Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753860
L. Chonko, J. F. Tanner, E. Smith
Many companies resist global markets because of seemingly insurmountable problems with these markets. Salespeople are often used successfully to gather market information. There is a wealth of market data that can be collected by a company's international sales force and distributors' sales force which can prove to be valuable in surmounting cultural and marketing barriers associated with global markets. The current paper discusses how and with what success U.S. multinational companies are using their international sales forces in gathering international marketing research data.
{"title":"Selling and Sales Management in Action: The Sales Force's Role in International Marketing Research and Marketing Information Systems","authors":"L. Chonko, J. F. Tanner, E. Smith","doi":"10.1080/08853134.1991.10753860","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753860","url":null,"abstract":"Many companies resist global markets because of seemingly insurmountable problems with these markets. Salespeople are often used successfully to gather market information. There is a wealth of market data that can be collected by a company's international sales force and distributors' sales force which can prove to be valuable in surmounting cultural and marketing barriers associated with global markets. The current paper discusses how and with what success U.S. multinational companies are using their international sales forces in gathering international marketing research data.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"108 1","pages":"69-80"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75987953","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: 10.1080/08853134.1983.10754342
T. Wotruba, Donald J. Schoel
AbstractThis study reports the types of salesforce characteristics and sales contest planning policies associated with success of salesforce contests. Three measures of contest success are used: attainment of contest objectives, contest's contribution to profit, and the number of negative side effects generated by the contest.
{"title":"Evaluation of Salesforce Contest Performance","authors":"T. Wotruba, Donald J. Schoel","doi":"10.1080/08853134.1983.10754342","DOIUrl":"https://doi.org/10.1080/08853134.1983.10754342","url":null,"abstract":"AbstractThis study reports the types of salesforce characteristics and sales contest planning policies associated with success of salesforce contests. Three measures of contest success are used: attainment of contest objectives, contest's contribution to profit, and the number of negative side effects generated by the contest.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"120 1","pages":"1-10"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77973132","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: 10.1080/08853134.1991.10753856
R. Erffmeyer, K. R. Russ, J. Hair
A study was conducted which investigated the extent to which needs assessment and evaluation practices have been used in planning and evaluating sales training programs. Findings suggest that some needs assessment practices have been used in planning sales training programs. However, systematic formal needs assessment practices were not widely adopted. Findings indicate that most evaluation measures are relatively simple, such as course evaluations or trainee/supervisor reactions. More complex approaches such as learning, behavior and/or results measures are used much less frequently. Implications of these results are discussed.
{"title":"Needs Assessment and Evaluation in Sales-Training Programs","authors":"R. Erffmeyer, K. R. Russ, J. Hair","doi":"10.1080/08853134.1991.10753856","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753856","url":null,"abstract":"A study was conducted which investigated the extent to which needs assessment and evaluation practices have been used in planning and evaluating sales training programs. Findings suggest that some needs assessment practices have been used in planning sales training programs. However, systematic formal needs assessment practices were not widely adopted. Findings indicate that most evaluation measures are relatively simple, such as course evaluations or trainee/supervisor reactions. More complex approaches such as learning, behavior and/or results measures are used much less frequently. Implications of these results are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"18 1","pages":"17-30"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73195610","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: 10.1080/08853134.1994.10753995
Ned C. Hill, M. Swenson
Electronic Data Interchange (EDI) provides information linkages between selling firms and buying firms and offers significant benefits for participating companies. In this article, the changing role of the salesperson in an EDI environment is explored. A case study, which examines the effects of EDI technology at Bergen Brunswig Drug Company, is presented. Managerial implications are discussed.
