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1.
When customers disappoint: A model of relational internal marketing and customer complaints 总被引:1,自引:0,他引:1
Simon J. Bell Bülent Mengüç Sara L. Stefani 《Journal of the Academy of Marketing Science》2004,32(2):112-126
The objective of this study is to examine internal marketing relationships and their influence on salesperson attitudes and behaviors in retail store environments. The authors investigate the moderating role of customer complaining behavior on the nature of these relationships. Specifically, they examine the relationship between organization-employee and supervisor-employee relationships and their association with salesperson job motivation and commitment to customer service. Customer complaints are expected to have differential moderating effects on the relationship between organizational and supervisory support and these salesperson outcomes. Our hypotheses were tested using a sample of 392 retail employees within 115 stores of a national retail organization. The model was partially supported. Theoretical and managerial implications are explored. 相似文献
2.
Kirby L. J. Shannahan Alan J. Bush Rachelle J. Shannahan 《Journal of the Academy of Marketing Science》2013,41(1):40-54
In this two-part empirical study, a measure of athletic coachability is adapted and applied to salespeople in a business-to-business sales context. Relationships among salesperson coachability, salesperson trait competitiveness, sales manager leadership style, and sales performance are conceptualized and tested. Results suggest that sales performance is highest when salespeople are highly coachable, highly competitive, and under transformational leadership. Results also suggest that salesperson coachability fully mediates the relationship between transformational leadership and sales performance and partially mediates the relationship between salesperson trait competitiveness and sales performance. 相似文献
3.
The impact of how product line breadth affects a salesperson is unclear in the existing literature. While numerous product lines can provide certain benefits to the salesperson, they may also have a dark side. This research examines the impact of number product lines handled by the salespeople on their performance, role stress, and job satisfaction. Based on role and schema theories, we test a series of curvilinear and conditional effects, using data collected from salespeople across multiple industries. Our analysis indicates non-linear relationships between number of product lines handled by the salesperson and salesperson performance and role stress. Further, these relationships are contingent on the complexity of products, complementarity of product lines, and lines acquired through mergers and acquisitions. These results show the complex effects of product lines on the salesperson and recognize both the benefits and drawbacks of product line breadth. 相似文献
4.
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
5.
Douglas E. Hughes Joël Le Bon Adam Rapp 《Journal of the Academy of Marketing Science》2013,41(1):91-110
This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. 相似文献
6.
Although social values have been used increasingly in consumer research, their utility in sales management research has received
little attention. Using a national sample of industrial salespeople, the authors evaluate several hypotheses, developed from
social adaptation theory and a theoretical framework of values domain, regarding the incremental ability of the List of Values
(LOV) to predict salesperson performance beyond adaptive selling (ADAPTS) and customer orientation (SOCO). The LOV shows promise
as a tool by which salesperson performance can be predicted. Managerial implications are discussed, and suggestions for future
research are presented.
He received his Ph.D. in 1989 from the University of Oregon. His experience includes five years in sales and sales management
with Xerox and Digital Equipment Corporation. His research interests include sales force management and marketing strategy.
He has published in theReview of Marketing, Journal of Personal Selling and Sales Management, Journal of Business Forecasting, Journal of Marketing
Education, and other journals.
He received his Ph.D. in 1989 from the University of Oregon. His current research interests include issues in cross-cultural
marketing strategy, global and domestic sales force management, and research methodology. His research has been published
in theJournal of the Academy of Marketing Science, Journal of Personal Selling and Sales Management, Journal of Marketing Education, and other journals. 相似文献
7.
