Leveling the playing field: factors influencing trade show success for small companies

Recent research indicates that trade shows are a place to find prospects and close sales. Yet, many requisites of success found in prior studies may not be available to companies with limited resources. A study that compares the activities of successful vs. unsuccessful exhibitors from small companies was conducted. Results indicate similar budgets, yet very different results. Factors influencing success include strategic factors such as centering responsibility in one position, as well as tactical decisions such as those regarding pre-show promotion.     

Proactive behavior and industrial salesforce performance

Proactive behavior has been indirectly linked to effective selling, an assertion underpinned by a logic, which states that in a world of high competition and choice, the passive, reactive seller is unlikely to do as well as his or her more proactive counterpart. Yet, little direct empirical evidence exists to substantiate this link. In this paper, we address this knowledge gap by describing a study that assesses the effect of proactive behavior on the performance of an industrial sales force. The paper explores the issue of salesperson performance and the construct of proactive behavior (or proactiveness). Using the Proactive Personality (PP) Scale to measure proactiveness and the line manager's subjective evaluation to indicate salesperson performance, it was found that a small but significant relationship exists. The results are discussed, with areas for future research delineated and implications for practitioners explored.     

Marketing activities and performance: A comparison of the Internet-based and traditional small firms in Taiwan

Emerging technologies, notably, have redefined business by erasing the traditional boundaries of time and geography and by creating new virtual communities of customers, distributors and suppliers, with new demands for products and services. Are there any differences between the marketing practices of the Internet-based and traditional small firms? This paper analyses published, undisguised stories of 112 traditional and 26 Internet-based small firms in Taiwan. The research results suggest that the owner-managers of both traditional and Internet-based small firms concentrate on sales, product planning and customer relationships. However, the owner-managers of traditional small firms in Taiwan place emphasis on quality control, whereas their Internet-based counterparts concentrate more on product schedules, sales forecasts, sales control and marketing research. These results indicate that cyber entrepreneurs have higher levels of marketing education and backgrounds, conduct marketing planning periodically and frequently and perform professional marketing activities. The research findings tend to suggest that though traditional marketing tenets are still suitable in the cyber environment of Taiwan, the Internet-based small firms have to utilise innovative marketing techniques to suit and compete in the ever-changing Internet business environment.     

Going the extra mile: Antecedents of salespeople's discretionary effort

Many sales organizations are scrambling for success in today's intensely competitive environment. An increasing number of firms are finding that tried and true traditional selling strategies are less effective, or not effective at all. Moreover, companies are discovering that what has been an acceptable level of performance no longer is adequate for maintaining or gaining competitive advantage. Consequently, managers need to focus on alternative means through which the organization can be successful. One alternative is for sales forces to engage in discretionary effort-work activities that entail going beyond the call of duty. This paper develops propositions regarding antecedents of salesperson discretionary effort, which provide managerial direction should the propositions be confirmed.     

Managing radical innovation: an overview of emergent strategy issues

Despite differences in definitions, researchers understand that radical innovation within an organization is very different from incremental innovation , and and that it is critical to the long-term success of firms. Unfortunately, research has also shown that it is often difficult to get support for radical projects in large firms [14], where internal cultures and pressures often push efforts toward more low risk, immediate reward, incremental projects. Interestingly, we know considerably less about the effective management of the product development process in the radical than in an incremental context. The purpose of this study is to explore the process of radical new product development from a strategic perspective, and to outline key observations and challenges that managers face as they move these projects to market. The findings presented here represent the results of a longitudinal (since 1995), multidisciplinary study of radical innovation projects. A multiple case study design was used to explore the similarities and differences in management practices applied to twelve radical innovation projects in ten large, established North American firms. The findings are grouped into three high-level strategic themes. The first theme, market scope, discusses the challenges associated with the pursuit of familiar versus unfamiliar markets for radical innovation. The second theme of competency management identifies and discusses strategic challenges that emerge as firms stretch themselves into new and unfamiliar territory. The final theme relates to the people issues that emerge as both individuals and the project teams themselves try to move radical projects forward in organizations that are not necessarily designed to support such uncertainty.A breadth of subtopics emerge within and across this framework relating to such ideas as risk management, product cannibalization, team composition, and the search for a divisional home. Taken together, our observations reinforce the emerging literature that shows that project teams engaging in radical innovation encounter a much different set of challenges than those typically faced by NPD teams engaged in incremental innovation.     