{"title":"Sales Thchnology Applications: The Impact of Electronic Data Interchange on the Sales Function","authors":"Ned C. Hill, M. Swenson","doi":"10.1080/08853134.1994.10753995","DOIUrl":"https://doi.org/10.1080/08853134.1994.10753995","url":null,"abstract":"Electronic Data Interchange (EDI) provides information linkages between selling firms and buying firms and offers significant benefits for participating companies. In this article, the changing role of the salesperson in an EDI environment is explored. A case study, which examines the effects of EDI technology at Bergen Brunswig Drug Company, is presented. Managerial implications are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"1 1","pages":"79-87"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72692594","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: 10.1080/08853134.1993.10753948
D. Strutton, J. Lumpkin
Despite an awareness of the inverse relationship between stress levels and job performance, researchers have not addressed the specific coping strategies used by salespeople in their efforts to cope with sales-related stress. A framework is developed that suggests dispositionally optimistic salespeople may employ different coping strategies than do pessimistic salespeople. Support for hypotheses that have been grounded in this broad proposition was developed in a study that employed a multi-firm sales sample. Optimists were found to employ more problem-focused coping tactics, while pessimists used more emotion-focused coping. Issues relating to why problem-focused coping tactics are preferable as well as how greater use of problem-focused coping may be promoted within a sales organization are discussed.
{"title":"The Relationship Between Optimism and Coping Styles of Salespeople","authors":"D. Strutton, J. Lumpkin","doi":"10.1080/08853134.1993.10753948","DOIUrl":"https://doi.org/10.1080/08853134.1993.10753948","url":null,"abstract":"Despite an awareness of the inverse relationship between stress levels and job performance, researchers have not addressed the specific coping strategies used by salespeople in their efforts to cope with sales-related stress. A framework is developed that suggests dispositionally optimistic salespeople may employ different coping strategies than do pessimistic salespeople. Support for hypotheses that have been grounded in this broad proposition was developed in a study that employed a multi-firm sales sample. Optimists were found to employ more problem-focused coping tactics, while pessimists used more emotion-focused coping. Issues relating to why problem-focused coping tactics are preferable as well as how greater use of problem-focused coping may be promoted within a sales organization are discussed.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"1148 1","pages":"71-82"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72695724","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: 10.1080/08853134.1992.10753929
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: 10.1080/08853134.1983.10754354
Steven Lysonski, Eugene M. Johnson
AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.
{"title":"The Sales Manager As a Boundary Spanner: A Role Theory Analysis","authors":"Steven Lysonski, Eugene M. Johnson","doi":"10.1080/08853134.1983.10754354","DOIUrl":"https://doi.org/10.1080/08853134.1983.10754354","url":null,"abstract":"AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"30 1","pages":"8-21"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91206281","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: 10.1080/08853134.1990.10753849
C. Shepherd, Joseph O. Rentz
Researchers are increasingly focusing on the mental processes and knowledge structures of salespeople. Of particular interest are expert (or highly skilled) salespeople. This article presents a method for investigating the cognitive processes and knowledge structures of expert salespeople. The method examines both declarative and procedural knowledge by combining several techniques traditionally seen in the cognitive sciences, namely the critical incident technique, vicarious role play using simulated problem situations, and content analysis of verbal protocols. Examples of an application of this procedure with a food broker sales force are used to illustrate certain aspects of the method.
{"title":"A Method for Investigating the Cognitive Processes and Knowledge Structures of Expert Salespeople","authors":"C. Shepherd, Joseph O. Rentz","doi":"10.1080/08853134.1990.10753849","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753849","url":null,"abstract":"Researchers are increasingly focusing on the mental processes and knowledge structures of salespeople. Of particular interest are expert (or highly skilled) salespeople. This article presents a method for investigating the cognitive processes and knowledge structures of expert salespeople. The method examines both declarative and procedural knowledge by combining several techniques traditionally seen in the cognitive sciences, namely the critical incident technique, vicarious role play using simulated problem situations, and content analysis of verbal protocols. Examples of an application of this procedure with a food broker sales force are used to illustrate certain aspects of the method.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"2 1","pages":"55-70"},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88977523","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：