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1.
Joseph A. Bellizzi Ph.D. Ronald W. Hasty Ph.D. 《Journal of the Academy of Marketing Science》1984,12(1-2):218-225
This paper reports the findings of a study which identify student ethical evaluation of questionable yet common personal selling
practices. The results suggest generally that students' perceptions may not be as negative toward personal selling as reported
in earlier studies dealing with perceptions of business generally. There are, however, differences in student perceptions
between business and nonbusiness students suggesting that course of study, curriculum and exposure to professors may have
an effect on ethical perceptions. Differences between male and female students are also reported. 相似文献
2.
The authors examine how the practice of personal selling and sales management is changing as a result of the increased attention
on long-term, buyer-seller relationships and identify some implications of these changes. Changes in the traditional personal
selling and sales management activities are needed to support the emergence of the part-nering role for salespeople. For salespeople
in the part-nering role, the personal selling shifts from a focus on influencing buyer behavior to managing the conflict inherent
in buyer-seller relationships. The emphasis on building relationships rather than making short-term sales and the use of sales
teams dictates changes in the way firms select, train, evaluate, and compensate salespeople and members of sales teams. In
this article, the authors have suggested some issues concerning the emerging partnering role for salespeople that deserve
the attention of scholars interested in personal selling and sales management research.
Barton A. Weitz is the J. C. Penney Eminent Scholar Chair in Retail Management at the Warrington College of Business Administration at the
University of Florida. He received his Ph.D. from Stanford University and his research interests are in the areas of personal
selling effectiveness, salesperson motivation, and channel relationships. His research has been published in theJournal of Marketing, theJournal of Marketing Research, Marketing Science, theJournal of the Academy of Marketing Science, andAdministrative Science Quarterly. He has coauthored two textbooks,Selling: Building Relationships andRetail Management.
Kevin D. Bradford is an assistant professor of marketing at the University of Notre Dame. He received his Ph.D. from the University of Florida.
His research interests include issues in buyerseller relationships and increasing salesperson effectiveness. 相似文献
3.
George Rissmann 《Journal of the Academy of Marketing Science》1975,3(3-4):369-382
Far too few companies with a personal selling force utilize a scientific framework to aid in solving their tactical selling problems. While this approach is used somewhat in other functional areas of the business, personal selling is by-passed. The purpose of this article is to investigate the major decision-making areas a sales manager must act upon and to provide tools to enable him to make rational decisions through the framework of models. Hopefully, the following models will provide the sales manager with more effectiveness in 1) dealing with sales force problems, and 2) attainment of the company's sales objectives. At the very least, exposure to this framework will motivate the sales manager and salesmen to think of the various factors and their functional relationship as they affect the selling effort of the company. 相似文献
4.
Thomas R. Wotruba 《Journal of the Academy of Marketing Science》1990,18(2):113-121
This article examines whether the public image of the selling job as perceived by direct salespeople has an impact on their
tendency to remain active or become inactive in that selling job. Relationships among job image, job satisfaction, and job
performance are also investigated. Salespeople with more negative perceptions of the public image of their job were found
to have lower job satisfaction and to be more prone to inactivity, though the strength of these relationships varies somewhat
between high and low performers. Implications are provided for researchers and sales managers. 相似文献
5.
Ravipreet S. Sohi Daniel C. Smith Neil M. Ford 《Journal of the Academy of Marketing Science》1996,24(3):195-207
An increasing number of firms are sharing a sales force between multiple divisions of their companies. Although this practice
may increase organizational efficiency by reducing unit selling costs, it is not clear how it affects outcomes at the level
of the individual salesperson. This study examines the effects of sharing a sales force between multiple divisions on salespeople’s
role perceptions, satisfaction, and performance. The results indicate that sharing is associated with higher levels of role
stress and lower levels of work satisfaction and nonfinancial performance. The association between sharing and financial performance
is not significant. Formalization and centralization of the sales organization moderate the relationships between sharing
and the outcome variables. Higher levels of formalization lessen the effects of sharing on salespeople’s role conflict, role
ambiguity, and work satisfaction. Conversely, higher levels of centralization exacerbate the effects of sharing on role ambiguity
and work satisfaction.
