Better sales networks

Anyone in sales will tell you that social networks are critical. The more contacts you have, the more leads you'll generate, and, ultimately, the more sales you'll make. But that's a vast oversimplification. Different configurations of networks produce different results, and the salesperson who develops a nuanced understanding of social networks will outshine competitors. The salesperson's job changes over the course of the selling process. Different abilities are required in each stage of the sale: identifying prospects, gaining buy-in from potential customers, creating solutions, and closing the deal. Success in the first stage, for instance, depends on the salesperson acquiring precise and timely information about opportunities from contacts in the marketplace. Closing the deal requires the salesperson to mobilize contacts from prior sales to act as references. Managers often view sales networks only in terms of direct contacts. But someone who knows lots of people doesn't necessarily have an effective network because networks often pay off most handsomely through indirect contacts. Moreover, the density of the connections in a network is important. Do a salesperson's contacts know all the same people, or are their associates widely dispersed? Sparse networks are better, for example, at generating unique information. Managers can use three levers--sales force structure, compensation, and skills development--to encourage salespeople to adopt a network-based view and make the best possible use of social webs. For example, the sales force can be restructured to decouple lead generation from other tasks because some people are very good at building diverse ties but not so good at maintaining other kinds of networks. Companies that take steps of this kind to help their sales teams build better networks will reap tremendous advantages.     

The Impact of Service Supplier’s Unethical Behavior to Buyer’s Satisfaction: An Empirical Study

In today??s marketing conditions, it becomes really vital for companies to establish an appropriate relationship with suppliers and salesperson based on ethical values in order to survive. Besides, ensuring an effective relationship between the parties would contribute to increase buyer satisfaction along with economic and social satisfaction. In this study, the direct effects of suppliers?? and salespersons?? unethical behaviors on buyer satisfaction, and the moderator effect of communication between buyer?Csupplier relationships are examined. The results of the study have revealed that unethical behaviors of suppliers and salesperson affect buyer satisfaction negatively and the communication variable has moderately affected. The results are providing important advantages for buyers who want to improve the relationships between the suppliers and their salesperson for pharmaceutical enterprises.     

EU Requirements for Food Safety and Quality Systems in Turkey: Determinants of Perceptions

Abstract

The European Union (EU) is one of Turkey’s most important trade partners. A large number of Turkish agri-food processors, however, are still unable to produce in accordance with the EU specifications. Furthermore, it is uncertain how Turkish food producers perceive the EU regulations. Based on a questionnaire survey of 99 Turkish agri-food enterprises from various industry subsectors and a conceptual framework including knowledge, personal and economic perspectives, this article assesses perceptions of the EU requirements regarding food safety and quality systems in the Turkish agri-food industry. The results indicate that those perceptions vary widely among the processors depending on education level, firm size, and legal form of ownership. Moreover, subjective information related to the perceptions regarding advantages, requirements, and costs of food safety and quality practices significantly contributes to the perceptions examined. The findings have manifold implications which should be taken into account when adapting Turkish legislation to reflect EU regulations.     

Short- and long-term market returns of international codevelopment alliances of new products

Strategic alliances entail process-oriented decisions, in which information about outcomes is unveiled over time. Therefore, it is difficult for investors to gauge the value of such decisions in the short term; longitudinal analysis is necessary. Accordingly, the authors apply latent growth modeling to a data set of 270 international codevelopment alliances announced over an 18-year period. The results demonstrate that investors reward firms for their international codevelopment alliances in the short term but punish them in the long term. Initially, exchange conditions have positive effects, but these effects decrease over time. However, the decrease slows when firms’ market updates contain positive news. Although investors view sharing of innovation resources as a competitive advantage in the short term, they perceive exchange conditions as transaction hazards in the long term. The results also show that long-term decreases in market returns are greater when codevelopment activities are conducted offshore rather than onshore.