Helicopter view: an interpersonal relationship sales process framework

Abstract

Purpose

This paper aims to offer a two‐dimensional holistic framework for analyzing interpersonal relationships in the sales process in a business‐to‐business (B2B) context.

Design/methodology/approach

This paper takes the form of a literature study of the key concept, i.e. “interpersonal relationship”, three behavior‐based theoretical streams, and an eclectic range of existing models within the existing buyer‐seller literature.

Findings

The framework presented suggests that interpersonal relationships are comprehensible from four perspectives or levels in a sales process – i.e. environment, firm, sales cycle, and sales characteristics. The finding illustrated in the framework is that, in order to understand and manage interpersonal relationships in a sales process effectively, it is valuable to apply a holistic picture, thus including all four levels. This is because dynamic forces exist not only within each layer, but also between layers. In addition, it was found that existing normative directions that focus on managing interpersonal relationships in a sales process are currently contingent upon the level at which the analysis takes place. The findings suggest that future normative directions should instead apply a multi‐perspective approach.

Practical implications

The helicopter view framework of interpersonal relationships in a sales process presented here enables businesses to understand and optimize the interpersonal relationship strategy in their selling process.

Originality/value

By adopting a cross‐paradigm philosophy and a multi‐method approach, this paper offers a new, comprehensive framework for understanding a B2B selling process that focuses on interpersonal relationships. Furthermore, it presents a normative relationship management overview relevant to both academics and practitioners.

Citation

Wiatr Borg, S. and Vagn Freytag, P. (2012), "Helicopter view: an interpersonal relationship sales process framework", Journal of Business & Industrial Marketing, Vol. 27 No. 7, pp. 564-571. https://doi.org/10.1108/08858621211257338