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Article
Publication date: 3 July 2017

Michael L. Mallin

The purpose of this paper is to provide a framework and conceptualization of approaches to salespersons’ negative reactions to performance-improvement coaching. This is done by…

Abstract

Purpose

The purpose of this paper is to provide a framework and conceptualization of approaches to salespersons’ negative reactions to performance-improvement coaching. This is done by first depicting “negative reaction to coaching” (such as defensiveness, reluctance, fear, confusion, or apathy) as the manifestation of an underlying psychological “basic issue” held by the salesperson. Next, from the sales coaching and psychology literature, the theoretical underpinnings of the following coaching approaches are introduced: humanistic, behavioral, cognitive, and psychodynamic. Finally, applications of coaching conversations are presented for each “basic issue” and “coaching approach” pairing.

Design/methodology/approach

This study is conceptual and is depicted using a framework illustration (table) of how each negative reaction to coaching (i.e. basic issue) maps to a theoretical approach rooted in the psychology and coaching literature.

Findings

Dealing with a rep’s negative reaction to performance-improvement coaching should be treated like the process of handling any sales objection, issue, or concern. This process consists of, first, recognizing, clarifying, or attempting to better understand the rep’s negative reaction; and second, responding to the negative reaction using the appropriate psychology-rooted coaching approach to clarify or explain the purpose or rationale for coaching. Examples and sample coaching conversations are presented for each negative reaction–coaching approach pairing.

Research limitations/implications

The conceptual research presented in this paper provides scholars one way to view and understand such negative reactions to performance-improvement coaching from salespeople, as it maps to the underlying psychological basic issues (behind negative reactions) and theoretical basis (to coaching approaches). Using the framework of Argyris and Schon, this paper conceptualizes these negative reactions to coaching as “action strategies” as a rep’s means to protect him/herself psychologically.

Practical implications

For practicing sales managers (coaches), a better understanding of negative reactions to performance-improvement coaching and underlying theoretical approaches to responding to them could better help shape the most constructive coaching conversations with reps. These conversations should follow the same format as responding to a customer objection (e.g. better understand the reaction and then respond to it).

Originality/value

This conceptual paper blends the theory and practice of sales coaching by providing a framework to aid sales managers in overcoming and minimizing the obstacles posed by salespeople when they are not open to coaching conversations.

Details

Development and Learning in Organizations: An International Journal, vol. 31 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 25 October 2019

Clinton Oliver Longenecker and Michael L. Mallin

The purpose of this research paper is to identify and describe the key leadership skills associated with great leaders in the sales discipline. Nine critically important sales…

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Abstract

Purpose

The purpose of this research paper is to identify and describe the key leadership skills associated with great leaders in the sales discipline. Nine critically important sales leadership skills are identified and discussed in this manuscript with the purpose of getting sales leaders think about skill set development while providing those responsible for sales leadership development an opportunity to think through some critically important questions.

Design/methodology/approach

A sample of over 300 sales personnel were asked to individually describe the best sales leader with whom they had ever worked for during your career. Focus groups were then conducted to identify the most critical skills for sales leadership success. A content analysis of the focus group findings were then used to tabulate the key findings in this paper.

Findings

Key findings from this focus group study identified a wide range of critically important leadership skills and behaviors that included: emotional intelligence and 360° communication skills, possessing the ability to effectively coach and develop sales personnel, the ability to create clear performance expectations and accountability, problem-solving and conflict resolution skills, the ability to engage a sales workforce, strategic acumen, character and integrity, and data Mining and analytical skills, among others.

Research limitations/implications

The key findings from this research provide the reader with a host of potentially testable hypotheses as well as ideas and findings for future sales leadership research. 10;This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities. 10.

Practical implications

This study provides a clear roadmap for sales leaders to develop critically important skill sets needed for improving a sales force's performance and revenue generation capabilities.

Social implications

The social implications of the study make it clear that great sales leaders take great care of their workforces, develop their people, and demonstrate great character and integrity in the workplace.

