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Book part
Publication date: 9 September 2019

Yongmei Liu

Integrating relationship marketing and management research, the author explores internal selling (i.e., a salesperson’s internally focused efforts intended to identify, solicit…

Abstract

Integrating relationship marketing and management research, the author explores internal selling (i.e., a salesperson’s internally focused efforts intended to identify, solicit, and use internal sales resources to support external selling activities) as a unique source of salespeople role stress and examine its contingent outcomes. The conceptual model suggests that internal selling as a job demand and stressor leads to increased salespeople role stress. However, a number of situational (i.e., selling organization market orientation, service climate, and seller–buyer relationship) and individual factors (i.e., networking ability and psychological capital of the salespeople) serve as job and personal resources to moderate the internal selling–outcome relationships, such that when such resources are adequate, internal selling will reduce role stress and increase sales performance. The author also examines situational (i.e., customer solutions offering and formalization of the selling organization) and individual (i.e., salespeople power and social status) antecedents of internal selling. The model provides useful insights and practical guidance for selling organizations to recognize mechanisms associated with internal selling in their organizations, and to intentionally design within organization support systems to enhance salespeople well being and enable them to participate effectively in the relational process of selling. The chapter stresses the need to develop context-specific stress models for different occupations and job roles.

Details

Examining the Role of Well-being in the Marketing Discipline
Type: Book
ISBN: 978-1-78973-946-6

Keywords

Article
Publication date: 10 November 2022

Paolo Guenzi and Edwin J. Nijssen

Value-based selling (VBS) is increasingly a key success factor in business to business (B2B) settings, but its relationship with digital solutions selling (DSS) has not been…

1046

Abstract

Purpose

Value-based selling (VBS) is increasingly a key success factor in business to business (B2B) settings, but its relationship with digital solutions selling (DSS) has not been explored. This study aims to develop a motivation-opportunity-ability (MOA)-based model that shows how an individual salesperson’s task-specific motivation to implement DSS affects personal capabilities to engage in DSS-related internal coordination, customer networking and ultimately VBS behavior. The authors also account for the supervisor’s DSS-focused behavioral control as the opportunity variable, potentially influencing all other variables in the framework.

Design/methodology/approach

The authors test the model and hypotheses using data of 178 salespeople from a B2B company growing its digital solutions business. Path modeling and SmartPLS software are used to estimate the model.

Findings

The results demonstrate the key importance of DSS implementation motivation to implement VBS. The findings emphasize the mediating role of salespeople’s ability to collaborate with colleagues and engage in customer networking to configure the right idiosyncratic digital solutions and demonstrate these solutions’ economic value. Supervisors have a fundamental role in directly and indirectly stimulating DSS motivation, DSS-related customer networking ability and VBS.

Research limitations/implications

The study has several limitations. The authors examined a single company. In addition to internal coordination and customer networking, other relevant abilities of salespeople could be considered as mediators between DSS and VBS. Similarly, other opportunity factors may be analyzed in the future, such as supervisors’ risk orientation and ability to stimulate team spirit. Future research could also investigate other salespeople’s individual talents and additional organizational support variables that predict a salesperson’s behavioral and outcome performance in DSS and VBS.

Practical implications

Companies willing to adopt VBS should acquire, develop and retain salespeople characterized by strong motivation to implement DSS. Supervisors should adopt a DSS-focused behavioral control, and companies should support supervisors through appropriate training on how to manage detailed feedback to salespeople constructively and sales performance management systems that systematically track DSS-related sales force activities and results. Companies should also facilitate DSS-related teamwork, for example, through team incentives, and DSS-related customer networking, for instance, through appropriate sales enablement platforms and tools.

Originality/value

The research addresses the communalities and differences between solutions selling and VBS, suggesting a causal relationship. While prior research has analyzed solutions and value mainly as corporate strategies at the organizational level, the current study considers implementation at the individual salesperson level. The study focuses on digital solutions, which are more uncertain and complex to sell than traditional solutions.

Details

European Journal of Marketing, vol. 57 no. 3
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 28 November 2023

Christopher R. Plouffe, Thomas E. DeCarlo, J. Ricky Fergurson, Binay Kumar, Gabriel Moreno, Laurianne Schmitt, Stefan Sleep, Stephan Volpers and Hao Wang

This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how…

Abstract

Purpose

This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective.

Design/methodology/approach

After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs.

Findings

The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination.

Research limitations/implications

The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018).

Practical implications

This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance.

Originality/value

Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.

Details

European Journal of Marketing, vol. 58 no. 3
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 6 October 2022

Xiaoyong Zheng

Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service ambidexterity…

Abstract

Purpose

Although social networks play an important role in individual ambidexterity, few studies have examined the impact of salespeople's social networks on sales-service ambidexterity. The purpose of this paper is to explore how salespeople's internal and external social networks affect sales-service ambidexterity.

Design/methodology/approach

The unique data of 331 salespeople from 39 units in retail banking industry and insurance industry were collected, and the hierarchical linear model was adopted to test the hypotheses. Finally, the alternative measure of the dependent variable and the alternative estimation method were adopted for robustness test.