Sunil Singh Detelina Marinova Jagdip Singh Kenneth R. Evans 《Journal of the Academy of Marketing Science》2018,46(5):837-856
Using a novel approach with video-recordings of sales interactions, this study focuses on a dynamic analysis of salesperson effectiveness in handling customer queries. We conceptualize salesperson behaviors, namely, resolving, relating, and emoting, as separate elements of customer query handling and empirically identify the distinct verbal and nonverbal cues that salespeople use to display these behaviors during sales interactions. We draw from compensation effects in social cognition theory to propose that customers’ perceptions of a salesperson’s effectiveness are prone to trade-offs between competence (resolving behaviors) and warmth (relating and emoting behaviors). Results, robust to endogeneity corrections, support the proposed tradeoffs such that the effectiveness of salesperson’s resolving behavior is significantly curtailed, even neutralized, by the salesperson’s relating and emoting behaviors. We situate these counterintuitive results within the extant theory and research on sales interactions, and outline implications for practice. 相似文献
8.
Douglas E. Hughes 《Journal of the Academy of Marketing Science》2013,41(1):1-18
Considerable research explores advertising’s role in influencing consumer perceptions and behavior. However, advertising’s impact on another key audience—the sales force—has been largely overlooked. Drawing from social identity and expectancy theories, and using survey and objective performance data across multiple wholesalers, the authors demonstrate that a salesperson’s perception of brand advertising has a significant effect on salesperson effort and performance by positively influencing the extent to which the salesperson identifies with the brand and his or her expectancy that such effort will generate results. These effects are moderated by internal communications and brand size. Model results suggest that advertising’s role may extend beyond “pull” to “push” by motivating salespeople to exert more effort on behalf of a brand. As a result, firms should take steps to proactively manage salesperson perceptions of brand advertising while also considering this dual role when assessing advertising effectiveness and efficiency. 相似文献
9.
Thomas E. DeCarlo Russell N. Laczniak Thomas W. Leigh 《Journal of the Academy of Marketing Science》2013,41(4):418-435
This research examines how consumers’ subjective product knowledge affects the way they interpret salesperson compensation within the financial services industry. Data from a nationwide panel of consumers show that higher product knowledge consumers become highly suspicious and lower purchase intentions when salesperson commission rates fall outside of the latitude of acceptance (Study 1). Study 2 results, however, demonstrate a reversal of these effects by showing that compensation–recommendation consistency is an important moderator in financial salesperson interactions. In addition, the study describes boundaries of the suspicious mindset that underlies consumer responses to sales information. Theoretical and practical implications of the finding are discussed, as are future research directions. 相似文献
10.
A path-analytic study of a model of salesperson performance 总被引:1,自引:0,他引:1
Researchers have been giving increased attention to determinants of salesperson performance. Despite this research interest,
empirical work has generally ignored interrelationships among the determinants of salesperson performance. This paper reports
the results of a study that focused on predictors of salesperson performance and the relationships among these predictors.
The investigation included variables previously examined in sales management research as well as variables heretofore not
investigated. 相似文献
11.
Firms are creating a digitized selling capability by developing Web sites designed to provide information and conduct transactions
with customers, replacing many routine sales force activities. The authors use the motivationability framework to shape a
conceptual model that examines the effects of the digitization of selling activity on two salesperson outcomes: salesperson
effectiveness and salesperson job-insecurity. Using data from salespeople in 168 firms, they assess the moderating effects
of environmental-level motivational factors and firm-level ability factors on the impact of digitization of selling activity
on salesperson effectiveness and job insecurity. The results reveal that digitization has the paradoxical effect of improving
salesperson effectiveness and heightening job insecurity concerns, and also that managers can improve the technology-enabled
multichannel capabilities of the firm by giving priority attention to human capital improvement, sales force control systems,
and communication of the digitization strategy.
Devon S. Johnson (Ph.D., London Business School, dj@devonjohnson.com) is currently an assistant professor of marketing at Northeastern University,
Boston. Previously, he was an assistant rofessor of marketing in the Giozueta Business School at Emory University. His research
interests are the role of social capital in relational exchange and technology consumption and implementation.
Sundar Bharadwaj (Sundar_Bharadwaj@bus.Emory.edu) is an associate professor of marketing in the Goizueta Business School at Emory University.
