Pub Date : 2022-06-23DOI: 10.1080/08853134.2022.2082451
M. Klarmann, M. Wouters
Abstract Customers in business markets face difficult choice problems. Depending on the customer’s choice construal, in terms of the customer’s criteria and the tradeoffs the customer wants to make, different kinds of information are relevant and influential. We conceptualize four communication foci in B2B selling, which differ in terms of the kinds of information that is communicated during sales interactions with customers: value communication, benefit communication, feature communication, and discount communication. Drawing on survey data from a sample of 226 B2B salespeople, we empirically investigate these constructs and specifically test for their distinctiveness. Finally, in an exploratory analysis, we identify potential drivers, outcomes, and moderators (i.e., enablers) of these communication foci. The four communication foci are driven by substantially different sets of drivers, indicating that they are employed in different settings. We find no communication focus is clearly directly related to sales performance. Instead, the effectiveness of a communication focus is likely to depend on the situation.
{"title":"Benefits, discounts, features, and value as communication foci in selling: Exploring concepts, drivers, and outcomes","authors":"M. Klarmann, M. Wouters","doi":"10.1080/08853134.2022.2082451","DOIUrl":"https://doi.org/10.1080/08853134.2022.2082451","url":null,"abstract":"Abstract Customers in business markets face difficult choice problems. Depending on the customer’s choice construal, in terms of the customer’s criteria and the tradeoffs the customer wants to make, different kinds of information are relevant and influential. We conceptualize four communication foci in B2B selling, which differ in terms of the kinds of information that is communicated during sales interactions with customers: value communication, benefit communication, feature communication, and discount communication. Drawing on survey data from a sample of 226 B2B salespeople, we empirically investigate these constructs and specifically test for their distinctiveness. Finally, in an exploratory analysis, we identify potential drivers, outcomes, and moderators (i.e., enablers) of these communication foci. The four communication foci are driven by substantially different sets of drivers, indicating that they are employed in different settings. We find no communication focus is clearly directly related to sales performance. Instead, the effectiveness of a communication focus is likely to depend on the situation.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48241330","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 : 2022-06-03DOI: 10.1080/08853134.2022.2067554
Peter Nguyen, Scott B. Friend, Kevin S. Chase, Jeff Johnson
Abstract The sales profession is fraught with customer rejection and defections. Understanding why customers say “no” to a sales proposal is complex given that factors at the organizational-, individual-, and interactional-level are synthesized in the customer’s decision-making process. Academics and practitioners alike therefore stand to benefit from greater understanding of this phenomenon. The current study leverages text-based machine learning on postmortem interview transcripts from 113 business-to-business sales failures, spanning over 1,500 pages of text, to provide exploratory insights into the reasons for sales proposal rejections. Results reveal several thematic facets of sales proposal failures from the perspective of the customer, along with insights that variance in topic salience—i.e., buyer focus on a few topics or a spread of dimensions—is contingent on supplier incumbency status. Specifically, using topic modeling, findings show that buyers converge on a distributed (concentrated) range of sales proposal rejection topics for in- (out-) supplier proposals. Additionally, the authors show how the text-based machine learning approach can highlight key areas of concern for firms, enabling them to effectively enact changes that will improve future outcomes. Collectively, this research contributes to efforts to bridge the chasm between theoretical, managerial, and technical aspects of machine learning in sales.
