Relationship between sales force reputation and customer behavior: Role of experiential value added by sales force |
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| Institution: | 1. School of Business Administration, Zhejiang Gongshang University, 310018, People''s Republic of China;2. Contemporary Business and Trade Research Center of Zhejiang Gongshang University, 310018, People''s Republic of China;3. Zheshang Research Center of Zhejiang Gongshang University, 310018, People''s Republic of China;4. University of Sharjah, College of Business Administration, Management Information Systems Department, P.O. Box 27272, Sharjah, United Arab Emirates;1. NEOMA Business School, 1 rue du Marechal Juin, 76825 Mont-Saint-Aignan, France;2. School of Business and Economics, University of Canterbury, Te Whare Wānanga o Waitaha, Private Bag 4800, Christchurch 8140, New Zealand;1. E.P. Charlton College of Business, University of Massachusetts Dartmouth, 285 Old Westport Road, North Dartmouth, MA 02747, USA;2. EGADE Business School, Tecnológico de Monterrey, Avda Gral Ramón Corona 2415, Col. Nuevo Mexico, 45201 Zapopan, JAL, Mexico;1. PhD Scholar, Department of Business Management, University of Calcutta,, Flat 1 A, Surya Garden, 114 A Kankulia Road, Kolkata, West Bengal 700029, India;2. School of Management and Social Science, Haldia Institute of Technology, HIT Campus, Haldia, West Bengal 721657, India;3. International Management Institute – Kolkata, India;1. Department of Computer Science, University of Saskatchewan, Canada;2. School of Economics and Management, Nanjing University of Science and Technology, China |
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| Abstract: | Based on the resource-based view theory and the experiential value model, this paper aims to investigate how experiential value added by the salesperson mediates the relationship between perceived salesperson reputation and customer behavior. A questionnaire is constructed, and data are collected from 229 customers served by financial salespeople working in five bank agencies in Canada. Structural equation modeling was employed to assess the proposed research model empirically. The empirical results revealed that the two dimensions of experiential value – economic benefit and service productivity – partially mediated the relationship between perceived salesperson reputation and both customer loyalty towards the salesperson and customer share of wallet. However, enjoyable interaction mediates only the relation among salesperson reputation and customer loyalty. The managerial implications are addressed. |
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| Keywords: | Sales force Salesperson reputation Experiential added value Service context Customer behavior |
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