Originality/value

This paper will identified nine specific leadership skills and practices required for high performance in this regard. Focus group findings will challenge the readers thinking on several key fronts while at the same time providing them with a punch list of critically important behaviors that can be targeted and developed. This information is important for both individual performers as well as those responsible for sales leadership development in their organizations.

Details

Development and Learning in Organizations: An International Journal, vol. 34 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 29 September 2023

Tyler Hancock, Michael L. Mallin, Ellen B. Pullins and Catherine M. Johnson

This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover…

Abstract

Purpose

This study aims to use cognitive appraisal theory to explain how organizational disruption influences the development of envy resulting in unethical selling practices, turnover intentions and a reduction in customer orientation that causes disruption to impact customer relationships. This research helps to address drivers of salesperson envy, the potential disruptions to customer relationships and the required need to invest in psychological resources to offset these negative effects.

Design/methodology/approach

A total of 211 salespeople were surveyed to test the hypotheses. First, the measurement model was validated using a confirmatory factor analysis. Next, the hypotheses were tested using structural equation modeling AMOS 27. Mediation and moderated mediation were tested using the bootstrap method. Estimands were created within AMOS to test the indirect and interaction effects in the full model. A post hoc analysis further informed the findings.

Findings

The results show that the development of envy increases under conditions of organizational disruptions, leading to potential customer disruptions through turnover intentions, unethical selling behaviors and a reduction in customer orientation. In addition, the mediation analysis shows that envy drives the relationship between organizational disruption and unethical selling, turnover intentions and customer orientation through fully mediated relationships. Finally, the interaction effects between organizational disruption and psychological capital show high levels of psychological capital help to decrease the development of envy, thus reducing unethical selling behaviors and turnover intentions while increasing customer orientation.

Practical implications

The study provides practitioners with insights into how to reduce envy by investing in the psychological capital of their salesforce. The study also provides suggestions for handling disruptions and managing envy to prevent actions that act to damage customer relationships.

Originality/value

Salespeople are likely to encounter organizational disruption. Sales managers need to be prepared to manage the outcomes of organizational disruption as it impacts the sales force. Understanding how disruptions impact customer relationships through envy is an important yet under-explored topic. This research adds to and expands the sales literature using cognitive appraisal theory to help address drivers of salesperson envy and its potentially negative impact on customer relationships and shows the required need to invest in psychological resources to offset these negative effects. The study also helps expand the recent focus on worldwide disruptions by adopting another context for disruption stemming from organizational disruption.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 4 July 2016

Michael L. Mallin

The purpose of this paper is twofold. First, it provides the results of a study of key characteristics of proactive salespeople and the impact of salesperson proactive behavior on…

1181

Abstract

Purpose

The purpose of this paper is twofold. First, it provides the results of a study of key characteristics of proactive salespeople and the impact of salesperson proactive behavior on selling performance. Second, it provides recommendations for sales management to implement organizational strategies designed to develop, train and coach salespeople to be more proactive.

Design/methodology/approach

In all, 278 business-to-business salespeople were surveyed to identify key traits and outcomes of proactive salespeople. The average subject was 28 years of age with 5 years of selling experience. Scales from the management, organizational behavior and sales performance literature were used to identify the degree that subjects engaged in proactive behavior in their selling role, a self-assessment of their sales performance and individual traits thought to predict higher levels of proactive behavior.

Findings

The findings revealed that proactive salespeople exhibited high levels of selling behavior performance – an important contributor to measurable selling results. In addition, proactive salespeople were intrinsically motivated, confident in the tasks of selling and willing to take calculated risks.

Practical implications

Practical implications suggest that sales managers can play a key role in fostering proactive behavior among salespeople through development, training and coaching. First, sales managers can play a role in the development of salesperson intrinsic motivation by stressing the importance of asking good questions to understand their customer’s problems to the extent that they can be proactive and recommend solutions for change. Second, training programs to make salespeople more confident should center on fully understanding product/service functionality and applications to typical customer problems. Finally, coaching tools such as win–loss reviews, post-call analysis/feedback and role-playing are useful mechanisms to reinforce the right type of risk-taking selling behavior decisions.