{"title":"Analyzing sales proposal rejections via machine learning","authors":"Peter Nguyen, Scott B. Friend, Kevin S. Chase, Jeff Johnson","doi":"10.1080/08853134.2022.2067554","DOIUrl":"https://doi.org/10.1080/08853134.2022.2067554","url":null,"abstract":"Abstract The sales profession is fraught with customer rejection and defections. Understanding why customers say “no” to a sales proposal is complex given that factors at the organizational-, individual-, and interactional-level are synthesized in the customer’s decision-making process. Academics and practitioners alike therefore stand to benefit from greater understanding of this phenomenon. The current study leverages text-based machine learning on postmortem interview transcripts from 113 business-to-business sales failures, spanning over 1,500 pages of text, to provide exploratory insights into the reasons for sales proposal rejections. Results reveal several thematic facets of sales proposal failures from the perspective of the customer, along with insights that variance in topic salience—i.e., buyer focus on a few topics or a spread of dimensions—is contingent on supplier incumbency status. Specifically, using topic modeling, findings show that buyers converge on a distributed (concentrated) range of sales proposal rejection topics for in- (out-) supplier proposals. Additionally, the authors show how the text-based machine learning approach can highlight key areas of concern for firms, enabling them to effectively enact changes that will improve future outcomes. Collectively, this research contributes to efforts to bridge the chasm between theoretical, managerial, and technical aspects of machine learning in sales.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-06-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48222182","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 : 2022-04-06DOI: 10.1080/08853134.2022.2049604
B. Liu, P. V. Balakrishnan
Abstract We propose a process model that examines the antecedents and consequences of bargaining concession rates with managerially relevant constructs grounded in social psychology to predict negotiation outcomes in a sales setting involving multiple issues. The situational factors of relative power, constituent’s monitoring, time pressure; and dispositional factors of bargainer’s personality toughness and risk-taking propensity are integrated to test the associated set of hypotheses. Our novel approach employs a fractional factorial design experiment to test the predictions of our NIMBuS solution. The results of our sophisticated bargaining experiment support our model and hypotheses and add to the literature for empirical generalizability. We find in our integrated test that concession rates tend to be lower when bargainers are in a higher relative power position, are under lower time pressure, have higher personality-toughness, or have a higher risk-taking propensity. The underpinning of economic models asserting the importance of discount rates for concession-making does not hold. Our results indicate that the cost-prohibitive mechanism of organizational monitoring of salespeople may not be needed. Importantly, under asymmetric bargaining power situations, our model predicts actual outcomes better than the Nash solution. The critical importance of integrating social-psychological factors to understand the bargaining process and improve predicted outcomes is underscored.
{"title":"Dispositional and situational factors on bargaining concession rates and outcomes: predictive power of NIMBuS–an integrated model of Buyer-Seller negotiations","authors":"B. Liu, P. V. Balakrishnan","doi":"10.1080/08853134.2022.2049604","DOIUrl":"https://doi.org/10.1080/08853134.2022.2049604","url":null,"abstract":"Abstract We propose a process model that examines the antecedents and consequences of bargaining concession rates with managerially relevant constructs grounded in social psychology to predict negotiation outcomes in a sales setting involving multiple issues. The situational factors of relative power, constituent’s monitoring, time pressure; and dispositional factors of bargainer’s personality toughness and risk-taking propensity are integrated to test the associated set of hypotheses. Our novel approach employs a fractional factorial design experiment to test the predictions of our NIMBuS solution. The results of our sophisticated bargaining experiment support our model and hypotheses and add to the literature for empirical generalizability. We find in our integrated test that concession rates tend to be lower when bargainers are in a higher relative power position, are under lower time pressure, have higher personality-toughness, or have a higher risk-taking propensity. The underpinning of economic models asserting the importance of discount rates for concession-making does not hold. Our results indicate that the cost-prohibitive mechanism of organizational monitoring of salespeople may not be needed. Importantly, under asymmetric bargaining power situations, our model predicts actual outcomes better than the Nash solution. The critical importance of integrating social-psychological factors to understand the bargaining process and improve predicted outcomes is underscored.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48564219","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 : 2022-04-03DOI: 10.1080/08853134.2022.2075372