His research interests include issues in personal selling, sales management, and channels of distribution. He has published
in theJournal of Retailing, European Journal of Marketing, Journal of Macromarketing, Journal of Marketing Theory and Practice, and various conference proceedings. He received his Ph.D. from the University of Wisconsin-Madison.
His research interests include management of brand equity and competitive analysis. He has published in theJournal of Marketing Research, Journal of Marketing, Journal of Consumer Research, Journal of the Academy of Marketing Science,
Journal of Personal Selling and Sales Management, Strategic Management Journal, Journal of Advertising Research, Industrial
Marketing Management, andPlanning Review. He received his Ph.D. from the University of Pittsburgh.
His research interests are in the areas of personal selling and sales management. His articles have appeared in numerous journals,
and one of them received the William O’Dell Award for the most outstanding article published in theJournal of Marketing Research. He has coauthored several books includingSales Force Management: Planning Implementation and Control (Irwin, 1992). He received his Ph.D. from the University of Illinois-Urbana. 相似文献
6.
Andrea L. Dixon Rosann L. Spiro Lukas P. Forbes 《Journal of the Academy of Marketing Science》2003,31(4):459-467
The goal of this research was to determine how inexperienced sales representatives (rookies) interpret and respond to their
sales failure situations. The authors studied 296 rookie financial services sales representatives'performance attributions
for a previous unsuccessful sales interaction and their intended behaviors for a future, similar selling situation. This provided
the authors the opportunity to compare their results with Dixon, Spiro and Jamil's (2001) findings for experienced sales representatives
(veterans). In the event of a sales failure, rookies'responses do not parallel those of veterans. The results suggest that
rookies are likely to engage in several inappropriate behaviors in response to failed sales encounters. Implications for managers
and directions for future research are discussed.
Andrea L. Dixon (Andrea. Dixon@uc.edu) (Ph.D., Indiana University) is an assistant professor of marketing at the University of Cincinnati.
Her research focuses on selling behaviors, team selling, integrating technology and personal selling, and the role of developmental
relationships in enhancing creativity and productivity in the sales division. The primary focus of her research is improving
the performance of sales representatives and the sales organization or unit. She has published in theJournal of the Academy of Marketing Science, theJournal of Marketing, and theJournal of Personal Selling and Sales Management. She currently serves on the editorial review boards of theJournal of the Academy of Marketing Science and theJournal of Personal Selling and Sales Management. Dixon is the vice chair for conference programming of the Selling and Sales Management Special Interest Group of the American
Marketing Association.
Rosann L. Spiro (spiro@ indiana.edu), Ph. D., is a professor of marketing and chairperson of the Marketing Department at Indiana University
in Bloomington, Indiana, where she teaches Sales Management, Personal Selling, International Marketing, Business-to-Business
Marketing Strategy, and Managerial Research in Marketing. Her research interests focus on sales strategy, sales management,
and personal selling. Her work has appeared in numerous publications, including theJournal of Marketing Research, theJournal of Marketing, theJournal of Consumer Research, theJournal of Business, and theJournal of Personal Selling and Sales Management. She currently serves on the editorial review boards of theJournal of Personal Selling and Sales Management andMarketing Management. She is also a coauthor of a leading sales management text,Management of a Sales Force (11 th ed.). She formerly served as the chairperson of the Board of the American Marketing Association. Curtently she serves
on an Advisory Board for the Univted States Bureau of Census and is the chair of the Selling and Sales Management Special
Interest Group of the American Marketing Association.
Lukas P. Forbes (Lukas.Forbes@wku.edu) is an assistant professor of marketing in the Gordon Ford College of Business at Western Kentucky
University. He received his B.S. from the United States Military Academy at West Point, his M.B.A. from worcester Polytechnic
Institute, and is completing his Ph.D. at the University of Kentucky. His research interests include personal selling, services,
and product development. He has previously published in the American Marketing Association Educators and Frontiers in Services
conference proceedings. 相似文献
7.