Originality/value

The value of this research is to shed light on the importance of salesperson proactive behavior as a means to drive selling organizational performance and fostering long-term customer relationships. Understanding the drivers of proactivity among salespeople is the first step for sales management to be able to operationalize organizational strategies to develop, train and coach salespeople to be more proactive in their selling approach.

Details

Development and Learning in Organizations: An International Journal, vol. 30 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 11 December 2020

Bashar S. Gammoh, Michael L. Mallin and Ellen Bolman Pullins

This study aims to extend current research efforts by examining the dual role of salesperson brand and organizational identification in driving organizational citizenship…

Abstract

Purpose

This study aims to extend current research efforts by examining the dual role of salesperson brand and organizational identification in driving organizational citizenship behaviors, brand advocacy and ultimately brand market performance.

Design/methodology/approach

This study uses an online survey to collect data from a cross-sectional sample of salespeople. The measurement model and proposed research hypotheses are tested with SmartPLS.

Findings

Study results show that each level of identification has a stronger influence on the type of behaviors relevant to that foci of identification. That is, salesperson organizational identification has a significant and strong effect on organizational citizenship behavior while the influence of salesperson organizational identification on brand advocacy is not significant. Along the same lines, salesperson identification with the brand significantly influences brand advocacy behaviors but not their overall organizational citizenship behaviors. These empirical findings are consistent with assertions in the literature that variables (antecedents or outcomes) associated with identification at a certain level will have a stronger relationship with identification at that level.

Originality/value

Despite existing research efforts on the potential positive outcomes of salesperson identification, there is less empirical evidence regarding the dual role of brand and organizational identification. This research contributes to the current literature by proposing and empirically examining the differential (identity-matching) antecedents and outcomes of salespeople’s dual identification with the organization and the brand. Furthermore, existing research mostly focuses on organizational or sales management outcomes but not brand specifically related outcomes. Theoretically, this research draws on social identity theory to investigate the combined effect of salesperson brand and organizational identification on key brand-related outcomes. Managerially, this study provides empirically-based suggestions for managers interested in harnessing the power of identification.

Details

Journal of Product & Brand Management, vol. 30 no. 6
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 3 April 2018

Bashar S. Gammoh, Michael L. Mallin, Ellen Bolman Pullins and Catherine M. Johnson

The purpose of the study is to address the gap in understanding how the brand influences sales outcomes by focusing one’s attention on the salesperson perceptions of the brand and…

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Abstract

Purpose

The purpose of the study is to address the gap in understanding how the brand influences sales outcomes by focusing one’s attention on the salesperson perceptions of the brand and the salesperson brand selling confidence.

Design/methodology/approach

The study uses a cross-section survey of professional salespeople. SmartPLS was used to estimate the measurement model and test the hypothesized path relationships.

Findings

The study’s results indicate that salespeople who believe in the strength of the brands they represent are more likely to identify with the brand, are more confident in selling the brand and, overall, tend to perform better, have higher job satisfaction and are more committed to their companies.

Originality/value

This paper contributes to the sales literature by further exploring the relationship between the brand and sales function in the firm. This area has recently received academic attention but has not yet considered the mediating processes that connect the two areas. This study identifies perceptions of brand strength and brand selling confidence as mechanisms that mediate the impact of brand on sales outcomes.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 January 2010

Michael L. Mallin, Edward O'Donnell and Michael Y. Hu

The purpose of this paper is to extend previous research on trust and sales control to develop and test an argument that links informational uncertainty to the development of…

2366

Abstract

Purpose

The purpose of this paper is to extend previous research on trust and sales control to develop and test an argument that links informational uncertainty to the development of managerial trust in the salesperson.