Dawn Deeter-Schmelz
S Journal of Personal selling & sales ManageMent 2022, Vol. 42, no. 2, 83–90 Personal selling and sales management abstracts Dawn R. Deeter-Schmelz section editor, national strategic selling institute, Kansas state university, Manhattan, Kansas, usa Abstracts Editorial Staffs Editorial Staff frederik Beuk University of Akron Katerina Hill Arkansas State University leroy robinson University of Houston Clear Lake elten Briggs University of Texas Arlington omar itani Lebanese American University amin rostami University of Minnesota – Duluth nawar Chaker Louisiana State University ashish Kalra LaSalle University stacey schetzsle University of Tampa tanya Drollinger University of Lethbridge felicia g. lassk Northeastern University Wyatt schrock Michigan State University David gilliam University of Arkansas at Little Rock terry W. loe Kennesaw State University J. andy Wood James Madison University Megan good California State Polytechnic University – Pomona Jesse n. Moore Clemson University Jessica Zeiss Ball State University Brandon gustafson Oakland University Jay Mulki Northeastern University Yanhui Zhao University of Nebraska Omaha alexander Haas University of Giessen edward nowlin Kansas State University Abstracts section topic areass section topic areas The purpose of this section is to help readers keep abreast of current personal selling and sales management literature. We review more than sixty different academic publications containing contemporary sales-related articles. Abstracts are classified according to their appropriate topic areas. The surname (in brackets) after each abstract identifies the staff member who prepared the summary. The topic areas used to categorize abstracts are • Buyer/Customer Behavior – Perceptions – Negotiations – Decision Making • Buyer–Seller Relationships – Purchasing – Supplier Issues – Alliances – Partnerships • Compensation – Incentives – Sales Contests • Customer Relationship Management • Diversity Issues – Image • Ethics – Legal – Environmental – Social – Deviance • General Selling and Sales Management Topics • Global Selling and Sales Management – Cross-Cultural Issues – National Character • Hiring Practices – Recruiting – Assessment – Selection • Job Performance – Productivity – Effectiveness – Effort – Failure – Firm Performance • Leaders in Selling and Sales Management • Marketing–Sales Interface – Cross-Functional Interface • Methodology – Measurement • Motivation – Job Involvement – Satisfaction • National/Major/Key Account Management • Organizational Climate – Culture • Organizational Commitment – Work Commitment • Performance Evaluation • Personal Traits/Characteristics • Role Stress – Physical Stress – Coping – Anxiety • Sales Careers – Stages – Paths • Sales Education Issues – Student and Academic Perspectives • Salesforce Control • Sales Management Functions – Analysis – Planning – Strategy – Implementation – Decision-Making Quotas • Sales Organization – Structure – Channels • Sales Technology App
{"title":"Personal selling and sales management abstracts","authors":"Dawn Deeter-Schmelz","doi":"10.1080/08853134.2022.2075372","DOIUrl":"https://doi.org/10.1080/08853134.2022.2075372","url":null,"abstract":"S Journal of Personal selling & sales ManageMent 2022, Vol. 42, no. 2, 83–90 Personal selling and sales management abstracts Dawn R. Deeter-Schmelz section editor, national strategic selling institute, Kansas state university, Manhattan, Kansas, usa Abstracts Editorial Staffs Editorial Staff frederik Beuk University of Akron Katerina Hill Arkansas State University leroy robinson University of Houston Clear Lake elten Briggs University of Texas Arlington omar itani Lebanese American University amin rostami University of Minnesota – Duluth nawar Chaker Louisiana State University ashish Kalra LaSalle University stacey schetzsle University of Tampa tanya Drollinger University of Lethbridge felicia g. lassk Northeastern University Wyatt schrock Michigan State University David gilliam University of Arkansas at Little Rock terry W. loe Kennesaw State University J. andy Wood James Madison University Megan good California State Polytechnic University – Pomona Jesse n. Moore Clemson University Jessica Zeiss Ball State University Brandon gustafson Oakland University Jay Mulki Northeastern University Yanhui Zhao University of Nebraska Omaha alexander Haas University of Giessen edward nowlin Kansas State University Abstracts section topic areass section topic areas The purpose of this section is to help readers keep abreast of current personal selling and sales management literature. We review more than sixty different academic publications containing contemporary sales-related articles. Abstracts are classified according to their appropriate topic areas. The surname (in brackets) after each abstract identifies the staff member who prepared the summary. The topic areas used to categorize abstracts are • Buyer/Customer Behavior – Perceptions – Negotiations – Decision Making • Buyer–Seller Relationships – Purchasing – Supplier Issues – Alliances – Partnerships • Compensation – Incentives – Sales Contests • Customer Relationship Management • Diversity Issues – Image • Ethics – Legal – Environmental – Social – Deviance • General Selling and Sales Management Topics • Global Selling and Sales Management – Cross-Cultural Issues – National Character • Hiring Practices – Recruiting – Assessment – Selection • Job Performance – Productivity – Effectiveness – Effort – Failure – Firm Performance • Leaders in Selling and Sales Management • Marketing–Sales Interface – Cross-Functional Interface • Methodology – Measurement • Motivation – Job Involvement – Satisfaction • National/Major/Key Account Management • Organizational Climate – Culture • Organizational Commitment – Work Commitment • Performance Evaluation • Personal Traits/Characteristics • Role Stress – Physical Stress – Coping – Anxiety • Sales Careers – Stages – Paths • Sales Education Issues – Student and Academic Perspectives • Salesforce Control • Sales Management Functions – Analysis – Planning – Strategy – Implementation – Decision-Making Quotas • Sales Organization – Structure – Channels • Sales Technology App","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42049671","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 : 2022-04-03DOI: 10.1080/08853134.2022.2082452
Mohsen Pourmasoudi, Michael Ahearne, Zachary R. Hall, P. Krishnamurthy
Abstract The ready availability of information about purchase options has shifted the point at which customers make purchase decisions; they often come into the sales interaction knowing what they want (i.e., have higher preference certainty). Yet companies continue to base their selling strategies, spending billions of dollars, on a model of the customer decision process that is predicated on low preference certainty. Therefore, understanding the impact of customer preference certainty on the efficacy of the traditional selling paradigm is crucial. Through an extensive field study spanning four months across 15 different stores of a durable goods retailer and two experiments, the authors examine the consequences of this shift toward higher preference certainty for the practice of selling. Drawing on the theory of cognitive dissonance and adaptive selling, they find that a lack of consideration of the shift in customer decision making can hurt both salespeople and customers. Specifically, they find that ignoring customer preference certainty and unconditionally employing tactics that involve educating and challenging customers can have negative repercussions on purchase probability and sales revenue.
{"title":"The impact of the information revolution on the classical sales model","authors":"Mohsen Pourmasoudi, Michael Ahearne, Zachary R. Hall, P. Krishnamurthy","doi":"10.1080/08853134.2022.2082452","DOIUrl":"https://doi.org/10.1080/08853134.2022.2082452","url":null,"abstract":"Abstract The ready availability of information about purchase options has shifted the point at which customers make purchase decisions; they often come into the sales interaction knowing what they want (i.e., have higher preference certainty). Yet companies continue to base their selling strategies, spending billions of dollars, on a model of the customer decision process that is predicated on low preference certainty. Therefore, understanding the impact of customer preference certainty on the efficacy of the traditional selling paradigm is crucial. Through an extensive field study spanning four months across 15 different stores of a durable goods retailer and two experiments, the authors examine the consequences of this shift toward higher preference certainty for the practice of selling. Drawing on the theory of cognitive dissonance and adaptive selling, they find that a lack of consideration of the shift in customer decision making can hurt both salespeople and customers. Specifically, they find that ignoring customer preference certainty and unconditionally employing tactics that involve educating and challenging customers can have negative repercussions on purchase probability and sales revenue.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44586463","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 : 2022-03-24DOI: 10.1080/08853134.2022.2049603
R. Harding, Mitchel R. Murdock
Abstract Companies frequently recognize overall top-performing salespeople in order to inspire those not recognized to exhibit greater performance and commitment to the company. This research investigates if, contrary to common industry practice, there are cases where recognition of unexceptional performers, those whose lower-tier performance is only slightly above the unrecognized, can have a positive effect on the performance and retention of novice (i.e., new or inexperienced) salespeople. In one field experiment with a company that has annual revenues over two billion dollars and two lab experiments, the authors demonstrate that highlighting the achievements of salespeople whose performance is only slightly better than novices can be more effective at increasing performance and retention rates among novices than highlighting salespeople with far better performance. The enhancements include higher activity rates (Study 1) and company commitment (Study 2; Study 3). This research demonstrates the role relative standing plays in creating effective recognition strategies and refutes a commonly practiced recognition approach.
