Selection,Training, and Performance Evaluation of Sales Managers: An Empirical Investigation

ABSTRACT

Despite the important role sales managers play in an organization, little empirical work has explored various facets of their jobs. The state of knowledge regarding this issue is woefully inadequate. To partially address this gap in the sales management literature, this paper reports the results of a study that investigated recruitment/selection, training, and performance evaluation practices vis-à-vis sales managers. Findings suggest that sales managers (irrespective of their company's size or primary market offering) generally rely on subjective recruitment and selection tools and techniques when recruiting sales management candidates, do not feel that any particular job activity is uniquely important or difficult to perform, and consider few evaluation criteria when assaying sales manager performance. Conclusions concerning the study's results are provided.     

Information overload and fake news sharing: A transactional stress perspective exploring the mitigating role of consumers’ resilience during COVID-19

The spread of fake news in social networks has become a major concern for various sectors of society, including retail and service providers, some of whom have suffered from decreasing sales due to misinformation consumers shared online. The current COVID-19 crisis has added to the surrounding hysteria, as fake news during crises can heighten negative behavioural responses in consumers, such as irrational panic buying or taking false medical precautionary measures. In fact, driven by the ubiquitous social media landscape, the dissemination of misinformation and the overarching overabundance of information have been major challenges of the pandemic. Given that current research offers little insight into the processes behind the sharing of fake news among consumers and that research on consumer-centred mitigating mechanisms is missing, this study explores the relationship between information overload, fake news sharing, and the overlooked concept of consumers' resilience as a potential shield as viewed through the lens of the current crisis. Structural equation modelling is applied to cross-sectional data from 241 social media users. Drawing from theories of transactional stress and psychological resilience, it is demonstrated that information overload leads to an increased likelihood of fake news sharing by increasing consumers' psychological strain. Furthermore, the study shows that consumers' resilience has the power to mitigate the drastic effects of this negative chain of influence by inhibiting each of the processual components. The results have important implications extending beyond crises. Measures should be taken to enhance consumers’ resilience amidst technology-induced stressors while altering the information environment confronting consumers.     

Differences between Presidents' and Sales Managers' Perceptions of the Industry Environment and Firm Strategy in Small Industrial Firms: Relationship to Performance Satisfaction

The industrial sales force is the primary source of information about the competitive environment. Differences of perceptions of that environment between the national sales manager and the firm president in small industrial firms may reflect inadequate environmental information input into strategic decision-making. The sales force is a major element in implementation of strategy and differences between perceptions of firm strategy may reflect inadequate coordination and communication between the chief strategy decision-maker and the manager who is responsible for implementing that strategy in the market place. It would be expected that these differences in perceptions would impact negatively strategy formulation and execution resulting in unsatisfactory firm performance. This study surveyed the environmental and strategy perceptions of presidents and national sales managers in small to medium-sized industrial firms as well as presidents' satisfaction with firm profitability and marketing/sales effectiveness. The average absolute difference in environment perceptions has a negative relationship with satisfaction with profit. The average absolute difference in strategy perceptions has a negative relationship with marketing/sales effectiveness. This latter relationship is especially strong in an environment high in capital spending variation and for larger firms. The authors suggest implications for managers based on these results.     

When Sales Managers and Salespeople Disagree in the Appreciation for Their Firm: The Phenomenon of Organizational Identification Tension

Marketing literature emphasizes the importance of organizational identification in the sales force. However, empirical research has so far focused on the separate analysis of the consequences of either sales managers’ or salespersons’ organizational identification, largely ignoring their interactive effects. This study seeks to address this research void by exploring the phenomena of organizational identification agreement and organizational identification tension in the sales manager–salesperson dyad. In contrast to organizational identification agreement, organizational identification tension occurs in a sales manager–salesperson dyad if the sales manager and the salesperson differ in the strength of their organizational identification. Analysis of a triadic data set using hierarchical linear modeling supports the authors’ hypotheses that increasing the level of organizational identification agreement is beneficial but increasing organizational identification tension can have severe negative consequences for the satisfaction of a salesperson's customers and the salesperson's performance. The study additionally explores how sales managers’ leadership styles (charismatic vs. transactional), combined with the appropriate control system (behavioral vs. outcome control), can be effective in avoiding organizational identification tension.     

