The mediating role of happiness on the effect of locomotion and effort on salesperson’s performance and cross-selling: the case of financial insurance

In this study, the authors propose a theoretical framework and show how salespeople’s locomotion orientation and effort increase financial sales outcomes (e.g., performance and cross-selling). We propose that a salesperson’s happiness plays a mediating mechanism in these main effects. The authors collected data from two samples. In Study 1, the authors collected data from financial insurance brokers, which worked as a link between insurance companies and customers. In Study 2, the authors analyzed answers from salespeople working on home improvement and construction products and services. First, the results demonstrate that the salespersons’ locomotion (an orientation toward a behavior), effort, and happiness increased sales performance (main effects). Second, salespersons’ locomotion and effort have an indirect effect through individuals’ happiness on our dependent variables, such as sales performance, product performance and cross-selling. Firms can improve individuals’ locomotion and effort by developing goal setting and goal striving.

     

Risk preferences and the marketing of financial services: Segmentation by birth order

Traditional investment questionnaires may yield an incomplete measure of clients’ risk tolerance. Birth order has the potential to provide additional insight into the true nature of customers’ risk aversion, thereby assisting financial advisors to formulate the optimal investment portfolio for each client. We summarize research findings on birth order-related personality traits that have potential impact on the financial services industry. Marketing implications for investment firms are discussed in a framework that considers customers’ birth order differences in risk tolerance, patience, financial goals and conformity.     

Personal acquaintances and salespeople in financial services: Differences between customers and friends

The existence, benefit and management of customer–salesperson relationships in the marketing of financial services are topics of increasing interest. Much of the sales and marketing literature implies that because of time spent together, salespeople and some of their customers develop close relationships that are akin to friendships. Evidence from social psychology confirms that strong relationships are founded in deep knowledge of others gained over long periods after sharing personal information. This paper reports on the results of a study of salespeople's assessments of their personal acquaintance with customers and friends in a financial services setting. The results indicate that salespeople do not classify customers as friends on all the dimensions of personal acquaintance. Furthermore, the nature of personal acquaintance differs between ‘good’ customers (those salespeople enjoy serving), and ‘bad’ (those they do not), with the exception of the personal acquaintance dimensions of interaction frequency and personal disclosure. We discuss the implications for practice and make recommendations for future research.     

Addressing Financial Inclusion Challenges in Rural Areas from the Financial Services Marketing Employee Emotional Labor Dimension: Evidence from Nigeria

Financial authorities basically regard low financial literacy rate and poor information and communication technology as the major challenges facing financial inclusion drive, particularly among rural dwellers in Nigeria. No study has assessed the cause of low financial inclusion from the financial services marketers’ emotional labor perspective. This quantitative study attempted to close this gap by exploring how emotional labor variables relate to financial services sales performance and job satisfaction among bank marketers. Primary data were collected from 417 bank marketers operating in Edo and Delta States. Partial least squares structural equation modeling was used to test the formulated hypotheses. The outcomes show that surface acting has a significant negative effect on financial service sales outcomes and job satisfaction, while deep acting was found to have a significant positive effect on financial service sales outcomes and job satisfaction among bank marketers.

     

Target ratcheting and effort reduction

In this paper, we examine how retail store managers reduce their sales activity in response to target ratcheting. We find that managers with favorable sales performance in the first three quarters reduce their sales activity in the final quarter. We also document that managers who engage in sales reducing activities enhance their likelihood of meeting their next-year sales target, which is based on their current sales. That is, managers who reduce their sales activity in the final quarter are more likely to beat their next-year sales targets than managers who refrain from reducing their final-quarter sales.     

How do different performance measures affect managerial time orientation? Empirical evidence from sales managers in the oil and gas industry

This study investigates the relative effect of performance measures on managerial time orientation. We collect survey data on the actual time allocation of sales managers for tasks that affect financial performance on the short-, medium-, and long-term horizons. In addition, we obtain survey data on the specific metrics used by an oil and gas firm and classify them into three groups: traditional accounting (gross margin and budgeted costs), nonfinancial (market share and sales volume), and accounting returns (economic value added — EVA). Based on partial least-squares analysis, our results suggest that, in our setting, both nonfinancial and accounting return measures can supplement traditional accounting metrics to mitigate potential short-term orientation by inducing sales managers to consider mainly not only sales tasks but also investing tasks, which will affect the firm results more than a quarter ahead. In addition, our results imply that accounting return metrics are not better than nonfinancial measures in inducing a longer-term orientation in our research setting.     

Comparison of sales performance across financial service sectors

In the new world of financial services, comparisons are going to have to be made on the productivity and performance of the various sales representatives within the industry: stockbrokers, bank sales representatives, financial planners and insurance agents and brokers. This paper discusses the problems involved in making cross-sector comparisons and proposes a way to compare the production of sales representatives who sell equity products with sales representatives who sell risk products. Comparisons are also presented for sales rep earnings and turnover.     