{"title":"Now presenting the undistinguished achievement award: how relative standing creates exceptional outcomes from recognizing unexceptional sales associates","authors":"R. Harding, Mitchel R. Murdock","doi":"10.1080/08853134.2022.2049603","DOIUrl":"https://doi.org/10.1080/08853134.2022.2049603","url":null,"abstract":"Abstract Companies frequently recognize overall top-performing salespeople in order to inspire those not recognized to exhibit greater performance and commitment to the company. This research investigates if, contrary to common industry practice, there are cases where recognition of unexceptional performers, those whose lower-tier performance is only slightly above the unrecognized, can have a positive effect on the performance and retention of novice (i.e., new or inexperienced) salespeople. In one field experiment with a company that has annual revenues over two billion dollars and two lab experiments, the authors demonstrate that highlighting the achievements of salespeople whose performance is only slightly better than novices can be more effective at increasing performance and retention rates among novices than highlighting salespeople with far better performance. The enhancements include higher activity rates (Study 1) and company commitment (Study 2; Study 3). This research demonstrates the role relative standing plays in creating effective recognition strategies and refutes a commonly practiced recognition approach.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43959163","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 : 2022-03-24DOI: 10.1080/08853134.2022.2049602
Caroline Ardelet, Bénédicte de Peyrelongue, P. Mérigot
Abstract Many sales and service interactions with frontline employees take place in scented places. This research focuses on the effect of ambient scents on consumer comfort with frontline employees and subsequently on the perceived quality of product and service offers. Two experimental studies carried out in actual setting in Paris, in taxis (242 respondents interacting with drivers) and in a small shop (120 respondents interacting with advisors), show that consumer comfort with frontline employees and perceived quality are higher (lower) in the presence of an ambient scent when the frontline employees maintain strong (low) physical proximity with consumers. This study shows the impact of ambient scents in consumers-employee’s relationships and questions their relevance when social interactions are constrained by distancing rules.
{"title":"Within sniffing distance: impact of ambient scent and physical distancing on consumer comfort with frontline employees","authors":"Caroline Ardelet, Bénédicte de Peyrelongue, P. Mérigot","doi":"10.1080/08853134.2022.2049602","DOIUrl":"https://doi.org/10.1080/08853134.2022.2049602","url":null,"abstract":"Abstract Many sales and service interactions with frontline employees take place in scented places. This research focuses on the effect of ambient scents on consumer comfort with frontline employees and subsequently on the perceived quality of product and service offers. Two experimental studies carried out in actual setting in Paris, in taxis (242 respondents interacting with drivers) and in a small shop (120 respondents interacting with advisors), show that consumer comfort with frontline employees and perceived quality are higher (lower) in the presence of an ambient scent when the frontline employees maintain strong (low) physical proximity with consumers. This study shows the impact of ambient scents in consumers-employee’s relationships and questions their relevance when social interactions are constrained by distancing rules.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45615214","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 : 2022-03-16DOI: 10.1080/08853134.2022.2044344
Peter D. Kerr, Javier Marcos-Cuevas
Abstract The frameworks to measure salesperson performance have not advanced in parallel with the degree of transformation of professional selling. To address this issue, research in organizational performance advocates for the use of more comprehensive and integrated measurement frameworks, incorporating both objective and subjective measures. However, in sales research, this integrated approach is rare, with most studies using either objective or subjective measurement. Thus, in this article, we explore the combined use of objective and subjective measures of salesperson performance. We conduct a systematic review of sales performance and then investigate empirically, through a survey of 207 salespeople and 39 interviews with sales leaders, the specific role played by subjective measures of individual sales performance. A key finding of the study is the widespread use of diverse measures of performance in practice and the limited measurement approaches used in sales research. We contribute by articulating the differences in the conceptualization and operationalization of salesperson performance between industry practice and scholarly research. We propose a set of principles for selecting measures of performance in sales and present a framework that extends current conceptualizations of effectiveness and efficiency by incorporating a third dimension, competency, that also needs to be measured.