Online users' attitudes toward fake news: Implications for brand management

This study examines brands' vulnerability to fake news. The rapid spread of online misinformation poses challenges to brand managers, whose brands are cocreated online, sometimes to the detriment of the brand. There is a need to identify the information sources that are likely to be trustworthy and to promote positive consumer attitudes toward brands. The data for this study were taken from a Flash Eurobarometer of 26,576 respondents across 28 European countries. Cluster analysis and partial least squares structural equation modeling were used to analyze the data and unveil users' attitudes toward fake news. The findings show that users' attitudes toward fake news differ among European countries. Younger and tech-savvy users are more likely to recognize fake news and are consequently able to evaluate digital information sources without relying on policy interventions to limit the impact of fake news. Brand managers can use the findings of this study to better understand different kinds of users' susceptibility to fake news and reshape their social media branding strategies accordingly. It is hoped that this paper will encourage further research on brand management in relation to fake news and promote the widespread adoption of best practices in social media communication.     

The Showrooming Phenomenon: It's More than Just About Price

This paper examines the factors that influence competitive showrooming, whereby consumers visit an offline retail store to gather information but make their purchase online at a competing retailer. We survey 556 respondents to study how the benefits and costs of showrooming influence the consumer's decision to showroom. Not surprisingly, we find that expected average price savings from showrooming are positively associated with showrooming. In addition, however, the perceived dispersion in online prices is also positively related to showrooming. Moreover, we find that non-price factors play a key role in consumers' showrooming decisions: perceived gains in the quality of the product purchased when showrooming (measured as the fit with a consumer's need) and waiting time for service in the brick-and-mortar store are positively associated with showrooming. Online search costs are negatively related to showrooming. Time pressure that consumers face when shopping is negatively associated with their propensity to showroom. We discuss implications for researchers and retail managers. For example, managers of offline retail stores can curtail showrooming by increasing the number of sales personnel available in-store instead of providing currently employed personnel with more training. To encourage showrooming, managers of online retailers should make it easier for the customer to search online.     

When consumers can return digital products: Influence of firm- and consumer-induced communication on the returns and profitability of news articles

The news industry is being massively disrupted by the digital distribution of news. Consequently, publishers have revised their business models and integrated pay-per-article options. To reduce pre-purchase uncertainty, consumers can use information from firm-induced (e.g., newsletters), or consumer-induced communication (e.g., likes). These communication activities avoid purchases with poor fit but also increase customer expectations. Consequently, their effect on sales, returns, and profitability is unclear. For digital products, these effects are even less clear because product quality is difficult to evaluate pre-purchase, and products can be returned at almost no cost, even after consumption. In this study, we investigate the effects of firm- and consumer-induced communication on digital returns in the context of news articles on a major online platform (Blendle). We rely on a multi-equation model to quantify the effect of firm- and consumer-induced communication activities (i.e., newsletter promotions sent out by the platform and consumer likes from readers) on sales and returns and calculate their profitability impact. Our results show that newsletters decrease returns but do not significantly affect sales. In contrast, consumer likes have a twofold effect by increasing sales and decreasing returns. A simulation shows that both newsletters and likes increase profitability and that likes have a higher potential. Our results offer much needed guidance for online aggregators of digital products (e.g., audiobooks, e-books or news articles), as well as for online publishers based on pay-per-unit business models.     

Work–family conflict in the sales force redux: A compendium of influencers

Abstract

Selling is a primary function of channels of distribution with sales managers and salespeople markedly influencing channel success. Recently, salesperson work–family conflict has become a major concern, owing to its potential for adversely affecting sales force performance and thus impairing associated channel success. It has been extensively investigated in industrial-organizational (I/O) psychology, but sales scholars’ interest in it remains in the incipient stage. Whether findings from non-sales contexts are portable to a selling milieu remains an empirical question. This article presents an array of organizational- and managerial-related, individual job-related, individual person-related, technology-related, and contemporary selling environment-related factors that have been found to be or are logically associated with salesperson work–family conflict. The article thus seeks to facilitate sales researchers’ and practitioners’ efforts in undertaking empirical work and assisting salespeople to manage such conflict. To date, no previously published work has engaged in this charge.     

The Face of Fairness: Self-Awareness as a Means to Promote Fairness among Managers with Low Empathy

Although managing fairness is a critical concern for organizations, not all managers are predisposed to enact high levels of fairness. Emerging empirical evidence suggests that personality characteristics can be an important antecedent of managers’ fair behavior. However, relatively little attention has been devoted to understand how to promote fairness among managers who are naturally predisposed to engage in lower levels of fairness. Building upon self-awareness theory, we argue that increasing managers’ self-awareness can motivate managers with low trait empathy to engage in greater levels of justice. We test the interactive effects of trait empathy and state self-awareness using an experimental study (N = 76) in which individuals were asked to communicate negative news. In support of our hypothesis, our results indicate that increasing self-awareness through self-focusing situations can help promote interactional justice when communicating negative news for individuals with low trait empathy. The theoretical and practical implications of these findings are discussed.     

Why is my sales force automation system failing?