Sales control systems represent an important managerial tool in directing the sales force for desired organizational objectives. However, the majority of prior sales control research has focused only on the main effects of sales control systems without explicitly considering their interactive effects and associated intervening mechanisms. Drawing on job demands–resources theory, the authors theorize differential interactive effects of outcome control, activity control, and capability control on job engagement (i.e., adaptive selling behavior and selling effort) and job stress (i.e., role ambiguity and role conflict), which subsequently affect salesperson performance. Empirical results using a sample of industrial salespeople find that (1) outcome control and capability control have positive interactive effects on adaptive selling behavior and selling effort while suppressing role conflict, (2) activity control and capability control have a negative interactive effect on role ambiguity, and (3) outcome control and activity control have a positive interactive effect on selling effort but negative interactive effects on adaptive selling behavior and role clarity. These results indicate that sales control researchers can benefit from considering the complex interactive effects of various control styles as well as the intervening processes, which provide a more refined understanding of this important managerial tool. 相似文献
8.
Judy A. Wagner Noreen M. Klein Janet E. Keith 《Journal of the Academy of Marketing Science》2001,29(3):289-306
This research investigates the impact of selling strategies on selling effectiveness. The authors compare two selling strategies:
(1) an agenda strategy, in which a salesperson attempts to influence the structure of the buyer’s decision by suggesting constraints
that eliminate competitive products from consideration, and (2) a more typical selling strategy that summarizes the target
product’s benefits. The results show that when sellers use an agenda selling strategy, target products receive higher evaluations
and have higher probabilities of being considered and chosen. Buyer expertise moderates this effect, with the agenda strategy
in most cases having more impact on novice buyers than on expert buyers. These findings demonstrate the importance of selling
strategy to selling effectiveness, suggest the potential benefit for sellers of using selling strategies that attempt to influence
the structure of the buyer’s decision, and provide support for the contingent nature of selling effectiveness.
Judy A. Wagner (Ph.D., Virginia Polytechnic Institute and State University) is currently an assistant professor of marketing at the University
of Texas at Arlington. Her primary research interests are personal selling strategies, sales management, and buyer decision
making. Her research has been published inAdvances in Consumer Research and the proceedings of the American Marketing Association and is forthcoming in theJournal of Business Research.
Noreen M. Klein (Ph.D., Pennsylvania State University) is currently an associate professor of marketing at Virginia Polytechnic Institute
and State University. Her research interests include consumer decision making and the behavioral aspects of pricing, and her
research has been published in theJournal of Consumer Research andOrganizational Behavior and Human Decision Making.
Janet E. Keith (Ph.D., Arizona State University) is currently an associate professor of marketing at Virginia Polytechnic Institute and
State University. Her research interests lie in behavioral issues in channels of distribution and in sales and sales management.
Her studies have been published in journals such as theJournal of Marketing Research, Journal of Marketing, Journal of Business Research, andJournal of Marketing Channels. 相似文献
9.
Robert H. Collins 《Journal of the Academy of Marketing Science》1987,15(2):49-54
Microcomputer based sales support systems have been held out by meany as a solution to the increasingly high cost of the personal
selling effort. Promises of increased productivity through both greater efficiency and effectiveness have been made by many
vendors. The author proposes some guidelines which provide sales managers with assistance in deciding when and where such
systems can be used to increase the productivity of the salesforce. 相似文献
10.
Despite intense research interest in the role stress phenomenon in marketing over the last decade, there have been few attempts
to explain the sometimes discrepant findings. This study investigated the influence of three potential moderators (education,
job tenure, and work group cohesion) on role stress-job outcome relationships. Hypotheses were developed and tested in two
work contexts of interest to marketers: industrial selling and purchasing. Findings point to some interesting moderating effects
in the two samples. Work group cohesion reduced the dysfunctional effect of role stress on organizational commitment among
industrial buyers. However, a more cohesive sales group experienced stronger dysfunctional effects from role stress on organizational
commitment. Level of education buffered the role stress-organizational commitment link but only among industrial sales representatives.
Managerial and research implications are also discussed.
His research interests are in the areas of job satisfaction, performance, and motivation issues in personal selling and organizational
buying. Michaels’ research has appeared in theJournal of Marketing Research, Journal of Marketing, Journal of Personal Selling and Sales Management, Journal of International
Business Studies, Journal of Business Research, andIndustrial Marketing Management.
