A sales mix model for effective industrial selling

The purpose of this article is to focus on one aspect of the marketing mix for industrial firms. Specifically, the control of promotion centers on the promotional mix, which includes personal selling, advertising, and sales promotion. The personal sales mix model (Figure 1) highlights those factors that are controllable by the industrial sales representative. Also, the uncontrollables involved in industrial selling are discussed. An understanding of the personal sales mix model should aid industrial marketers in satisfying buyer's needs through effective selling.     

The use of social media in sales: Individual and organizational antecedents,and the role of customer engagement in social media

There is recognition that social media can benefit personal selling and sales management, especially in the B2B context. This research draws on interactional psychology theory to propose and test a model of usage of social media in sales, analyzing individual, organizational, and customer-related factors. We find that organizational competence and commitment with social media are key determinants of social media usage in sales, as well as individual commitment. Customer engagement with social media also predicts social media usage in sales, both directly and (mostly) through the individual and organizational factors analyzed, especially organizational competence and commitment. Finally, we find evidence of synergistic effects between individual competence and commitment, which is not found at the organizational level. We conduct multiple regression analysis of data obtained by surveying 220 sales executives in the United States.     

Industrial distributor selling: The roles of outside and inside sales

This paper examines the current practice of industrial distributor selling, focusing on the roles played by the outside and inside sales forces. Based on benchmark survey results, the present composition, responsibilities, and compensation programs of outside and inside sales forces are compared and contrasted. Some predictions are given on likely changes in selling practices, drawing upon interviews with managers, and managerial implications of them, are offered.     

Designing sales force satisfying selling positions: a conjoint measurement approach

To design selling positions that appeal to both new and incumbent salespersons, management needs to understand salespersons' preferences for job characteristics. The study reported here exemplifies an effort to operationalize salespersons' preferences for job and task characteristics that takes account of both career stage and gender. Findings indicate that salespeople in the sample prefer salary-based compensation and that female salespeople prefer sales jobs that are fixed in location.     

Social media,customer engagement,and sales organizations: A research agenda

Organizations continue to make investments in social media with the hope that it will help their sales force in improving engagement with customers. The academic literature on social media use in business markets has supported the growth and utilization of such technology; however, much more work is needed. This article, building upon the recent scholarly advances and considering a managerial perspective, offers suggestions to guide future academic research examining the links between social media use and customer engagement within the B2B sales domain. Several research questions are presented under the four broad topics, namely utility of social media technologies, context matters, social media pitfalls, and futuristic social media applications.     

Understanding the theory and practice of team selling: An introduction to the special section and recommendations on advancing sales team research

Effectively managing sales teams is a prerequisite for success in modern business markets. Thus, practitioners are increasingly interested in improving the performance of their sales teams. However, academic research in the area is very scarce. Against this backdrop, this IMM special section on “Team Selling” aims at stimulating the level of discourse regarding how research in our field can be advanced. The present article introduces the special section; next, it summarizes the articles comprising the special section; and, finally, it concludes with our thoughts on fruitful research opportunities in the area of team selling.     

SOCO's impact on individual sales performance: The integration of selling skills as a missing link

Conventional wisdom suggests that a customer orientation is a vital cornerstone upon which the success of salespeople is predicated in terms of serving their customers and prospects. However, at a pragmatic level, not all salespeople practice a customer-oriented philosophy in their day-to-day selling. In fact, decades of sales research provide largely inconclusive results with respect to individual salespersons' customer orientation and performance outcomes. We argue that for customer orientation to be a predictor of sales performance, specific selling skills must be present. Furthermore, we empirically demonstrate that without these requisite selling skills, salespeople are better off utilizing a sales orientation approach, as opposed to a customer orientation approach. More provocatively, this research shows that a “missing link” in the long standing body of research on the SOCO (sales orientation/customer orientation) perspective is that specific selling skills can impact sales performance directly as well as moderate the impact that both a “sales orientation” and a “customer orientation” ultimately have on sales performance.     

Organizational variables, sales force perceptions of readiness for change, learning, and performance among boundary-spanning teams: A conceptual framework and propositions for research

Sales organizations are continuously developing new ideas and approaches to be more competitive. One of the approaches taken by most successful organizations is the move from individuals to boundary-spanning, cross-functional teams. Sales teams are being employed to counter efforts by buying organizations to form buying centers. It is proffered in this paper that organizations that are ready for change are conducive to enhancement of sales team learning. Organization readiness for change is a condition impacted by a variety of organizational antecedent variables such as culture and climate. This paper proposes that sales team learning is impacted by team members' perceptions of the organization's readiness for change. In addition, we also posit the moderating influence of two environmental variables: turbulence and competitive intensity on the relationship between readiness for change and sales team learning. Sales team learning is then proposed to be related to a variety of sales outcomes. In this paper, we present a conceptual framework for understanding the contexts in which team learning occurs and the impact of team learning on team effectiveness. Throughout the paper, we present research propositions that provide opportunities for future examinations of team learning.     

