent to which psychological climate of sales organizations influences the level of trust that salespersons place in their sales managers is investigated in this study. “Low-trust” and “high-trust” salespersons were distinguished by their significantly different perceptions of the levels of autonomy, cohesiveness, fairness, innovativeness, recognition and ethicality present which compose the psychological climate of their sales units. Recommendations regarding how sales managers can foster a trust-facilitating psychological climate are offered.
{"title":"The Relationship Between Psychological Climate And Salesperson-Sales Manager Trust in Sales Organizations","authors":"D. Strutton, L. Pelton, J. Lumpkin","doi":"10.1080/08853134.1993.10753963","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753963","url":null,"abstract":"It is imperative that salespeople gain and maintain the trust of prospects and clients. Similarly, the ability of management to develop and preserve trusting relationships with their salesforces exerts a critical influence on the success of sales organizations. The extent to which psychological climate of sales organizations influences the level of trust that salespersons place in their sales managers is investigated in this study. “Low-trust” and “high-trust” salespersons were distinguished by their significantly different perceptions of the levels of autonomy, cohesiveness, fairness, innovativeness, recognition and ethicality present which compose the psychological climate of their sales units. Recommendations regarding how sales managers can foster a trust-facilitating psychological climate are offered.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"83 1","pages":"1-14"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77130639","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: 10.1080/08853134.1981.10754191
Edwin K. Simpson, R. Kahler
AbstractContributions from the research include: (1) the development of a validated scale to measure the perception of source credibility in personal selling; (2) understanding the underlying dimensions of the perception of source credibility in the selling context; (3) identification of the Sociability factor for the first time in source credibility research; and (4) recognition of the credibility implications associated with salesperson's title.
{"title":"A Scale for Source Credibility; Validated in the Selling Context","authors":"Edwin K. Simpson, R. Kahler","doi":"10.1080/08853134.1981.10754191","DOIUrl":"https://doi.org/10.1080/08853134.1981.10754191","url":null,"abstract":"AbstractContributions from the research include: (1) the development of a validated scale to measure the perception of source credibility in personal selling; (2) understanding the underlying dimensions of the perception of source credibility in the selling context; (3) identification of the Sociability factor for the first time in source credibility research; and (4) recognition of the credibility implications associated with salesperson's title.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"34 1","pages":"17-25"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80902371","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: 10.1080/08853134.1997.10754097
B. Bass
Selling and leadership both involve influence, so much of what is known about the new paradigm of transactional and transformational leadership can be suggested for enhancing the effectiveness of selling. Thus, as with transformational leadership, selling will be more effective when salespersons are both emotionally and intellectually appealing as well as considerate of their customers' needs. As with transactional leadership, salespersons will be more effective if they are clear about how the customer profits from concurrence with the salespersons' efforts and ensure that the benefits occur. Effective salespersons arrange to keep up-to-date with the customer's problems and needs. Salespersons can also exert important influence on colleagues inside and outside their firms.
{"title":"Personal Selling And Transactional/Transformational Leadership","authors":"B. Bass","doi":"10.1080/08853134.1997.10754097","DOIUrl":"https://doi.org/10.1080/08853134.1997.10754097","url":null,"abstract":"Selling and leadership both involve influence, so much of what is known about the new paradigm of transactional and transformational leadership can be suggested for enhancing the effectiveness of selling. Thus, as with transformational leadership, selling will be more effective when salespersons are both emotionally and intellectually appealing as well as considerate of their customers' needs. As with transactional leadership, salespersons will be more effective if they are clear about how the customer profits from concurrence with the salespersons' efforts and ensure that the benefits occur. Effective salespersons arrange to keep up-to-date with the customer's problems and needs. Salespersons can also exert important influence on colleagues inside and outside their firms.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"6 1","pages":"19-28"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81706901","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: 10.1080/08853134.1990.10753833
Dan C. Weilbaker
This field study using salespeople, sales managers, and physicians identified 14 abilities necessary for successful pharmaceutical salespeople, the prototypical missionary sales position. Six of the abilities were identified by all three parties and make up the core requirements while one ability was recognized by physicians and not the other two groups. Finally, this research offers suggestions, based on the 14 identified abilities, for recruiting and sales training efficiencies to improve salesperson performance.
{"title":"The Identification of Selling Abilities Needed for Missionary Type Sales","authors":"Dan C. Weilbaker","doi":"10.1080/08853134.1990.10753833","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753833","url":null,"abstract":"This field study using salespeople, sales managers, and physicians identified 14 abilities necessary for successful pharmaceutical salespeople, the prototypical missionary sales position. Six of the abilities were identified by all three parties and make up the core requirements while one ability was recognized by physicians and not the other two groups. Finally, this research offers suggestions, based on the 14 identified abilities, for recruiting and sales training efficiencies to improve salesperson performance.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"27 1","pages":"45-58"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81637563","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: 10.1080/08853134.1981.10754194
C. K. Gibson, D. Cochran, D. Epley
AbstractThe influence of sex-role stereotyping upon employee performances for job rewards has been researched in great depth. Little work has been done with men and women in a commissioned sales field. This study examines the influence of sex-role stereotyping upon the communication frame of reference and upon the evaluation of a career opportunity through two new hypotheses. Evidence was found that a sex-role identity and stereotyping can influence the frame of reference and the quality of information about a career.
