Fostering creative selling through ethics. An emotion-based approach

Research on salesperson creativity remains as one of the most under-researched topics in the sales literature despite the evidence that encouraging creativity in the sales domain is a source of competitive advantage. This paper aims to fill this research gap by exploring the influence of perceived ethical climate on salesperson creative performance, paying special attention to the role that emotions play in this process. Data provided by 176 supervisor–salesperson dyads confirm that the trust/responsibility dimension of an ethical climate is positively related to salesperson creative selling by increasing salespeople's organizational pride. Similarly, the perception of unethical selling practices negatively affects salesperson organizational pride, reducing the expression of creative behaviors. Moreover, the negative effect of unethical selling practices on creative performance is stronger (more negative) when salespeople's identification with an organization increases. Managerial implications and future research directions are also addressed.     

The role of salespeople in industrial servitization: How to manage diminishing profit returns from salespeople’s increasing industrial service shares

Business-to-business companies often differentiate themselves from competitors by complementing goods with services. While extant literature on servitization points to substantial benefits for companies and underscores the importance of the sales force for successful servitization, it has rarely empirically investigated the negative effects of and barriers to effective selling of servitized offerings at the salesperson level. Drawing on transaction cost theory, we propose that with rising service shares, the specificity of offers and transaction costs grow, partially offsetting the financial benefits. We derive four salesperson factors that moderate the effect of salespeople’s industrial service share on salespeople’s profit. These factors pertain to the extent to which salespeople individualize offers and effectively manage offers’ specificity (adaptiveness, customer valuation skills, experience). We test our conceptualization with data from 220 salespeople and company records. The results are robust to endogeneity and show that service share has a diminishing positive effect on salesperson profit. While salespersons’ offer individualization enforces this harmful effect, salesperson adaptiveness and customer valuation skills show beneficial moderating effects. This study provides valuable insights for researchers and managers into the role of the sales force in servitization and into salesperson factors conducive to realizing the full profit potential of servitized offerings.     

Servant Leadership,Proactive Work Behavior,and Performance Overall Rating: Testing a Multilevel Model of Moderated Mediation

ABSTRACT

Purpose: The goal of this paper is to investigate whether salesperson proactive behavior mediates the relationship between sales manager servant leadership and salesperson overall performance rating by the sales manager. Moreover, it examines whether salesperson customer orientation and political skill moderate the sales manager servant leadership ? salesperson proactive behavior ─ salesperson overall performance. Design/methodology/approach: Empirical analysis is based on dyadic data from 181 industrial salespeople and their sales managers in a range of different industries (including both manufacturing and service industries). To analyze the multilevel moderated mediation process, this investigation uses Multilevel Structural Equation Modeling (MSEM). Findings: Sales manager servant leadership was positively related to salespeople overall performance rating through their proactive behavior except when their customer orientation was low. Moreover, this relationship between sales manager servant leadership and overall performance rating through proactive work behavior was stronger the greater the salespeople consumer orientation and political skill. Research implications: The study suggests that sales manager servant leadership is indirectly related to salesperson overall performance rating through salesperson proactive behavior. The findings also support subsequent research on salesperson values, skills, and behaviors as moderators in the servant leadership – proactive behavior – overall performance rating relationship. Understanding how these salesperson factors interact with sales management leadership to produce organizational outcomes (e.g., stress, engagement, organizational commitment) are questions that sales researchers may wish to pursue via further study. Practical implications: Sales managers should employ servant leadership to stimulate salespeople proactive work behavior. This study clearly indicates the salespeople need to adopt customer orientation and to have political skill. Hence, sales managers need to try to improve the customer orientation and the political skill of their salespeople through selection procedures or training programs. Originality/value: The relationship between sales manager servant leadership and salesperson overall performance through proactive work behavior has not been addressed and tested in the literature to date.     