Social media use in B2b sales and its impact on competitive intelligence collection and adaptive selling: Examining the role of learning orientation as an enabler

This paper examines the use of social media by business-to-business (B2B) salespeople to assist in their job functions. The authors propose that a salesperson's attitude toward social media usefulness, as well as a salesperson's learning orientation, will influence how much a salesperson uses social media to assist in day-to-day job tasks. Additionally, the impact that the use of social media has on collecting knowledge about competitors, adapting to customers, and sales performance is considered. Accordingly, a broad literature review is provided to introduce extant theory contributing to the proposed model. The practical uses of social media by salespeople will be described, and then the theoretical foundation is built, encompassing social media use, goal orientations, and adaptive selling theory. Results of an empirical model are provided, followed by a discussion of theoretical and managerial implications.     

Social media: Influencing customer satisfaction in B2B sales

Social media have changed how buyers and sellers interact, and increased involvement through social media may yield positive results for sales organizations if salespeople utilize it in facilitating their behaviors. Through the perspective of value creation, we test the mediating effects of salesperson information communication behaviors between social media use and customer satisfaction. Using salesperson-reported data, within a B2B context, we empirically test a model using structural equation modeling. Salesperson's use of social media is found to impact information communication behaviors, which enhance salesperson responsiveness and customer satisfaction. Also, salesperson responsiveness is found to have a positive relationship with customer satisfaction. Findings suggest that social media plays an important role in communicating information to customers, but as an antecedent enhancing salesperson behaviors to increase customer satisfaction rather than a direct factor. This encourages managers to carefully assess goals related to social media use of their sales force.     

Brand innovation and social media: Knowledge acquisition from social media,market orientation,and the moderating role of social media strategic capability

The study examines the relationships between knowledge acquisition from social media, two forms of market orientation (proactive and reactive), social media strategic capability, and brand innovation strategy in the context of China's online technology industry. Analysis of 357 online technology ventures, created during the past 6 years, suggests that brand innovation is affected by both knowledge acquisition from social media and market orientation. Social media strategic capability positively affects brand innovation and acts as a moderator between knowledge acquisition, market orientation, and brand innovation. It further enhances both types of market orientations in achieving brand innovation, suggesting that on social media, customer's needs, both expressed and latent (or unexpressed), can be identified more comprehensively than that of the traditional setting. Hence, the context of social media provides a different set of rules for competition and strategic behavior, in which online technology ventures should note. Implications are useful to improve the current understanding of social media brand innovation strategy, here in China's dynamic social media scene.     

Technology improves sales performance—doesn't it?: An introduction to the special issue on selling and sales technology

Firms around the globe are rushing to invest in sales force technology or sales force automation (SFA). SFA appears to mean different things to different people. For example, management and sales personnel view the need for, application of, and advantages of SFA quite distinctly. As a result of technology, this special issue examines many areas of sales force automation to provide both practicing managers and sales force academicians with a clearer perspective of new technology in the B2B marketplace. This article introduces the special issue topic, individual contributors, and acknowledges support proffered by myriad individuals.     

Selling and sales management: An introduction to the special section and recommendations on advancing the sales research agenda

Effectively managing the sales function is a prerequisite for success in business markets. Thus, practitioners are increasingly interested in improving the performance of their sales function. However, there is evidence pinpointing that academic research in the area may be experiencing a decline in its status among other subject areas in the marketing discipline. Fortunately, advances in the field of selling and sales management as reflected in the organization of specialized conferences/meetings and the development of special journal issues hold the promise of enhancing the status of sales within marketing academia. Following this stream of activities, this IMM special section on “Selling & Sales Management” aims at stimulating the level of discourse regarding how research in our field can be advanced. The present article introduces the special section; next, it summarizes the articles comprising the special section; and, finally, it concludes with some thoughts on fruitful research opportunities in the sales area.     