She received her M.B.A. degree in marketing from Boston University. Dixon’s research has appeared in theJournal of Consumer Satisfaction/Dissatisfaction and Complaining Behavior and AMA’sEnhancing Knowledge Development in Marketing. She is a member of the Academy of Marketing Science, the American Marketing Association, and the Association for Consumer
Research. Her current research interests include personal selling, sales management, and services marketing. 相似文献
11.
David M. Szymanski 《Journal of the Academy of Marketing Science》2001,29(2):179-189
More businesses than ever are using telemarketing as a complement to or substitute for face-to-face selling. More businesses
than ever are also selling services in lieu of selling goods. Yet, despite these trends, no empirical research has documented
the relative effectiveness of telesales versus face-to-face presentations for selling goods versus services. The author begins
to fill this void in the literature by presenting an initial investigation into the effects of modality (telesales vs. face-to-face
presentation) and offering (a service vs. a good) on consumer recall, attitudes, and behavioral intentions. The findings reveal
that recall is higher in a face-to-face presentation, attitudes and behavioral intentions are more positive following a telesales
presentation for a service, and attitudes and behavioral intentions for a good are unaffected by the nature of the sales presentation.
Implications of the findings for research, business practice, and future study are discussed.
David M. Szymanski is the Al and Marion Withers Faculty Research Fellow and Director, Center for Retailing Studies, in the Lowry Mays College
& Graduate School of Business, Texas A&M University. His research interests include applied meta-analysis, marketing strategy,
personal selling, product innovation, and retailing strategy. Representative research has appeared in theJournal of the Academy of Marketing Science, Journal of Marketing, Journal of Marketing Research, Journal of Personal Selling
and Sales Management, andJournal of Retailing. 相似文献
12.
Fang Eric Palmatier Robert W. Evans Kenneth R. 《Journal of the Academy of Marketing Science》2004,32(2):188-202
This article proposes a model of the impact of goal difficulty and goal specificity on selling behaviors (selling effort,
adaptive selling, and sales planning) and hence sales and behavior performance. The model suggests that goal-setting factors
may have opposing effects on different sales behaviors. The empirical findings suggest that goal difficulty positively influences
selling effort while negatively influencing adaptive selling behaviors. The results show that goal difficulty and goal specificity
both have opposite effects on the two dimensions of working smart: adaptive selling and sales planning. The findings support
the need for sales managers to account for the cultural context of the salesperson when determining optimal goal-setting strategies.
With data collected from salespeople in the United States and China, the cross-cultural differences regarding the effects
of goal-setting factors are also proposed and empirically supported.
Eric Fang (efe92@mizzou.edu) is an assistant professor of marketing at Seattle University. His current research interests are in the
areas of relationship marketing in business-to-business context, markting strategy, and international marketing. He has articles
published and accepted at theJournal of Business Research, theJournal of International Marketing, andAdvances in International Marketing.
Robert W. Palmatier (rpalmatier@missouri.edu) is a doctoral candidate in marketing at the University of Missouri, Columbia. He received his bachelor’s
and master’s degrees in electrical engineering from the Georgia Institute of Technology and an MBA from Georgia State University.
He has 15 years of professional work exprience, including various sales and marketing and senior executive positions in the
United States and Europe. His current research interests are in relationship marketing and value-creation strategies focused
in a business-to-business and channels context.
Kenneth R. Evans (evansk@missouri.edu), Ph.D., is a professor of marketing and associate dean of graduate studies in the College of Business
at the University of Missouri, Columbia. He holds the Pinkney C. Walker Professorship in Teaching Excellence. His research
interests are in the areas of marketing management, sales/sales management, marketing theory, and services marketing. He has
published in theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of Personal Selling and Sales Management, theJournal of Business Research, and theJournal of Advertising, to name but a few. In addition, he has a number of articles that have been published in proceedings and presented at national
conferences. He is either a member of the editorial review boards or serves in an ad hoc reviewer capacity for a variety of
journals such as theJournal of Marketing, theJournal of the Academy of Marketing Science, Industrial Marketing Management, theJournal of Retailing, and theJournal of Personal Selling and Sales Management. He currently serves as the associate editor of theJournal of Personal Selling and Sales Management. 相似文献
13.