{"title":"Impact of Sex Role Differences Upon The Frame of Reference: of Male and Female Residential Real Estate Salespeople in Their Evaluation of Career Opportunities","authors":"C. K. Gibson, D. Cochran, D. Epley","doi":"10.1080/08853134.1981.10754194","DOIUrl":"https://doi.org/10.1080/08853134.1981.10754194","url":null,"abstract":"AbstractThe influence of sex-role stereotyping upon employee performances for job rewards has been researched in great depth. Little work has been done with men and women in a commissioned sales field. This study examines the influence of sex-role stereotyping upon the communication frame of reference and upon the evaluation of a career opportunity through two new hypotheses. Evidence was found that a sex-role identity and stereotyping can influence the frame of reference and the quality of information about a career.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"16 1","pages":"41-47"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81047370","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: 10.1080/08853134.1996.10754060
Frederick A. Russ, Kevin M. Mcneilly, J. Comer
What distinguishes high performing sales managers from those whose performance is lower? Based on data collected from first-level sales managers, their superiors, and over 400 sales reps reporting to them, high performing managers exhibit more transactional and transformational leadership. Low performing managers are more avoidant and less rational in their decision making styles. Reps supervised by high performing managers exhibit less role stress, more satisfaction, and greater loyalty.
{"title":"Leadership, Decision Making and Performance of Sales Managers: A Multi-Level Approach","authors":"Frederick A. Russ, Kevin M. Mcneilly, J. Comer","doi":"10.1080/08853134.1996.10754060","DOIUrl":"https://doi.org/10.1080/08853134.1996.10754060","url":null,"abstract":"What distinguishes high performing sales managers from those whose performance is lower? Based on data collected from first-level sales managers, their superiors, and over 400 sales reps reporting to them, high performing managers exhibit more transactional and transformational leadership. Low performing managers are more avoidant and less rational in their decision making styles. Reps supervised by high performing managers exhibit less role stress, more satisfaction, and greater loyalty.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"48 1","pages":"1-15"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81404953","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: 10.1080/08853134.1984.10754376
R. Reeves, H. Barksdale
AbstractA parsimonious conceptual framework is presented to facilitate organization and comparison of the various approaches to personal selling. Implications for managers and researchers, as well as suggestions for future directions in personal selling research, are discussed.
{"title":"A Framework for Classifying Concepts of and Research on the Personal Selling Process","authors":"R. Reeves, H. Barksdale","doi":"10.1080/08853134.1984.10754376","DOIUrl":"https://doi.org/10.1080/08853134.1984.10754376","url":null,"abstract":"AbstractA parsimonious conceptual framework is presented to facilitate organization and comparison of the various approaches to personal selling. Implications for managers and researchers, as well as suggestions for future directions in personal selling research, are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"20 1","pages":"7-16"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89714584","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: 10.1080/08853134.1995.10754021
R. Brooksbank
In many markets personal selling is a critical component of marketing success. Yet despite an increasing amount of prescriptive marketing literature advocating a customer-oriented business approach, very little has been written about personal selling from a customer-oriented perspective. Based on the belief that, as part of the marketing process, personal selling should share the same customer-oriented philosophy and methodology, this article presents a new model of the personal selling process.
{"title":"Selling and Sales Management in Action: The New Model of Personal Selling: Micromarketing","authors":"R. Brooksbank","doi":"10.1080/08853134.1995.10754021","DOIUrl":"https://doi.org/10.1080/08853134.1995.10754021","url":null,"abstract":"In many markets personal selling is a critical component of marketing success. Yet despite an increasing amount of prescriptive marketing literature advocating a customer-oriented business approach, very little has been written about personal selling from a customer-oriented perspective. Based on the belief that, as part of the marketing process, personal selling should share the same customer-oriented philosophy and methodology, this article presents a new model of the personal selling process.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"96 1","pages":"61-66"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85263505","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: 10.1080/08853134.1993.10753935
Stephen B. Castleberry, C. Shepherd
Although widely recognized as essential to success, little research has focused on effective listening skills in the personal selling context. This paper reviews effective listening as seen in existing sales and communication literature. Further, it presents both a cognitive process model of the interpersonal listening process and a model that explicates the relationship between listening, adaptive selling and sales performance. In addition, a series of research priorities and research propositions are presented to stimulate future research.
{"title":"Effective Interpersonal Listening and Personal Selling","authors":"Stephen B. Castleberry, C. Shepherd","doi":"10.1080/08853134.1993.10753935","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753935","url":null,"abstract":"Although widely recognized as essential to success, little research has focused on effective listening skills in the personal selling context. This paper reviews effective listening as seen in existing sales and communication literature. Further, it presents both a cognitive process model of the interpersonal listening process and a model that explicates the relationship between listening, adaptive selling and sales performance. In addition, a series of research priorities and research propositions are presented to stimulate future research.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"2 1","pages":"35-49"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83649959","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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