The Strategic Role of the Salesperson in Established Buyer-Seller Relationships

When the ordering function is governed by administrative arrangements and sales are regulated by long-term contracts, managers may question the necessity and the tasks of the sales function within established customer relationships. The authors examine three issues related to the role of the salesperson in established industrial buyer-seller relationships: (1) appropriate measures of salesperson performance within a relationship, (2) behaviors and skills affecting salesperson performance, and (3) the effect of salesperson performance on the relationship. The results from a survey of industrial buyers suggest that the salesperson has a significant and substantial effect on relationship continuity. They also show that the salesperson contributes to perceptions of the supplier's reliability and supplier services. The key attributes of an effective salesperson are ability to resolve conflicts, ability to develop a personal relationship with customers, and ability to facilitate exchange of information between the supplier and buyer firms.     

Salesperson implementation of sales strategy and its impact on sales performance

ABSTRACT

It has been observed in the academic and practitioner literature, a disconnect between the activities of salespeople and the sales strategy espoused by sales organizations. This study examines organizational and individual factors that can influence salespersons’ willingness and ability to implement sales strategy. This paper also seeks to examine the performance implications of sales strategy implementation by salespeople. Data were collected from a sample of 190 business-to-business salespeople in different industries. The study’s hypotheses were tested using partial least squares (PLS). The results of the study show that the different types of sales force control (behavior control and outcome control) has contrasting effects on salesperson market and technical knowledge and salesperson implementation of sales strategy. The results also demonstrate that when salespeople implement sales strategy as part of their sales process, it has a positive effect on their sales performance.     

Under the sway of a mobile device during an in‐store shopping experience

Mobile device technology is transforming the retail shopping experience. Today's consumers are mobile dependent, preferring to consult with their phone, instead of using the salesperson, while shopping at the retail store. In the absence of literature investigating how the salesperson might sell to this omni‐channel, mobile‐connected consumer, this paper proposes a conceptual model and tests its proposed linkages. The empirically tested model presents a dyadic view of the omni‐channel consumer and the salesperson. Uniquely contributing to the omni‐channel and marketing literature, samples from an emerging economy (India) and developed (United States) economy represent the contexts. Specifically, the research examines the salesperson's role in selling to a mobile‐dependent consumer who uses mobile technology to search for information during the sales meeting. Findings show that adaptive selling can affect purchase intention and customer predisposition to comply with salesperson input. Results also reveal how perceived control, mobile dependence, and customer predisposition to comply with mobile device input affect purchase intention. Managerial and research implications specifically appropriate for the omni‐consumer retail setting are offered.     

Sensitivity to Ulterior Motives in Retail Settings: The Moderating Role of Dual-Identity versus Sole-Identity Consumers

The current research compares sole-identity versus dualidentity consumers in their responses to different retail persuasion attempts that occur in situations with low versus high ulterior motives. We examine different consumer responses (e.g., interaction time, perceived friendliness, future interaction intentions, and actual purchase behavior). We find that dual-identity consumers (those individuals with sales experience who have both a consumer and agent identity available) tend to automatically activate their agent identity which makes them more likely to take the perspective of the sales agent as compared to sole-identity consumers (individuals without sales experience who only have a consumer identity available). Dual-identity consumers show greater sensitivity to ulterior motives as exhibited by more accurate responses when persuasion cues suggest that ulterior motives are low, but not high. In contrast, sole-identity consumers are insensitive to differing levels of ulterior motives. The current research further demonstrates that perspective-taking can mitigate sole-identity consumers' defensive reactions which can increase their responses to sales agents' persuasion attempts with low ulterior motives.     

Consequences of sales management control in field sales organizations: a cross-national perspective

In this study we explore the effects of behavior-based sales management control on salesperson characteristics, salesperson performance and sales organization effectiveness with data collected from field sales managers in Australia and Austria. Considering this cross-national perspective, knowledge should be added to the limited international sales management literature. The study findings provide strong support for positive relationships between behavior-based control and salesperson characteristics, salesperson outcome performance, and sales organization effectiveness. The results offer encouraging support of the cross-national relevance of the sales management behavior-based control model.     

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.     