Charles H. Schwepker O. C. Ferrell Thomas N. Ingram 《Journal of the Academy of Marketing Science》1997,25(2):99-108
Several leading models of ethical decision making include factors contributing to an organization’s ethical climate as significant
determinants affecting ethical choice. The relationship of ethical climate to ethical conflict and role conflict is examined
in a salesperson context. Results suggest that salespersons’ perceptions of a positive ethical climate are negatively associated
with their perceived ethical conflict with sales managers. Implications and directions for future research are provided.
He has experience in wholesale and retail sales. His research interests are in sales, sales management, marketing ethics,
and consumer behavior. His articles have appeared in theJournal of Public Policy and Marketing, Journal of Business Ethnics, Journal of Marketing Management, Journal of Marketing
Theory & Practice, andIndustrial Marketing Management, as well as various national and regional proceedings. He is coauthor ofSales Management: Analysis and Decision-Making.
He is currently the president of the Academic Council of the American Marketing Association. He is a Southern Marketing Association
Fellow and a Southwestern Marketing Association Fellow. He has published 15 books and more than 50 articles. His books includeMarketing: Concepts and Strategies andBusiness Ethics. His work has appeared inJournal of Marketing, Journal of Marketing Research, Journal of the Academy of Marketing Science, among others. His major research focus is marketing implementation and ethical compliance frameworks for organizations.
Before commencing his academic career, he worked in sales, product management, and sales management with Exxon and Mobil.
He has received various teaching and research awards, including being named the Marketing Educator of the Year by Sales and
Marketing Executives International (SMEI). His primary research is in personal selling and sales management. His work has
appeared inJournal of Marketing, Journal of Marketing Research, Journal of Personal Selling & Sales Management, andJournal of the Academy of Marketing Science, among others. He is the coauthor of five textbooks, includingThe Professional Selling Skills Workbook, Sales Management: Analysis and Decision-Making, andMarketing Principles and Perspective. 相似文献
14.
吴仝美子 《安徽工业大学学报(社会科学版)》2008,25(4)
我国目前直销法律规制还存在一些不足之处,需要从完善直销含义,降低直销企业准入门槛,取消直销员薪酬比例限制,明确直销企业、直销员与消费者之间的关系等方面进行完善。 相似文献
15.
Listening to your customers: The impact of perceived salesperson listening behavior on relationship outcomes 总被引:4,自引:0,他引:4
Rosemary P. Ramsey Ravipreet S. Sohi 《Journal of the Academy of Marketing Science》1997,25(2):127-137
A thorough understanding of how businesses gain and maintain long-term relationships with clients is critical in today’s environment.
This study develops a scale for salesperson listening behavior and investigates the impact of customers’ perceptions of salespeople’s
listening behavior on trust, satisfaction, and anticipation of future interaction. A structural equations model is developed
and empirically tested using a sample of new car buyers. The research results suggest that listening is a higher-order construct
composed of three dimensions: (a) sensing, (b) evaluating, and (c) responding. When customers perceive a high level of listening
behavior by a salesperson, it enhances their trust in the salesperson and leads to greater anticipation of future interaction.
Implications and future research issues are discussed.
Her research interests include measurement issues, buyer-seller relationships, sales technology, and creativity. She has published
inJournal of Retailing, Journal of Business Research, Journal of Personal Selling & Sales Management, and various other journals and proceedings.
His research interests include issues in personal selling, sales management, and channels of distribution. He has published
inEuropean Journal of Marketing, Journal of the Academy of Marketing Science, Journal of Macromarketing, Journal of Marketing
Theory and Practice, Journal of Retailing, Psychology and Marketing, and various conference proceedings. 相似文献
16.
Frank Belschak Willem Verbeke Richard P. Bagozzi 《Journal of the Academy of Marketing Science》2006,34(3):403-418
The authors study how salespeople cope with social anxiety during customer contacts and find that two tactics, sale perseverance
and task concentration, ultimately reduce dysfunctional protective actions. Both coping tactics, however, are differentially
moderated by strength of felt physiological sensations and strength of negative expectations and thoughts. Salespeople experiencing
anxiety cognitions should distract themselves by concentrating on their task to free up their thinking in relation to the
task at hand. Engaging in behaviors to modify the situation by persevering on the sale, on the other hand, occupies action
space and should be the coping strategy of choice for those salespeople confronting physiological sensations in relation to
felt anxiety. Hypotheses are tested on a sample of 171 salespersons.