Sales force automation (SFA) is the use of software to automate sales tasks, including sales activities, order processing, customer management, sales forecasting and analysis, sales force management, and information sharing. An SFA system is often part of an enterprise-wide information system that connects and integrates sales activities with the organization's other operations. Therefore, SFA software is not only a tool critical to the success of today's sales force, but is also vital to the entire organization. SFA has the potential to empower companies to more efficiently manage their sales force and sales processes, to automate and standardize sales activities, and to connect the sales force with the rest of the organization. The value of these potential benefits in terms of lower costs or increased revenues has encouraged businesses to adopt SFA. Once adopted, however, SFA systems often fail to deliver anticipated benefits. The leading cause of SFA failures has been revealed as low user acceptance, which can be attributed to such factors as the disruption of established sales routines, sales force perception of the system as a micromanagement tool, differences in sales force and managerial expectations for the system, and lack of managerial support for the system as perceived by the sales force. Given these circumstances, managers who are aware of the major issues surrounding user acceptance of SFA will be more successful in implementing such systems. This article explores the utilization of SFA, the benefits derived from these systems, and user acceptance issues. Herein, we offer suggestions that will help organizations succeed in adopting SFA systems.     

Causes and Consequences of Abusive Supervision in Sales Management: A Tale of Two Perspectives

Abuse may characterize some most important relationships, and it is estimated that 20 million Americans face abusive work situations on a daily basis. Given this statistic, there is a clear need to investigate this topic within the marketing literature. As a result, the purpose of this study is to explore antecedents and outcomes of abusive supervision in sales management, where the performance‐driven nature of salesperson–sales manager relationships often creates a highly stressful situation. This research looks at several characteristics of sales managers from their perspectives as well as subordinates, and it considers how abuse influences professional and personal lives of both parties. Causes under investigation include leadership style, justice perceptions, negative affectivity, and experiences of abusive leadership by sales managers. Their impact is measured on salesperson and manager job satisfaction and organizational commitment. A model is used to help readers visualize the processes involved with both salespersons and sales managers, and theoretical and practical implications are provided in the close.     

Assimilation and contrast priming effects in the initial consumer sales call

The rapport and impression formation stages of buyer-seller interactions are critical in determining sales call outcomes. Yet few studies have examined approaches for building favorable salesperson impressions. Moreover, it is likely that sales personnel face negative salesperson stereotypes in a variety of consumer markets. Hence, prophylactic methods for counteracting negative stereotypes may be needed. We examine the assimilatio/contrast literature to identify the likely effect of activating salesperson stereotypes in initial call contexts. In an exploratory study, we examine the assimilation effects of implicit salesperson stereotype activitation on judgments of an unknown salesperson and the contrast effects of explicit mention of category-consistent trait information on consumer attitudes and purchase intentions. We report evidence of assimilation and contrast effects and conclude with research direction and practical implications. © 1995 John Wiley & Sons, Inc.     

Finding Good Telemarketing Sales and Service People

ABSTRACT

This paper compares the ability of two self-report measures of adaptability and their relationship with sales success. Adaptability has been hailed as a critical trait for sales success. The test with the stronger correlation with sales success could be used as a preselection tool in the hiring process for telemarketers. Telemarketing has become an integral part of services marketing and any tool that can help find good telemarketers deserves to be added to the company personnel selection arsenal.     

Does online observational learning matter? Empirical evidence from panel data

The information presented on a product sales page plays an important role in consumers' purchase decisions. This study examines the persuasive effect, whether a customer's choice is heavily driven by information inferred from others' behavior, and how these impacts are moderated by market age and product type. Results show that online customer choice was significantly affected by historical cumulative sales and times saved. Positive cumulative sales and shop service quality have a significant positive impact on product sales. The times saved have no direct impact on product sales. For different types of products, the times saved of experiential products has a significant impact on product sales, while the shop service quality information of search products has a greater impact on product sales. The influence of online observation learning on product sales will be significantly moderated by a combination of product type and market age. These findings not only offer important theoretical contributions to e-commerce research but also provide practical implications for online sellers and managers of social commerce platforms.     

Enduring Attitudes and Contextual Interest: When and Why Attitude Surveys Still Matter in the Online Consumer Decision Journey

Consumers leave traces of key interest to managers on their journey to purchase. Next to traditional survey-based attitudes, readily available online metrics now show aggregate consumer actions. But how do survey response metrics and online action metrics relate to each other? To what extent do they explain and predict brand sales across consumer categories? This article shows that surveys and online behavior provide complementary information for brand managers. Times series data for 32 brands in 14 categories reveal low correlations but substantial dual causality between survey metrics and online actions. Combining both types of metrics greatly increases the model's power to explain and predict brand sales in low-involvement categories. By contrast, high-involvement categories do not gain much from adding survey-based attitudes to a model including online behavior metrics. The authors synthesize these generalizations in a new framework relating enduring attitudes to the contextual interest expressed by online actions. This new framework helps managers assess both types of metrics to drive brand performance depending on whether their goal is short-term sales or long-term brand health.     