Effects of Chinese consumers' relationship benefits and satisfaction on attitudes toward foreign fashion brands:The moderating role of country of salesperson

The paper examines the various responses of consumers depending on the country of salesperson (COS) and to look into the effects that consumer–salesperson relationship benefits have on consumer satisfaction and brand attitude. The results suggest that consumers' perceived social benefit and functional benefit positively influenced their satisfaction with salesperson, and a significant positive effect of consumers' satisfaction with salesperson on consumers' brand attitude is found. This positive relationship was moderated by COS. These findings suggest that COS will serve as an important retail mix for global marketers. Other results and management implications are also discussed.     

An empirical study of salesperson stereotypes amongst UK students and their implications for recruitment

The success of recruitment efforts can have a major impact on sales force effectiveness. Students have long been considered a good source of potential sales recruits, but research has found students have generally negative perceptions of selling as a career. One reason for such perceptions may be negative stereotypes of salespeople held by students. However information on the content of UK sales stereotypes remains anecdotal at best. This study empirically examines UK business students' stereotypes of salespeople using a two-stage approach. Findings suggest that these stereotypes are generally negative. However, we create profiles of salespeople using our findings, and consequently uncover some positive aspects to the stereotype. The study provides instruction on how to use stereotypes in subsequent work, as well as how to utilise the profiles in recruitment efforts.     

The Effect of Single and Dual Sales Targets on Sales Call Selection: Quota versus Quota and Bonus Plan

Ross (1991) demonstrated that a salesperson's quota acts as a reference point (target or goal) and influences sales call selection. Ross, however, focused only on the effect of a single reference point. The use of multiple goals is quite common in the sales environment, for example in the quota plus bonus compensation structure and in the use of incentive plans. Our study compares and contrasts call selection when a single goal (quota) is given versus when dual targets are assigned (a quota plus bonus level). Consistent with our hypotheses, we find that call selection patterns are influenced by the number of targets assigned to the salesperson.     

Can a positive mood counterbalance weak arguments in personal sales conversations?

In a personal sales conversation between a customer and a salesperson, the salesperson usually presents arguments for purchase alternatives to the customer. In addition to the quality of the presented arguments, the customer's mood is also expected to have effects on the customers’ product evaluation. In order to analyze mood and argument strength effects, we develop a theoretical model and conduct an empirical study based on a 2×2 experimental design. The results of the study show that the customers’ mood has both a direct and an indirect effect through the customers’ perception of the strength of the arguments provided by the salesperson on product evaluation.     

Driving In-Role and Extra-Role Brand Performance among Retail Frontline Salespeople: Antecedents and the Moderating Role of Customer Orientation

The organizational frontline in retail represents the frontline for an entire supply chain. This channel structure distances the branded supplier from the end consumer and makes the supplier dependent on a retail frontline salesperson that (1) it does not control and (2) also represents competing brands. This study reveals mechanisms that the supplier may use to influence retail frontline salespeople. We demonstrate the importance of consumer marketing programs and supplier representatives in building brand identification between the manufacturer’s brand and the retail frontline employee that translates into increased brand sales, while also revealing the role of rewards programs in stimulating brand-specific extra-role behaviors. Interestingly, retail frontline customer orientation, built by the retailer, diminishes the effect of brand extra-role behaviors toward the focal brand on the focal brand’s sales, providing an informal control mechanism for retailers to protect its objectives. The results of this study have powerful ramifications for both retailers and suppliers in achieving both their mutual, and sometimes differing, objectives related to the retail frontline.     

The End of Corporate Social Responsibility: Crisis & Critique,by Peter Fleming and Marc T. Jones

ABSTRACT

Purpose: Given the ever-increasing pressure put on sales organizations to improve performance, behave ethically and establish long-term customer relationships, this study seeks to better comprehend ethical leadership’s part in doing so. It proposes that perceived ethical leadership indirectly influences salesperson performance through trust in manager and ethical ambiguity.

Methodology/Approach: A survey of business-to-business salespeople was taken. Hypotheses are tested using structural equation modeling.

Findings: The results show that perceived ethical leadership influences salesperson performance through the mediating roles of trust in manager and ethical ambiguity. Salespeople’s perceptions of their supervisor’s ethical leadership behaviors positively impact their trust in manager and negatively influences their ethical ambiguity. In turn, trust in manager positively influences sales performance while ethical ambiguity negatively influences sales performance.