Attraction of marketing and sales professionals in the financial services industry: An analysis of pre-, during and post-financial crisis job postings

Attracting talent is key to a successful sales force, and financial services firms have long used online recruiting to achieve this. However, little is known about how firms attract financial services marketing and sales professionals. In this study, we present a content analysis of job postings for sales and marketing positions in the financial services industry that were posted before, during and after the financial crisis of 2008. Specifically, job postings in the United Kingdom and United States in 2006, 2009 and 2013 were examined. Implications for financial services firms are discussed.     

The impact of personality traits on attitude to financial risk

While the effects of emotions on attitudes to investment risk are now well documented, the influence of personality factors has been less researched. This paper examines the role of personality traits in determining financial risk tolerance. Using an extensive survey of UK-based retail investors, we show that personality traits and characteristics are more important than emotions in determining attitude to risk. We also observe that the widely adopted ‘Big Five’ framework is insufficient to characterise this relationship adequately, with significant roles for financial self-efficacy, resilience, and trait anger. Since some of these characteristics can be modified, our findings are suggestive that appropriate training and support for those making financial decisions could lead to better outcomes over the longer term.     

Geographic diversification and firm value in the financial services industry

This paper investigates whether geographic diversification is value-enhancing or value-destroying in the financial services sector, broadly defined. Our dataset comprises approximately 3579 observations over the period from 1985 to 2004 and covers the entire range of U.S. financial intermediaries — commercial banks, investment banks, insurance companies, asset managers, and financial infrastructure services firms. We use two alternative measures of geographic diversification: (1) a dummy variable whether the firm reports more than one geographic segment and (2) the percentage of sales from non-domestic operations. Our results indicate that geographic diversification is not associated with a significant valuation discount in financial intermediaries. However, when accounting for the firms' main activity-areas, we find evidence of a significant discount associated with geographic diversification in securities firms and a premium in credit intermediaries and insurance companies. All these results are robust after taking into account functional diversification of the firms, a potential endogeneity of both functional and geographic diversification, and a potential value transfer from equity to debt holders by using estimates of the market value of debt.     

我国金融类上市公司高管薪酬激励机制实证分析

采用面板数据模型对我国整体金融类上市公司高管薪酬进行分析,并以银行业作为子样本进行具体探讨,结果表明我国金融类上市公司高管薪酬形式单一且基本上与经营业绩相联系,为此,应对银行业的高管薪酬应加强监管。     

Intertemporal efficiency analysis of sales teams of a bank: Stochastic semi-nonparametric approach

The primary role of a bank branch is evolving from a service provider towards a sales channel. Previous branch-level studies of sales efficiency consider a static setting of a single time period, ignoring the stochastic nature of sales outcomes. In this paper, we examine efficiency and performance of sales teams in a bank branch network over time, taking into account the changing demand and operational conditions, as well as random disturbances. The intertemporal sales frontier is estimated from the panel of monthly data over the years 2007–2010 using the stochastic semi-nonparametric envelopment of data (StoNED) method. The efficiency scores of sales teams and the trajectories of performance over time allow managers and the sales force to learn from past events and to develop the managerial and work practices across the network. While this study focuses on the case of a specific bank, some of the innovative features of our approach are applicable to sales efficiency assessment in other banks and financial institutions, as well as other network-based sales organizations.     

Labor and Corporate Governance: International Evidence from Restructuring Decisions

Our results highlight the importance of interaction among management, labor, and investors in shaping corporate governance. We find that strong union laws protect not only workers but also underperforming managers. Weak investor protection combined with strong union laws are conducive to worker–management alliances, wherein poorly performing firms sell assets to prevent large-scale layoffs, garnering worker support to retain management. Asset sales in weak investor protection countries lead to further deteriorating performance, whereas in strong investor protection countries they improve performance and lead to more layoffs. Strong union laws are less effective in preventing layoffs when financial leverage is high.     

Effect of respondents’ personality on resistance to change and the sales force

The purpose of this study is to investigate the effect of the Big Five Personality dimensions on resistance to change (RTC). Data from a sample of 200 sales people was collected from a large financial services firm in South Africa. Principal components factor analysis followed by varimax rotation was undertaken to test the factor structure and internal validity of the measures used. Correlation analysis was undertaken to determine whether insurance salespersons’ personality types are related to reported levels of RTC. Results are reported, limitations are noted and directions for future research are indicated.     