Supervising the Unethical Selling Behavior of Top Sales Performers: Assessing the Impact of Social Desirability Bias

This study measures social desirability bias (SD bias) by comparing the level of discipline sales managers believe they would administer when supervising unethical selling behavior with the level of discipline they perceive other sales managers would select. Results indicate the presence of SD bias; the sales manager respondents consistently claimed that they would be stricter while their peers would be more lenient. Using an analytical technique that takes social desirability bias into account, it appears that sales managers use of discipline is affected by the sales performance of the salesperson being disciplined resulting in more lenient discipline for top sales performers. In addition, the more lenient treatment for top sales performers persists even when there is a pattern of a prior ethical infraction and the existence of an explicit organizational policy proscribing the act in question. Sales managers believe that, like themselves, others would be stricter when an unethical act is committed for the second time but not as strict as they personally would be. A within-subjects interaction effect indicates more SD bias under the condition of the unethical act being committed for the second time.     

Effects of considering uncontrollable factors in sales force performance evaluation

Sales managers often make adjustments for factors such as territory difficulty or representative experience when doing performance evaluations. These adjustments may be subjective, they may be simple ratio calculations (e.g., sales divided by territory size), or they may involve complicated regression analyses. This research attempts an explanation of how and why these adjustments influence perceptions of the performance evaluation process, particularly its fairness and usefulness. Data from two surveys are presented. The first is an exploratory survey of sales managers; the second is a fuller survey of salespeople. Results show that making adjustments for territory difficulty increases perceptions of fairness and usefulness of the evaluation system among both sales managers and salespeople. Feedback quality is a key mediator of these effects for both groups. A different pattern exists with regard to accounting for representative experience. For sales managers, there are no effects on feedback quality or fairness or usefulness. Salespeople, however, rate systems that account for representative differences as providing better feedback quality, as more fair, and as more useful. © 2000 John Wiley & Sons, Inc.     

Transformational Leadership: Managing the Twenty‐First Century Sales Force

In today's more diverse sales organizations, sales managers face important interpersonal challenges to achieving high‐quality relationships, which result in better performance within their sales force. In this article, it is argued that cultural distance can negatively influence sales manager and sales subordinate relationships. The quality of these relationships ultimately influences the level of effort that sales subordinates exert toward achieving organizational sales goals. However, despite the potential obstacle of cultural distance, sales managers can utilize transformational leadership as a means to mitigate its adverse effects on one‐to‐one relationships with members of the sales force.     

Disciplining top‐performing unethical salespeople: Examining the moderating effects of ethical seriousness and consequences

Managers take many factors into account in deciding the level of discipline to administer to subordinates who have engaged in some form of undesirable work behavior. In general, performing other job tasks well, such as being a top sales producer, has been shown to be more likely to bring about an external attribution (attributing the cause of the undesirable behavior to some person or thing other than the performer) and, in turn, more lenient forms of discipline. However, other factors may be taken into account that might alter a manager's diagnosis of, and response to, undesirable employee behavior. This study examines the general tendency of sales managers to treat top sales performers more leniently than poor sales performers when these salespeople engage in unethical selling. Specifically, the study sought to determine if unethical acts of a more serious nature and unethical acts associated with more serious consequential outcomes would offset the general tendency to treat top sales performers more leniently. Findings revealed that top sales performers are still disciplined more leniently than poor sales performers despite engaging in more serious behaviors that produce more serious consequences. Implications for sales managers are presented. © 2006 Wiley Periodicals, Inc.     

All pain,no gain? Why adopting sales force automation tools is insufficient for performance improvement

The dawning of the 21^st century brought a wave of research into the phenomenon of sales force automation (SFA)—technology tools aimed at enabling sales organizations to better practice customer relationship management. While the academic literature has offered great insight into how an organization can increase the likelihood that its sales force will adopt a new technology system, a great majority of research stops there. This is unfortunate in that companies mistakenly infer that use of an SFA system is the major hurdle and that simply motivating SFA use will be the key to unlocking improved performance. However, this is often not the case; many organizations are able to get their sales force to use an SFA system but do not see improvements in performance. As such, after briefly providing an overview of the factors affecting SFA use, this research provides insight into why use alone may not contribute to long-term improvements in a firm's sales performance. Key empirical findings and theoretical arguments from the extant literature are considered and a list of best practices is offered here to help managers bridge the gap between SFA use and improved sales effectiveness and efficiency.