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.     

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.     

The effects of influence strategies on dealer satisfaction and performance in Taiwan's motor industry

The studies of influence strategies in channel relationships have focused on western, individualistic countries. This study seeks to extend the empirical findings in Taiwan's motor industry to elucidate differences among diverse context. The results reveal that the promise strategy must be separated from coercive strategies and the request strategy must be separated from noncoercive strategies under the context of Taiwan's motor industry. Moreover, discrimination between economic and social satisfaction helps relationships between influence strategies and satisfaction and the effects of satisfaction on performance to be understood. The dealer's satisfaction is positively related to his performance, and social satisfaction is more important than economic satisfaction.     

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.     

Does distance matter for internationally-oriented small firms?

This paper assesses the contemporary relevance of distance and its key components in international business for young, internationally-oriented small firms. In doing so, it reconceptualizes the distance concept and investigates its relevance in American, British, and German firms' early foreign market selection. Economic, geographic, and cultural distance (based on Hofstede's and Schwartz's frameworks) for the three countries, along with psychic distance for the German firms, are considered. The results show that some components of distance still matter for internationally-oriented small firms and that cultural distance is sample source and concept sensitive. In addition, psychic distance acts as a mediator construct to the more objective, external distance measures of economic, geographic, and cultural distance, confirming the proposed distance framework.     

Understanding the role of marketing-purchasing collaboration in industrial markets: The case of Russia

This study aims to investigate the role of interfunctional collaboration between marketing and purchasing functions in industrial companies. Interfunctional collaboration is considered as a measure of the internal alignment and partnership between departments in the firm, which in turn contributes to the creation of sustainable advantages via improved external partnerships and facilitating demand chain integration. We test the impact of customer orientation as well as the interactions between departments (specifically marketing and purchasing) as collaboration antecedents, and analyze the direct impact of marketing-purchasing collaboration on business performance. The model is tested on a sample of 148 industrial companies in Russia with two key respondents in each firm, incorporating the purchasing as well as the marketing perspective. The results show that marketing-purchasing collaboration mediates the effects of interfunctional interaction as well as customer orientation on business performance. Alternative model testing shows that the direct effects of these antecedent constructs on performance are non-significant in the context of Russian industrial companies.     

Does salesperson's customer orientation create value in B2B relationships? Empirical evidence from India

Although value creation in business relationships has taken an important position in the literature, yet scant attention has been paid to the precise nature of creation or destruction of value in b2b customer-oriented selling. Moreover, very few empirical studies in the b2b customer value research have focused on emerging markets, especially the BRIC countries. This study carried out in the context of small and medium sized firms in India, empirically examines from the SOCO perspective (Saxe and Weitz, 1982), value creation in customer-oriented selling, and value destruction in sales-oriented strategies. We model value creation, relationship development, and customer satisfaction as direct and indirect consequences of salesperson's customer orientation. Based on a sample of 249 small and medium sized Indian firms, we show that salesperson's customer orientation directly leads to value creation and relationship development with customers. On the other hand, a sales orientation destroys value, although it may lead to relationship development in the short-term. We also found that customer satisfaction was unrelated to both types of salesperson's orientations. Our study has considerable impact for small and medium sized businesses in emerging BRIC markets such as India, as it throws light on how supplier firms can leverage their salesforce to create value creation with their customers.     

Exploring the concept of coopetition: A typology for the strategic moves of the Finnish forest industry

The Finnish forest industry is sustainable, well-established, internationally oriented and successful. For companies in such a basic industry, an industry that features mainly bulk products and relatively small domestic markets, sustainability in business may hinge on long-term strategic choices. It is proposed in this paper that it is not only strong domestic competition, but also—and especially—coopetition traditions (simultaneous cooperation and coopetition) that are the crucial factors contributing to the success of the industry. This article contributes to the literature by providing industry-level tools, namely a coopetition framework and combined coopetition typology. The findings indicate that coopetition traditions have been present throughout the activities of the Finnish forest industry, enabling sustainability of the industry to a significant extent. Managerial and theoretical implications are also discussed.     

A dyadic approach to the impact of differences in organizational culture on relationship performance

The authors extend previous research on relationship management by investigating the potential effect of differences in organizational culture on relationship performance among 124 dyads. Theory suggests that partner similarity may improve the feeling of we-ness thereby contributing to the perceived success of inter-firm cooperation. The findings reveal that differences in organizational culture are larger in less successful inter-firm relationships, but do not influence the perceived relationship success significantly. Our results suggest that relationship managers should not confuse compatibility with similarity; personal chemistry is important for relationship atmosphere but does not solely depend on similarities. Future research in this area may wish to concentrate on a more complete measure of organizational (sub)culture(s), the different levels of analysis (personal, organizational, dyad), relationship life cycles (stage models) and the role of organizational identity.