Frank Belschak (f.d.belschak@uva.nl) is an assistant professor of marketing and organizational behavior in the Business School at the University
of Amsterdam, the Netherlands. He received his PhD from the University of Cologne in Germany. His current research interests
include personal selling, emotions, and emotion regulation in organizations and across cultures.
Willem Verbeke (verbeke@few.eur.nl) is a chaired professor of sales and account management at Erasmus University in Rotterdam, the Netherlands.
He received his PhD from the University of Pennsylvania. His area of research interests includes personal selling, sales management,
emotions and emotion regulation, and knowledge management.
Richard P. Bagozzi (bagozzi@umich.edu) is a professor of marketing in the Ross School of Business and a professor of social and administrative
sciences in the College of Pharmacy at the University of Michigan. He received his PhD from Northwestern University. He conducts
research on human emotions, the theory of action, goal setting and goal striving, and structural equation methods. 相似文献
17.
An empirical investigation of salespeople’s performance,effort and selling method during a sales contest 总被引:1,自引:0,他引:1
Sandra Hile Hart William C. Moncrief A. Parasuraman 《Journal of the Academy of Marketing Science》1989,17(1):29-39
This article examines goal theory in conjunction with sales contests. Specifically, the study examines goal difficulty, goal
clarity, and goal acceptance and their association with performance, effort and selling method. The results of the study are
based on a sales contest of a Fortune 500 industrial sales organization. A theoretical base for goal theory is reviewed. Results
indicate that difficult goals and increased acceptance of goals are important attributes in a sales contest. Other results
are presented and managerial implications are discussed. 相似文献
18.
杨香花 《吉林省经济管理干部学院学报》2005,19(4):29-32
入世后我国旅行社在市场竞争主体、旅游人才、客源市场以及销售渠道等营销环境上出现变化,我国旅行社应注重实行体制改革、品牌营销、产品组合、横向联合体模式、一对一营销、销售渠道扩展、服务营销、旅行社人才策略等主要营销策略。 相似文献
19.
How sales controls affect job-related outcomes: the role of organizational sales-related psychological climate perceptions 总被引:1,自引:0,他引:1
Kenneth R. Evans Timothy D. Landry Po-Chien Li Shaoming Zou 《Journal of the Academy of Marketing Science》2007,35(3):445-459
In this study, the authors propose a theory that incorporates the mediating effects of three important organizational sales-related
psychological climate perceptions (e.g., the organization’s customer orientation, sales innovativeness, and sales supportiveness)
to explain how sales force controls affect sales-related outcomes. Based on a survey of 293 salespeople and using path analysis,
the authors find that the inclusion of these psychological climate perceptions allows for explanatory improvement in linking
sales controls to salesperson job satisfaction and performance. These results complement previous studies in that formal controls
were found to affect outcomes directly. However, they also provide important insight into the indirect effects of sales controls—through
salespeople’s perceptions of managerial commitment to making the salespeople effective (i.e., the sales-related psychological
climate). 相似文献
20.
Christian Schmitz 《Journal of the Academy of Marketing Science》2013,41(1):55-72
Cross-selling offers tremendous benefits for both vendors and customers. However, up to 75% of all cross-selling initiatives fail, usually for sales force–related reasons. Yet prior research has largely ignored the role of salespeople in the field of cross-selling. Using a motivation–opportunity–ability (MOA) framework, this research addresses factors that determine a salesperson’s cross-selling performance, including the predominant role of the selling team as a social environment in which individual behavior occurs. A dataset of 231 industrial salespeople working in 55 teams reveals that 37% of overall variation in behavior is caused by differences across teams. The team-specific hypotheses, based on social norms and reputation theory, are tested with a hierarchical linear modeling approach with matched data from three sources. Individual cross-selling motivation has a stronger effect when a selling team has strong cross-selling norms, and in the specific context of cross-selling, selling team reputation can constrain individual behavior that might damage that reputation. Salespeople also develop beliefs about the reasons for their team reputation, including its cross-selling ability, which can reduce an individual salesperson’s reputational concerns and hence reinforce individual cross-selling behavior. These results have significant theoretical and managerial implications. 相似文献