{"title":"The interplay between objective and subjective measures of salesperson performance: towards an integrated approach","authors":"Peter D. Kerr, Javier Marcos-Cuevas","doi":"10.1080/08853134.2022.2044344","DOIUrl":"https://doi.org/10.1080/08853134.2022.2044344","url":null,"abstract":"Abstract The frameworks to measure salesperson performance have not advanced in parallel with the degree of transformation of professional selling. To address this issue, research in organizational performance advocates for the use of more comprehensive and integrated measurement frameworks, incorporating both objective and subjective measures. However, in sales research, this integrated approach is rare, with most studies using either objective or subjective measurement. Thus, in this article, we explore the combined use of objective and subjective measures of salesperson performance. We conduct a systematic review of sales performance and then investigate empirically, through a survey of 207 salespeople and 39 interviews with sales leaders, the specific role played by subjective measures of individual sales performance. A key finding of the study is the widespread use of diverse measures of performance in practice and the limited measurement approaches used in sales research. We contribute by articulating the differences in the conceptualization and operationalization of salesperson performance between industry practice and scholarly research. We propose a set of principles for selecting measures of performance in sales and present a framework that extends current conceptualizations of effectiveness and efficiency by incorporating a third dimension, competency, that also needs to be measured.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41938182","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 : 2022-03-15DOI: 10.1080/08853134.2022.2039874
Stefanie L. Boyer, Sandy D. Jap
Abstract We identify three key priorities for needed work on sales negotiations, based on current marketplace conditions and gaps in the literature. We call these priorities ‘big spaces’: blank or unoccupied portions or areas. Big space #1 considers who the negotiators might be, whether they are consumers or firms. While much research has considered the characteristics and motivation of individual negotiators, much less investigates the negotiating dyad as a mix of firms and individuals, or between two individuals. Big space #2 recognizes the need for more understanding of negotiations that occur in digital contexts. The pandemic has clearly accelerated movement to these spaces and illuminated many intriguing opportunities. Finally, Big space #3 considers relational phenomena that can arise between negotiators, even in brief, one-time encounters. We also suggest novel directions for negotiations that occur over time.
{"title":"The big spaces in sales negotiation research","authors":"Stefanie L. Boyer, Sandy D. Jap","doi":"10.1080/08853134.2022.2039874","DOIUrl":"https://doi.org/10.1080/08853134.2022.2039874","url":null,"abstract":"Abstract We identify three key priorities for needed work on sales negotiations, based on current marketplace conditions and gaps in the literature. We call these priorities ‘big spaces’: blank or unoccupied portions or areas. Big space #1 considers who the negotiators might be, whether they are consumers or firms. While much research has considered the characteristics and motivation of individual negotiators, much less investigates the negotiating dyad as a mix of firms and individuals, or between two individuals. Big space #2 recognizes the need for more understanding of negotiations that occur in digital contexts. The pandemic has clearly accelerated movement to these spaces and illuminated many intriguing opportunities. Finally, Big space #3 considers relational phenomena that can arise between negotiators, even in brief, one-time encounters. We also suggest novel directions for negotiations that occur over time.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48230657","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 : 2022-03-09DOI: 10.1080/08853134.2022.2044345
Michael Mallin, Tyler Hancock, E. Pullins, Bashar S. Gammoh
Abstract This study integrates identification and motivation theory to show the relationship between a salesperson’s perceived personal identification with his/her supervisor, intrinsic and extrinsic motivation, and three sales outcomes (turnover intention, outcome performance, and behavioral performance). The study results find support in nine of ten hypotheses including the notion that both intrinsic and extrinsic motivation are important mediators of the linkage between a salesperson’s perceived personal identification with their supervisor and turnover intention as well as performance. This study serves to bridge a gap in the identification literature by focusing on perceived personal identification in the salesforce domain, as well as answering the call for more research on influences of salesperson work engagement (motivation) and drivers of sales performance.
{"title":"Salesperson’s perceived personal identification with supervisor and the relationship with turnover intention and performance: a mediated motivation model","authors":"Michael Mallin, Tyler Hancock, E. Pullins, Bashar S. Gammoh","doi":"10.1080/08853134.2022.2044345","DOIUrl":"https://doi.org/10.1080/08853134.2022.2044345","url":null,"abstract":"Abstract This study integrates identification and motivation theory to show the relationship between a salesperson’s perceived personal identification with his/her supervisor, intrinsic and extrinsic motivation, and three sales outcomes (turnover intention, outcome performance, and behavioral performance). The study results find support in nine of ten hypotheses including the notion that both intrinsic and extrinsic motivation are important mediators of the linkage between a salesperson’s perceived personal identification with their supervisor and turnover intention as well as performance. This study serves to bridge a gap in the identification literature by focusing on perceived personal identification in the salesforce domain, as well as answering the call for more research on influences of salesperson work engagement (motivation) and drivers of sales performance.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":null,"pages":null},"PeriodicalIF":4.4,"publicationDate":"2022-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45978328","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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