His general research interests focus on marketing strategy and performance and risk. His research has been published in theJournla of Marketing, Management Science, and theJournal of the Academy of Marketing Science, among others. 相似文献
12.
Lauren Skinner Beitelspacher Thomas L. Baker Adam Rapp Dhruv Grewal 《Journal of the Academy of Marketing Science》2018,46(2):252-272
Providing end consumers with the ability to return products is an important part of a retailer’s service offering. While research in reverse logistics has explored the movement of returned merchandise upstream, little research examines the relational implications of returned merchandise in the business-to-business (B2B) context. This research explores the relational implications, as well as the impact on the supplier salesperson’s behaviors, of retailer returns. Using a comprehensive dataset which includes longitudinal archival returns data, as well as two waves of retailer surveys reporting on salesperson behaviors, our research investigates how retail returns impact salesperson responses in the following time period, retailer perceptions of the relationship in the following time period, and returns in the following time period. Consistent with a reciprocal exchange perspective, results suggest that when salespeople respond to returns by engaging in relationship building behaviors, these behaviors are noted by the retailer, which in turn results in fewer returns in a future time period. 相似文献
13.
Christopher R. Plouffe John Hulland Trent Wachner 《Journal of the Academy of Marketing Science》2009,37(4):422-439
Sales researchers have spent decades developing and empirically testing various scales that reflect distinct theoretical perspectives
of salesperson behavior and job functioning. Despite extensive research in this area, little comparative work has been done
to assess the relative effectiveness of these different scales in explaining salesperson performance or to explicate whether
or not they are best considered in isolation or as working together—even potentially interacting—to influence sales success.
We examine four established scales related to customer-directed salesperson job functioning, and look at how well they relate
to both self-reported and objective job performance measures. Our analyses are based on responses from 524 salespeople drawn
from three different firms. The results show that two scales (ADAPTS, Selling Skills) outperform the others. Furthermore,
we find an important interaction between ADAPTS and Selling Skills that helps to predict superior objective performance. 相似文献
14.
Gordon J. Badovick 《Journal of the Academy of Marketing Science》1990,18(2):123-130
This research investigates the impact of emotional reactions on salesperson motivation. Using Weiner’s attributional theory
of motivation and emotion, a study was conduted to determine how emotional reactions affect salesperson motivation after failure
to make a monthly sales quota. The results suggest that a variety of emotional reactions have different effects both on expectations
of future success and motivation. 相似文献
15.
I. Fredrick Trawick John E. Swan Gail W. McGee David R. Rink 《Journal of the Academy of Marketing Science》1991,19(1):17-23
A survey of purchasing professionals was conducted to investigate the effect of perceived unethical salesperson behavior on
intentions to choose a supplier. Results suggest that as salesperson behavior is perceived as more unethical, the purchaser
is less likely to choose the firm that the salesperson represents. This result is due to norm violations influencing intentions
in two ways: (1) through externally controlled rewards or punishments (e.g., harming the purchaser’s career), and (2) through
internally self-bestowed rewards or punishments (e.g., feeling bad for not doing the “right” thing). 相似文献
16.
Customer evaluation of retail salespeople utilizing the SOCO scale: A replication,extension, and application 总被引:1,自引:0,他引:1
Gene Brown Robert E. Widing Ronald L. Coulter 《Journal of the Academy of Marketing Science》1991,19(4):347-351
Measuring retail salesperson performance is a critical, though relatively neglected research issue. We suggest that the SOCO
scale may be an appropriate tool for measuring salesperson performance from the buyer’s perspective. Therefore, a replication
of the SOCO scale was undertaken by having consumers evaluate retail salespeople. The SOCO scale items were slightly modified
to fit the consumer sample and retail focus of the study. In addition, the number of points on the SOCO response scale was
also reduced and the verbal anchors modified to better suit the needs of telephone surveys. Despite these changes, the properties
of the scale were found to be strikingly similar to those reported in prior studies. It was recommended that retailers adopt
the SOCO scale to measure salesperson performance. 相似文献
17.