Research Implications: The results from testing the hypothesized model support mechanisms by which ethical leadership behavior may affect business-to-business salesperson job performance. It appears that ethical leadership works through ethical ambiguity and trust in manager to impact salesperson behavior performance, rather than directly impacting salesperson performance. Importantly the findings add to the literature an important consequence of ethical leadership, ethical ambiguity. This research likewise adds to the literature on role, and more specifically ethical, ambiguity by finding that reducing salesperson ethical ambiguity has a positive impact on salesperson behavior performance.

Practical Implications: This study finds that one important mechanism for reducing ethical ambiguity is for sales supervisors to practice ethical leadership. By reducing ethical ambiguity, sales managers can improve business-to-business salesperson performance. In addition, use of ethical leadership by sales managers can positively influence the business-to-business salesperson’s trust in manager, which subsequently leads to greater sales performance.

Originality/Value/Contribution: The results of this study add to our knowledge of ethical leadership by further developing its consequences. It also sheds light on a vastly under-researched construct, ethical ambiguity. Finally, it further validates the important role that trust in manager plays in the organization.     

Salesperson’s accent as a globalization issue

This study provides a test for the ability of Tajfel’s theory to explain how the relationship between salesperson accents and country affect consumer purchase intentions. The theory predicts that the most influential salesperson will be the person who speaks with the standard accent for a particular country. Consistent with Tajfel’s theory, this study concluded that for an American audience, the most influential salesperson would be an individual who represents the standard for the United States—an American‐English‐accented salesperson. However, the results of a Mexican study in four Mexican cities indicated that both a Mexican‐Spanish‐ and an American‐English‐Spanish‐accented salesperson had a similar impact on consumer purchase intentions. The implications for a multinational firm’s salesforce management strategy are discussed. © 2000 John Wiley & Sons, Inc.     

Impact of Sales Call Adaptiveness and Customer Willingness on Sales Call Length: A Cross-Country Study of India,China, Korea,and Philippines

ABSTRACT

In this empirical study across four countries (India, China, Korea, and Philippines), we examine the impact of sales call adaptiveness and customer willingness on sales call length (duration) of salespersons in these four countries. Sales call length as well as sales call quality—although important constructs in sales—are still underresearched in the domain of sales management. Our study in these four emerging markets sheds new light on enhancing sales force effectiveness. Using survey data from 847 salespersons in four countries, we analyze using multivariate analysis, and our results suggest that sales force effectiveness can be enhanced by giving them the autonomy to decide the sales call length based on the prospect quality. We also demonstrate that salespeople indulging in sales-oriented behaviors may be detrimental to the long-term relationship with customers. Emphasis on relational sales approaches would reduce sales practices such as pitching products or services to unwilling customers. Our study also highlights the interactive role of customer willingness and sales adaptiveness. We found several inter-country differences across sales practices in four countries, which have several meaningful managerial implications.     

Are performance appraisals a bureaucratic exercise or can they be used to enhance sales‐force satisfaction and commitment?

In some sales organizations the performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting performance appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between performance appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of performance appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using performance appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of performance appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.     

Examining Biased Assimilation of Brand-related Online Reviews

This paper examines the impact of pre-existing brand attitudes on consumer processing of electronic word-of-mouth (eWOM). This topic is particularly important for brands that simultaneously possess strongly pronounced proponents as well as opponents. Two experimental studies using univalent (study 1, N = 538) and mixed (study 2, N = 262) sets of online reviews find indications for biased assimilation effects of eWOM processing. Consumers perceive positive (negative) arguments in online reviews as more (less) persuasive when having a positive (negative) attitude towards the brand. Perceived persuasiveness in turn influences behavioral intentions and acts as a mediator on the relationship between attitude and behavioral intentions. We examine two moderators of this effect. When priming individuals to focus on other consumers (vs. a self-focus prime), the biased assimilation effect is weaker (study 3a, N = 131). In contrast, we show that biased assimilation becomes stronger under conditions of high (vs. low) cognitive impairment (study 3b, N = 124). Our findings contribute to the literature on the relationship between eWOM and brands and advance our understanding of potential outcomes of brand polarization.