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":null,"pages":null},"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: 10.1080/08853134.1990.10753833
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":null,"pages":null},"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: 10.1080/08853134.1997.10754097
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":null,"pages":null},"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: 10.1080/08853134.1984.10754376
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":null,"pages":null},"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: 10.1080/08853134.1990.10753831
D. Sauers, J. Hunt, Kenneth E. Bass
Salesforce control systems tend to focus on outcomes rather than behaviors. The use and effectiveness of behavior-based control systems is limited, particularly with industrial sales-people, who generally operate in the field much of the time where their behavior cannot be closely observed or supervised by management. The authors propose Behavioral Self-Management (BSM) as a means of controlling the methods salespeople use to achieve results. Specific BSM techniques applicable to selling and strategies for encouraging salespeople to engage in self- management are reviewed.
{"title":"Behavioral Self-Management as a Supplement to External Sales Force Controls","authors":"D. Sauers, J. Hunt, Kenneth E. Bass","doi":"10.1080/08853134.1990.10753831","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753831","url":null,"abstract":"Salesforce control systems tend to focus on outcomes rather than behaviors. The use and effectiveness of behavior-based control systems is limited, particularly with industrial sales-people, who generally operate in the field much of the time where their behavior cannot be closely observed or supervised by management. The authors propose Behavioral Self-Management (BSM) as a means of controlling the methods salespeople use to achieve results. Specific BSM techniques applicable to selling and strategies for encouraging salespeople to engage in self- management are reviewed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84412348","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: 10.1080/08853134.1995.10754020
Dawn Deeter-Schmelz, R. Ramsey
In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. Accordingly, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed, and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed.
{"title":"A Conceptualization of the Functions and Roles of Formalized Selling and Buying Teams","authors":"Dawn Deeter-Schmelz, R. Ramsey","doi":"10.1080/08853134.1995.10754020","DOIUrl":"https://doi.org/10.1080/08853134.1995.10754020","url":null,"abstract":"In today's ever-changing business environment, teamwork has emerged as a requirement for success. As industry faces this paradigm shift, a formal team structure is emerging that goes beyond that proposed by previous selling/buying center researchers. Accordingly, a conceptualization of the functions and roles of these formalized selling and buying teams is proposed as a starting point for future investigations. The movement toward formal self-directed teams is explored, updated definitions of the selling and buying teams are proposed, and the functions and roles of each team are reviewed. Key constructs and organizational implications also are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82264312","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":null,"pages":null},"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: 10.1080/08853134.1993.10753935
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":null,"pages":null},"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}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1999.10754179
H. Sujan
Based on Sternberg's (1985) theory of human intelligence, the nature of salespeople's street-smarts—one of three aspects of intelligence this theory defines—is evaluated. It is suggested that salespeople's adapting to their environment, selecting to be in a more appropriate environment and shaping or molding their environment, the three elements of street-smarts, all contribute significantly to not only their performance but also their happiness (satisfaction). Further, it is suggested that although there may be a tendency among salespeople to focus on just one of the three aspects, because people like doing what they are best at, a balance among the three aspects of street-smart intelligence is more desirable. The motivational and personality roots of these forms of intelligence are also examined. Optimistic thinking is suggested to be a core, individual characteristic that fosters salespeople's street-smarts. Consequently, while recruiting salespeople sales management ought to evaluate the optimistic te...
{"title":"Optimism and Street-Smarts: Identifying and Improving Salesperson Intelligence","authors":"H. Sujan","doi":"10.1080/08853134.1999.10754179","DOIUrl":"https://doi.org/10.1080/08853134.1999.10754179","url":null,"abstract":"Based on Sternberg's (1985) theory of human intelligence, the nature of salespeople's street-smarts—one of three aspects of intelligence this theory defines—is evaluated. It is suggested that salespeople's adapting to their environment, selecting to be in a more appropriate environment and shaping or molding their environment, the three elements of street-smarts, all contribute significantly to not only their performance but also their happiness (satisfaction). Further, it is suggested that although there may be a tendency among salespeople to focus on just one of the three aspects, because people like doing what they are best at, a balance among the three aspects of street-smart intelligence is more desirable. The motivational and personality roots of these forms of intelligence are also examined. Optimistic thinking is suggested to be a core, individual characteristic that fosters salespeople's street-smarts. Consequently, while recruiting salespeople sales management ought to evaluate the optimistic te...","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91386156","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":null,"pages":null},"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}
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