Science and politics: The 1981 and 1984 LIHEAP distribution formulas

The Low-Income Home Energy Assistance Program (LIHEAP) is a federal block grant program to help low-income households pay their heating and cooling bills. If the regular fiscal year LIHEAP appropriation is less than or equal to $1.975 billion, then a 1981 formula is applied to distribute funding across states, while if appropriations rise above the $1.975 billion threshold, a 1984 formula is applied in conjunction with two hold-harmless provisions. In 18 of the past 20 years, the 1981 formula has served as the default mechanism to distribute LIHEAP funding. The purpose of this paper is to call attention to the inadequacy of the 1981 formula and to explain why the objectives of LIHEAP are not met when this formula is used. We explain why the distribution of LIHEAP funds is not proportionate to the need for assistance and offer some suggestions for improvement. The 1981 formula is shown to be the outcome of a convoluted political process heavily biased in favor of cold-climate states, with cold-climate states receiving on-the-order of at least $150 million a year in allotment dollars beyond their “fair share” of heating requirements. The 1981 and 1984 distribution formulas are derived and a critical examination of each formula is presented. The 1984 formula is shown to be an ideal mechanism to distribute LIHEAP funds, based on a scientific and rational understanding of low-income energy needs, but legislative constraints prevent its application.     

The dynamics of factors affecting the adoption of innovations

An abundance of IT innovations are constantly struggling for market acceptance. Various models have been proposed in the literature in order to aid understanding of the principles behind the adoption of IT innovations, but most of them implicitly assume that the factors explaining adoption decisions do not change over time. This study challenges that assumption and adds to the existing literature by investigating the dynamics of the factors influencing adoption. Our general proposition is that the driving factors in adopting innovations will change as the diffusion of the innovation in the market progresses. A large-scale empirical study was carried out among medium-sized companies in a variety of European countries and industries concerning the adoption of enterprise resource planning (ERP) software. The findings strongly indicate that the factors affecting late adoption of ERP differ significantly from the factors explaining early adoption. At early stages of the diffusion process adoption tends to be especially driven by a combination of internal strategic drives and attitudes of the firm together with external forces like industry competition and supplier activities. Later on, the mix of adoption stimulating factors seems to be focusing more on implementation issues such as the scalability of the system, the number of seats and the yearly available budget. The study leads to both new methodological insights and substantive conclusions that also have practical implications.     

Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls

This article addresses the integration of sales channels after mergers and acquisitions (M&A) by appraising the strengths, weaknesses, and biases associated with the four most common frameworks for evaluating sales channels (sales management, historical performance, strategic fit, and customer choice) for their appropriateness in a post-M&A context. The authors develop a methodological approach that uses a balanced-scorecard framework to guide managers through the sales channel integration process, and then apply this approach to the merger of two industrial firms' sales organizations across 21 territories. In so doing, they reveal various pitfalls and propose and test some analytical corrections. Longitudinal performance data support comparisons across the different evaluative frameworks; in particular, the sales management and customer choice frameworks provide the most insight into channel partners' post-integration performance. The results support the premise that channel integration can be improved by accounting for factors unique to the M&A context and using an approach that triangulates multiple perspectives.     

Relationships in the purchasing of business to business professional services: The role of personal relationships

There has been a shift from transactional to relational exchange and relationship marketing both in the business to business and professional services contexts. This paper seeks to explore the manner in which personal relationships affect the process and outcomes of purchasing of professional business services. Specifically, it focuses on the role of the professional service providers as boundary spanners in the formation of personal relationships. These personal relationships constitute the underlying basis of long-term relationships between the purchasing and provider organizations in such complex service settings. The findings of this study demonstrate that the manner in which the boundary spanners cultivate relationships support the concept of relationship specific tasks. It extends this conception by use of the data to outline the chronological process over time Understanding the roles, function, and ultimately importance, of these relationships facilitates the identification and development of appropriate strategies to manage these relationships.     

Marketing of competence: Exploring the resource-based content of value-for-customers through a case study analysis

In this article, we propose a competence-based view of value-for-customer in business markets. While literature in both strategy and marketing has provided many insights to understand the competence-based roots of value creation, the interface between the two areas is still largely unexplored. Moreover, while the notions of competence exchange and value creation feature strongly in the relational perspective, they occur only once relationships have been established. This begs the question whether competencies could be developed outside established relationships, and then marketed to guide customers' buying behavior. Basing on three case studies from the yarn manufacturing, IT systems, and automotive components industries, we identify key features of competence-based marketing: the alignment of supplier's competencies with the customer's business processes, the experiential communication of supplier's competencies, and the delivery of competencies to the buyer's business processes. Within the strategies for creating value-for-customers, these findings contribute to the understanding of the use of competencies to induce purchases.