Findings

The results show that the strength of salespeople's internal social networks and the extensiveness of salespeople's external social networks could facilitate sales-service ambidexterity of salespeople separately and synergistically. Salespeople's role breadth self-efficacy partially mediates the influences of internal and external social networks on sales-service ambidexterity, while empowerment climate and transformational leadership positively moderate the aforementioned mediational process by strengthening the relationship between salespeople's role breadth self-efficacy and sales-service ambidexterity.

Practical implications

Practical guidelines are provided for managers to shape ambidextrous salespeople by facilitating salespeople's internal and external social networks, promoting transformational leadership and creating empowerment climate within the unit.

Originality/value

To the best of the author's knowledge, this paper is the first to systematically examine the impact of salespeople's social network on sales-service ambidexterity. Drawing from social cognitive theory and the ambidexterity literature, this research reveals the mechanism of how salespeople's internal and external social networks contribute to sales-service ambidexterity.

Details

Management Decision, vol. 60 no. 11
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 6 December 2023

Molly R. Burchett, Rhett T. Epler, Alec Pappas, Timothy D. Butler, Maria Rouziou, Willy Bolander and Bruno Lussier

The purpose of this paper is to conceptualize the notion of thin crossing points from a social network perspective and to outline the concrete networking strategies that enable…

Abstract

Purpose

The purpose of this paper is to conceptualize the notion of thin crossing points from a social network perspective and to outline the concrete networking strategies that enable salespeople to foster mutually valuable resource exchange (i.e. to thin crossing points) across a selling ecosystem.

Design/methodology/approach

The authors integrate extant theoretical perspectives to advance a conceptual framework of sales-related networking across three key actors in a selling ecosystem: intraorganizational selling actors and actors in customers and external partner organizations.

Findings

Thin crossing points are defined as figurative transaction points at the boundary between organizations or organizational subunits at which actors engage in mutually valuable resource exchange in the process of value cocreation. To thin crossing points with key ecosystem actors, salespeople must adapt networking strategies considering the time and trust constraints inherent in a network relationship. Such constraints inform the most advantageous network centralities (degree, eigenvector and betweenness) and actions to impact key network properties (tie strength, contact diversity) that enable salespeople to efficiently develop social capital and thus to optimally thin crossing points across a selling ecosystem.

Originality/value

To the best of the authors’ knowledge, this study is the first social network-based exploration of salespeople’s role in thinning crossing points with key ecosystem actors. It advances a novel conceptual framework of sales-related networking strategies that foster social capital development and optimally thin crossing points across a selling ecosystem.

Article
Publication date: 22 August 2017

Erik Mehl and Håvard Hansen

The purpose of this paper is to test the direct effects of intrinsic motivation, perceived information value, activity perception, perceived organizational support, and adaptive…

Abstract

Purpose

The purpose of this paper is to test the direct effects of intrinsic motivation, perceived information value, activity perception, perceived organizational support, and adaptive selling on the propensity to collect market information and how locus of control (LOC) moderates these effects.

Design/methodology/approach

Data were collected using a cross-sectional design with a web-based survey. The respondents were business-to-business salespeople. All relationships were tested by regression modeling.

Findings

Support was found for most direct effects, and LOC moderated all supported direct effects. Thus, adding LOC as a moderator will increase the understanding of what motivates salespeople to gather information.

Research limitations/implications

This study shows that using the theoretical construct of personality as a moderator increases the understanding of what motivates salespeople to collect information.

Practical implications

Sales leaders use different motivational tools to ensure that their sales forces focus on important tasks, but the responses to a specific motivational tool may differ among salespeople. The most prominent managerial contribution of the present study is a possible explanation of why salespeople differ in information collection even when the same motivational tools are used.

Originality/value

Several researchers have focused on what drives salespeople to collect, share, and use market information at the individual-level perspective, but despite the long history of studies of the relationship between motivation and personality, focus on the effects of individual differences is lacking. This paper addresses this gap and shows how personality differences have a moderating effect on the propensity of salespeople to collect market information.

Details

Baltic Journal of Management, vol. 12 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 1 April 2003

Craig A. Martin and Alan J. Bush

Recent research investigating customer‐oriented selling has indicated that greater attention needs to be focused on organizational or personal antecedents influencing…

4894

Abstract

Recent research investigating customer‐oriented selling has indicated that greater attention needs to be focused on organizational or personal antecedents influencing customer‐oriented selling behaviors. Similar to most other departments, a selling department’s environment would include its goals, objectives, and culture, as well as the behaviors, beliefs, and attitudes of top and middle management. Through its corporate culture and environment, the organization’s expectations and requirements are transmitted to its employees, who then implement the organization’s policies and carry out organizational strategies. Therefore, it is apparent that both individual internal environment perceptions and managerial leadership styles could possibly have a significant impact on the level of customer‐oriented selling behavior exhibited by salespeople. Three organizational or personal variables likely related to customer‐oriented selling are examined in the present study. The variables include sales manager leadership style, psychological climate, and empowerment. Each of the variables, and an explanation of its expected relationship with customer‐oriented selling, is explored. Implications for managers from these potential relationships are also provided.