Paradoxical implications of personal social media use for work

New information and communication technologies can have paradoxical implications: they may be liberating and constraining at the same time. This field study examines the direct implications of personal social media use for work on employees’ autonomy and work pressure, and the indirect effects on exhaustion and work engagement. A total of 364 employees of three large multinationals responded to a web‐based survey. Results demonstrate the presence of a paradox, as social media for work is associated positively with both autonomy and work pressure. SNS use has indirect effects on exhaustion and engagement through autonomy, and on exhaustion through work pressure, but not on engagement through work pressure. Furthermore, one's responsiveness to colleagues’ communication decreases the relation between use and autonomy, although not between use and work pressure. Overall, employees seem more likely to be burdened by the use of social media for work than benefit from it, but managing one's responsiveness can help.     

Governance within social media websites: Ruling new frontiers

Governance within social media websites can be evaluated in terms of conformity to or transgression of external legal requirements, social mores, and economic incentives. By examining social media websites as frontiers and heterotopias in which rule is indeterminate, this paper explores the way rule is established and changed. The authors illustrate this approach using the case of changing governance within Formspring.     

Product profile analysis: A tool for industrial selling

The purpose of this article is to provide a step-by-step approach to how product profile Analysis (PPA) can be applied to industrial selling. Specifically, the sales representative can use PPA to help the prospective buyer identify the key criteria involved in the purchasing activity. The concentration on buyer-oriented criteria will aid in the development of the sales representative's role as a consultant to the client. The use of PPA will also help the buyer defend the purchasing decision that was made.     

Intangible sales team resources: Investing in team social capital and transactive memory for market-driven behaviors,norms and performance

Complex offerings and evolving customer needs increase the demand for market-driven salespeople. Yet many of today's managers struggle to effectively deploy this selling approach. In light of this reality, we develop and test a multi-level market capabilities framework to examine team-level drivers and boundary conditions of market-driven salesperson behaviors, norms, and performance. Data collected in a lagged, multi-source, cross-level field study of 246 salespeople nested within 54 sales teams provide evidence that investments in team social capital (ITSC) support the self-correcting, customer-centric, learning behaviors needed for performance. Results show that managers' ITSC are positively associated with team goal monitoring, commitment to service quality, and learning effort. Further, goal monitoring and learning effort increase commitment to service quality, which helps drive sales performance. We also find that transactive memory systems (TMS) can be an efficient team knowledge resource that strengthens the learning effort-to-performance and service quality-to-performance relationships.     

Industrial sales management: A case for MBO

The system of management by objectives (MBO) is a process whereby the superior and subordinate managers of an organization jointly identify its common goals, define each individual's major area of responsibility in terms of the results expected of him, and use these measures as guides for operating the firm and assessing the contribution of each of its members (Odiorine, 1965; Mali, 1972; Reddin, 1971; and Carroll and Tosi, 1973). Those who manage by objectives place primary emphasis on direction of efforts, and the evaluation of results (Varney, 1972).Etzel and Ivancevich (1974) have indicated several areas in marketing which can benefit from the MBO procedure, including sales management, advertising, market research, new product development, and physical distribution. This article focuses on one of these areas-sales management. The unique characteristics and activities of salesmen and sales managers demand a flexible tool of evaluation; one that can operate within a system that does not permit close “on the job” supervision. The procedures of MBO offer an evaluation blend that is well tailored to this type of situation.This article has three objectives. First, some of the specific problems and needs of industrial sales management are examined. Second, suggested MBO procedures for industrial sales management are outlined. Finally, a discussion on how MBO can operationally deal with the problems and needs of industrial sales management are presented.     

Governance and social media in African countries: An empirical investigation

This study assesses linkages between social media and governance dynamics in 49 African countries for the year 2012. The empirical evidence is based on ordinary least squares and quantile regressions. Ten bundled and unbundled governance dynamics are used, notably: (i) political governance (entailing “voice & accountability” and political stability/no violence); (ii) economic governance (involving regulation quality and government effectiveness); (iii) institutional governance (comprising the rule of law and corruption-control) and (iv) general governance (entailing political, economic and institutional governance). Social media is measured with Facebook penetration. The findings show that Facebook penetration is positively associated with governance dynamics and these positive nexuses differ in terms of significance and magnitude of significance throughout the conditional distribution of the governance dynamics.     

Towards unions 2.0: rethinking the audience of social media engagement

This paper aims to examine how trade union members perceive opportunities for online engagement and what the differences are between traditional and online audiences. The empirical work is based on a survey of members of a Greek union in the banking sector. The findings outline the characteristics of an audience that is likely to support information sharing and networking activities on the web. For this audience, traditional levels of loyalty and union participation were not strongly related with perceptions about the union's online presence. Instead, Internet skills and experiences had a dominant effect. The implications of this study suggest that trade unions have to actively seek knowledge about the characteristics of their new audience and adapt communications strategies accordingly.