Relational communication traits and their effect on adaptiveness and sales performance 总被引:1,自引:0,他引:1
Michael L. Boorom Jerry R. Goolsby Rosemary P. Ramsey 《Journal of the Academy of Marketing Science》1998,26(1):16-30
Two relational communication traits, communication apprehension and interaction involvement, are investigated within an adaptive
selling framework to assess their impact on salesperson adaptiveness and sales performance. Using a sample of 239 insurance
salespeople, results demonstrate that salespeople exhibiting lower levels of communication apprehension are more highly involved
in communication interactions, and higher involvement facilitates increased adaptiveness and sales performance. This research
highlights the importance of effective communication within sales interactions and offers suggestions to improve salesperson
communication skill.
Michael L. Boorom is an associate professor of marketing and associate dean of the school of business and public administration at California
State University, San Bernardino. He received his Ph.D. from the University of South Florida. His research interests are salesperson
and sales manager communication skills. His work has been published in theJournal of Personal Selling & Sales Management and several conferences.
Jerry R. Goolsby is an associate professor of marketing at the University of South Florida. He received his Ph.D. from Texas Tech University.
His research interests include sales interactions and salesperson burnout and coping strategies. His work has been published
in theJournal of Marketing, Journal of Marketing Research, Journal of the Academy of Marketing Science, and other marketing journals.
Rosemary P. Ramsey is a professor and chair of the management and marketing department at Eastern Kentucky University. She earned her Ph.D.
from University of Cincinnati. Her research interests include sales interactions and measurement issues. Her work has been
published in theJournal of the Academy of Marketing Science, Journal of Business Research, Journal of Personal Selling & Sales Management,
Journal of Social Behavior and Personality. andJournal of Marketing Education. 相似文献
18.
Michael Ahearne Ronald Jelinek Eli Jones 《Journal of the Academy of Marketing Science》2007,35(4):603-616
While few scholars debate the importance of doing things to improve the quality of the buyer–seller relationship, little is
known about what salespeople can do after the point of the initial sale to enhance customer satisfaction and trust. On the
basis of extensive exploratory interviews across professional selling domains, this research develops a set of behaviors,
referred to here as “salesperson service behaviors.” Using data gathered from 358 customers, the authors empirically demonstrate
the effect of these behaviors on customer satisfaction and trust and, ultimately, on an objective measure of customer share
of market. The authors develop a competitive model that uniquely features customer evaluations of competing sales representatives.
The results indicate that these salesperson service behaviors are important in building trust and customer satisfaction, which
in turn lead to increases in customer share of market. 相似文献
19.
A lack of understanding of the relationships among measures of salesperson performance exists in practice and in the retailing/sales
management literature. This article examines the relationships among three commonly used measures—one outcome (sales volume)
and two judgmental measures (managerial evaluations and salesperson self-evaluations). We empirically demonstrate that not
all judgmental measures are related to outcome measures; that is, salesperson self-evaluations are significantly related to
sales volume, but managerial evaluations are not. The study also examines the efficacy of retailers using short outcome-measuring
periods for evaluation purposes. The results suggest that outcome measure variance within salespeople for short periods is
high and therefore these data should be used with caution.
He received his Ph.D. in marketing from The Ohio State University. His research interests are in the areas of retailing, logistics,
and sales management. He has published extensively in journals such as the Journal of Marketing Research, Journal of Marketing, Journal of the Academy of Marketing Science, and Journal of Retailing. He is co-author of Retailing Management.
He received his Ph.D. in marketing from the University of Illinois at Urbana-Champaign. His research interests are in the
area of sales management and organizational behavior. His has published in the Journal of the Academy of Marketing Science, Journal of Personal Selling and Sales Management, and International Journal of Physical Distribution and Logistics Management. 相似文献
20.
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