Details

Journal of Business & Industrial Marketing, vol. 18 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 7 June 2013

Aaron D. Arndt and Jason Harkins

The aim of this paper is to examine when it is appropriate to provide dedicated support for a sales activity, and in cases where support is desirable, to explore the choice…

1511

Abstract

Purpose

The aim of this paper is to examine when it is appropriate to provide dedicated support for a sales activity, and in cases where support is desirable, to explore the choice between core team support and external support.

Design/methodology/approach

Sales transactions typically require a diverse range of sales activities, including customer contact, scheduling appointments, internal meetings, processing orders, and preparing financing applications. This research develops a framework for understanding how to structure sales support for specific sales activities.

Findings

Each sales activity has four dimensions, i.e. workload, customization, complexity, and prequalification risk. Support structure (self‐support, core team support, and external support) moderates the influence of the four sales activity dimensions on sales activity performance and salesperson role stress. These, in turn, impact overall sales performance.

Research limitations/implications

This research presents a broad conceptual model of sales support structure. Further research should test this framework using empirical data.

Practical implications

Normative recommendations are made for managers about how to allocate sales activities to sales support.

Originality/value

This research proposes four relevant dimensions of sales activities that should be considered when allocating sales activities to members of the selling center. The framework will help managers, academicians, and business students understand how sales support structure impacts sales performance.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 11 November 2020

Ashish Kalra, Raj Agnihotri, Sunali Talwar, Amin Rostami and Prabhat K. Dwivedi

Although the role of the internal competitive work environment is important, it remains understudied in a business-to-business (B2B) selling context. Grounded in job-demands…

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Abstract

Purpose

Although the role of the internal competitive work environment is important, it remains understudied in a business-to-business (B2B) selling context. Grounded in job-demands resources theory, this study aims to investigate the relationships between internal competitive work environment, working smart, emotional exhaustion and sales performance.

Design/methodology/approach

Data were gathered from 147 salespeople working for a financial service firm. Sales performance ratings were reported by supervisors. Hypotheses were tested using structural equation modeling.

Findings

This study finds dual effects of the internal competitive work environment on salesperson’s job outcomes. Although such an environment improves working smart behaviors, which increases sales performance, it also increases emotional exhaustion, which reduces sales performance.

Research limitations/implications

This study extends job-demands resources theory by proposing internal competitive work environment as a challenge demand and extends the theory by proposing that a salesperson’s time management skills as a personal resource that may reduce such environment’s deleterious effects.

Practical implications

Sales managers should consider the complex nature of increasing competition within the organization and assess the ability of their workforce to effectively manage their time. Training programs that develop time management skills should also be promoted.

Originality/value

To the best of the authors’ knowledge, this study is among the first to consider the multifaceted effects of the internal competitive work environment in a B2B sales context. By focusing on the duality of the work environment, this study provides a greater understanding of the influences of organizational factors on sales performance.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 9 October 2009

Ronald Zallocco, Ellen Bolman Pullins and Michael L. Mallin

The purpose of this paper is to contribute to the understanding of sales performance measurement by developing an organizing framework for classifying sales performance measures…

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Abstract

Purpose

The purpose of this paper is to contribute to the understanding of sales performance measurement by developing an organizing framework for classifying sales performance measures based on the various performance criteria used by researchers. Subsequently, the results of both a focus group and in‐depth interviews with sales managers and salespeople will be presented using the classification framework developed. The objective is to determine whether gaps exist between how researchers and practitioners view and classify salesperson performance measures as well as to provide insights to effective sales management practices in areas such as salesperson skill development, goal attainment, resource allocation, and customer relationship management.

Design/methodology/approach

A qualitative study, using in‐depth interviews, explores the relationship between sales managers and salespersons and their respective views on sales performance measurement. The interview questions were developed using information derived from a sales executive focus group. In‐person in‐depth interviews were conducted with eight sales managers and eight salespeople from eight organizations.

Findings

The paper proposes a new method for organizing the types of performance measures that are used, crossing effectiveness‐efficiency with internally‐externally‐focused measures. The findings indicate that a gap appears to remain between the attributes of performance that researchers focus on and what occurs in the world of sales.

Research limitations/implications

The findings suggest that sales control theories can be used to present an organizing framework of sales performance based on sales outputs, salesperson skill/capability development, sales activities, and market indicators. Our typology might serve as a way to better understand certain research areas where there have been inconsistent findings, and should lead to new measure development for empirical research. In addition, a number of manager and salesperson recommendations for the practicing sales manager are reviewed.

Originality/value

This paper helps to clarify an area that is characterized by ambiguity and an identified need to identify new performance metrics.

Details

Journal of Business & Industrial Marketing, vol. 24 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

1 – 10 of over 3000