Key account management in financial services: An outline research agenda

The forces of deregulation and technological development have created a highly competitive environment in financial services. Despite the quest for business-to-business service efficiency, most financial services companies know that they must not lose sight of the importance of relationship quality. As a result, there is growing interest in key account management (KAM) in these companies. Research on KAM in general is limited and little has been undertaken in financial services. There are several reasons why KAM practice in financial services may be distinctive: the regulatory environment; the sector's size and diversity; the high degree of intermediation; product diversity and complexity; uncertainty of product performance; the problem of measuring profitability; the challenges of interactive marketing using both traditional face-to-face and complementary direct marketing techniques; and the role of technology in delivery. A research agenda for KAM in financial services is proposed. It is argued that more knowledge in this area would be of benefit to customer relationship management (CRM) research and to practising managers implementing KAM.     

The dark side of diversification: The case of US financial holding companies

Potential diversification benefits are one reason why US financial holding companies are offering a growing range of financial services. This paper examines whether the observed shift toward activities that generate fees, trading revenue, and other non-interest income has improved the performance of US financial holding companies (FHCs) from 1997 to 2002. We find evidence that diversification benefits exist between FHCs, but these gains are offset by the increased exposure to non-interest activities, which are much more volatile but not necessarily more profitable than interest-generating activities. Within FHCs, however, marginal increases in revenue diversification are not associated with better performance, while marginal increases in non-interest income are still associated with lower risk-adjusted profits. The key finding that diversification gains are more than offset by the costs of increased exposure to volatile activities represents the dark side of the search for diversification benefits and has implications for supervisors, managers, investors, and borrowers.     

Leading change from the top line. Interview by Thomas A Stewart and David Champion

Most CEOs who specialize in turning around struggling companies focus on costs. But for Fred Hassan, chairman and CEO of Schering-Plough, the primary focus in a turnaround is the top line. Since 2003, when Hassan took the helm at the global pharmaceutical company, he has overseen a remarkable recovery in performance. And consistent with his philosophy, the turnaround started with sales. Considering sales reps as less than crucial to strategy, Hassan cautions, is a big mistake. At Schering-Plough, he has concentrated on motivating and organizing salespeople to create trusting relationships with doctors. "You have to differentiate the salesperson in the customer's mind--just like you differentiate brands," he explains. A doctor may see 60 pharmaceutical reps on a regular basis but actually trust far fewer. To earn a spot in this inner circle, Schering-Plough reps try to turn each customer encounter into an occasion to help doctors provide better care for their patients. Schering-Plough also restructured its sales forces so that reps carry not just one kind of product, as they do in most pharmaceutical companies, but several. Covering a broad range of treatments gives reps more ways to build value-adding relationships with doctors. In this interview, Hassan discusses his success at Schering-Plough and his experiences at other pharmaceutical companies. During his career, he has built a reputation for being in tune with the front lines, as well as for reaching out to the managers who supervise salespeople. He has found that this level of personal attention not only makes reps feel respected but also gives him valuable strategic insights.     

Management of frontline financial sales personnel

The employee turnover rate within the financial services industry is one of the highest among all industries. Studies demonstrate that a salesperson’s organizational commitment and propensity to leave are impacted by job satisfaction and emotional exhaustion. This study examines the relationships among emotional exhaustion, organizational commitment, propensity to leave and the facets of job satisfaction. Findings support that: (i) financial services salespeople’s propensity to leave is influenced by emotional exhaustion, (ii) emotional exhaustion is mediated by multi-faceted job satisfaction in predicting organizational commitment and (iii) the facets of job satisfaction are, in part, mediated by organizational commitment in predicting propensity to leave.     

Do Earnings Targets and Managerial Incentives Affect Sticky Costs?

This study explores motivations underlying managers’ resource adjustments. We focus on the impact of incentives to meet earnings targets on resource adjustments and the ensuing cost structures. We find that, when managers face incentives to avoid losses or earnings decreases, or to meet financial analysts’ earnings forecasts, they expedite downward adjustment of slack resources for sales decreases. These deliberate decisions lessen the degree of cost stickiness rather than induce cost stickiness. The results suggest that efforts to understand determinants of firms’ cost structures should be made in light of the managers’ motivations, particularly agency‐driven incentives underlying resource adjustment decisions.     

Reducing the distance: financial services education in web-extended learning environments

It is estimated that financial services comprise around 15% of the global economy. From the supply side, one key to meeting this demand is being able to educate and certify the people who provide these services. With the advent of the internet and related technologies, the ability to deliver financial services education synchronously to both online and on-campus attendees has become a viable alternative to pure face-to-face or pure online asynchronous education. Nonetheless, one question remains: can virtual technology deliver comparable quality of financial services educational experience as face-to-face teaching? It is this question our paper addresses using the theory of transactional distance. The theory of transactional distance postulates that for optimal learning, the cognitive gap between instructor(s) and learner(s) needs to be minimized. We explore how transactional distance in financial services education varies by attendance modality (in-class, online and mixed) in a synchronous, web-extended classroom. The implications for managers and researchers are explored.