Designing sales force satisfying selling positions: a conjoint measurement approach

To design selling positions that appeal to both new and incumbent salespersons, management needs to understand salespersons' preferences for job characteristics. The study reported here exemplifies an effort to operationalize salespersons' preferences for job and task characteristics that takes account of both career stage and gender. Findings indicate that salespeople in the sample prefer salary-based compensation and that female salespeople prefer sales jobs that are fixed in location.     

The evolution of the seven steps of selling

The traditional seven steps of selling is perhaps the oldest paradigm in the sales discipline. The seven steps model has served as a basic framework in sales training, personal selling textbooks, and teaching personal selling classes. Very little has changed in this framework since the turn of the 20th century. This article reviews the traditional seven steps of selling, examines transformative factors that have led to changes in each step, and presents an evolved seven steps process. While the traditional seven steps reflected a selling orientation on the part of a firm, the evolved selling process reflects more of a customer orientation in that the focus is on relationship selling—that is, securing, building, and maintaining long-term relationships with profitable customers.     

卖空限制与收益可预测性——A股融资融券制度的证据

基于A股市场融资和融券余额的巨大差距,本文拓展了Hong et al.(2016)的理论模型,在融券端和融资端分别找到了影响股票收益率的变量:融券比率(融券余额/流通市值)和融资回补天数(融资比率/日均换手率)。进一步,本文利用组合价差法和Fama-MacBeth横截面回归法,实证检验了A股市场中融券比率与融资回补天数解释和预测股票收益率的能力。实证结果表明,在存在融券限制条件下,融券比率相比融券回补天数(融券比率/日均换手率)能更好地代表套利者对股票价格高估程度的看法,根据融券比率构建的等权重多空组合能带来月均1.58%的显著收益;而由于融资约束相对较少,融资回补天数相比融资比率(融资余额/流通市值)能更好地代表套利者对股票价格低估程度的看法,根据融资回补天数构建的等权重多空组合能带来月均1.28%的显著收益。实证结果与本文存在融券数量限制下的理论模型相符,且该收益率不能被多因子模型和常规股票特征所解释。     

Optimal Returns Policy under Demand Uncertainty

Multiple categories of retail products suffer limited shelf life, demand uncertainty, and, in some cases, long lead times. To provide retailers with an incentive to increase the stocking quantity of such products, manufacturers may offer an option to return unsold items at wholesale or less than wholesale prices. This article extends the additive price-dependent demand model in three ways. First, partial returns are optimal for the manufacturer but do not induce higher stocking quantities compared with when the manufacturer offers no returns. Second, in terms of the effect of investment in demand-enhancing activities, when retailers invest, they set higher resale prices, but an optimal partial returns policy still does not induce higher stocking quantity, whereas when manufacturers invest, the optimal returns policy induces higher stocking quantity. Third, when the manufacturer and retailer have different expectations of demand uncertainty, the retailer's estimate influences the expected profits for both, whereas the manufacturer's estimate has a major impact on its profits only.     

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.     

Selling and sales management

According to the Bureau of Labor Statistics (http://www.bls.gov/oes/current/oessrcst.htm), almost 14 million Americans are employed in sales or sales-related jobs. Many organizations derive their entire revenue stream from the efforts of salespeople. As part of the domain of marketing, the academic study of selling and sales management is relatively young. Consider that the Journal of Marketing has been published for 70 years, while the Journal of Marketing Research has been in publication for 43 years (www.marketingpower.com). For its part, the specialized journal in selling and sales management, The Journal of Personal Selling and Sales Management, has been published for just 26 years. Therefore, while there are a great many widely-used and studied models in the field, there is still much to be learned about this topic. As highlighted in this article, the research published in 2006 indicates the range of interesting and relevant work being conducted in the area.     

Live Broadcasting,Gate Revenue,and Football Club Performance: Some Evidence

This paper presents new evidence concerning the main argument of the English Premier League for collective arrangements in selling television broadcast rights. Matches that are broadcast live on television can be considered as a substitute for watching at the stadium. New panel-data show that broadcasting live has a small negative effect on gate revenue for the best performing clubs and a much larger effect for the worst performing clubs. However, the marginal cost is outweighed by the marginal revenue, concluding that restrictions on quantity stemming from collective arrangements are detrimental to the consumers, broadcasters, and clubs themselves.     

我国证券投资基金羊群行为的实证研究

论文通过LSV及其修正模型,运用2003年第一季度到2009年第四季度我国开放式证券投资基金的季度投资组合数据,对我国证券投资基金羊群行为进行了实证分析,发现我国存在较明显的羊群行为,基金卖出羊群一般明显大于买入羊群,且羊群行为在第2季度最明显。     

启动融资融券助长内幕交易行为了吗？——来自我国上市公司的经验证据

本文以我国融资融券试点启动为背景,对融资融券可能引发的负面效应——内幕交易行为进行了检验。研究发现,融资融券启动后标的公司中发生内幕交易的可能性显著上升,且这种现象在规模较小、机构持股比例较高的公司中更加明显,而较好的外部法治环境能够约束上述行为,在法治水平较高的地区,融资融券对内幕交易的刺激效果减弱。研究结果表明,融资融券业务开展助长了内幕交易者的套利行为,但有效的法治治理能够起到一定的遏制作用。     

SOCO's impact on individual sales performance: The integration of selling skills as a missing link

Conventional wisdom suggests that a customer orientation is a vital cornerstone upon which the success of salespeople is predicated in terms of serving their customers and prospects. However, at a pragmatic level, not all salespeople practice a customer-oriented philosophy in their day-to-day selling. In fact, decades of sales research provide largely inconclusive results with respect to individual salespersons' customer orientation and performance outcomes. We argue that for customer orientation to be a predictor of sales performance, specific selling skills must be present. Furthermore, we empirically demonstrate that without these requisite selling skills, salespeople are better off utilizing a sales orientation approach, as opposed to a customer orientation approach. More provocatively, this research shows that a “missing link” in the long standing body of research on the SOCO (sales orientation/customer orientation) perspective is that specific selling skills can impact sales performance directly as well as moderate the impact that both a “sales orientation” and a “customer orientation” ultimately have on sales performance.