Design/methodology/approach

Hypotheses are developed suggesting that shared goals and length of attachment reduces uncertainty, which has the effect of promoting managerial trust in the salesperson. In addition, it is hypothesized that sales control will have a (negative) moderating effect on these uncertainty‐trust relationships. Data were collected from 100 sales managers to measure their: sales control strategies, degree of trust, goal congruence, and the relationship tenure with three of their salespeople. An ordinary least squares regression analysis was used to test a model of hypothesized relationships.

Findings

The results supported a direct and positive relationship between lower uncertainty (via goal congruence and relationship tenure) and managerial trust in the salesperson. Furthermore, the results confirmed that sales control had a negative moderating effect on these relationships.

Research limitations/implications

These study findings are important to researchers because the literature strongly suggests that trust is critical in the relationship between sales manager and salesperson and so furthering the understanding of trust‐building strategies is an important advancement to academic sales research.

Originality/value

Managers can use this study to understand and recognize factors that impact trust development while avoiding the potential risks of salesperson opportunism. Examples are provided as to how practitioners can operationalize these findings to build more productive relationships with their salespeople.

Details

Journal of Business & Industrial Marketing, vol. 25 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 2 August 2011

Ellen Bolman Pullins, Michael L. Mallin, Richard E. Buehrer and Deirdre E. Jones

The Millennial generation (born after 1981) of salespeople is projected to become the apparent heir to replace top‐end Baby Boomers expected to retire at an alarming rate over the…

2640

Abstract

Purpose

The Millennial generation (born after 1981) of salespeople is projected to become the apparent heir to replace top‐end Baby Boomers expected to retire at an alarming rate over the next five years. This problem poses a significant challenge in that buyer‐seller relationships will need to form between members of different generations.

Design/methodology/approach

Through a grounded theory style approach, the paper explores this intergenerational selling relationship development problem.

Findings

In addition to confirming that Millennial salespeople feel challenged by differences stemming from their age‐group, several strategies were identified for Millennial salespeople to overcome these challenges and effectively build relationships with their (older) customers.

Research limitations/implications

The study is qualitative and based on a limited convenience sample, but reveals the need to further pursue study in this area.

Practical implications

Managers can help younger salespeople develop strategies for managing older buyers. These strategies are establishing similarities, building credibility, showing dependability, demonstrating professionalism, and showing youthful enthusiasm.

Originality/value

The paper helps resolve the issue of whether understanding generational differences is important. Statistics show that increasingly younger salespeople will call on older buyers. The paper establishes that this is consistent with discrimination, SIT theory, rather than earlier work on similarities.

Details

Journal of Business & Industrial Marketing, vol. 26 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 27 May 2014

Concha Allen, Stacey Schetzsle, Michael L. Mallin and Ellen Bolman Pullins

The purpose of this paper is to determine the effects from perceptions of age disadvantageness when job candidates are interviewing with recruiters from different age groups. More…

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Abstract

Purpose

The purpose of this paper is to determine the effects from perceptions of age disadvantageness when job candidates are interviewing with recruiters from different age groups. More specifically, the authors examine the issues of intergenerational recruiting through the lens of social identity theory (SIT) and relational demography. Using these theoretical underpinnings, problems that result from dissatisfaction with between group inequities in the recruiting process are explored.

Design/methodology/approach

Using these theoretical underpinnings, problems that result from dissatisfaction with between group inequities in the recruiting process are explored. Results from a survey of 176 undergraduate students actively pursuing sales positions provide evidence that candidate perceptions are influenced by age of the interviewer.

Findings

The results support that sales job candidates do indeed feel disadvantaged when interviewed by older recruiters. Compared to interviewers from a more similar age in-group interviewer, the respondents felt a greater difficulty in establishing commonality and credibility and they felt the need to establish dependability, demonstrate professionalism, energy, and enthusiasm with an older out-group interviewer. Interestingly, sales job candidates did not feel lower levels of job confidence relative to the age-group of the interviewer.

Research limitations/implications

The study reflects the perceptions of sales job applicants sampled from only two universities in the same region of the USA. Generalizations outside of this job applicant population (i.e. major and geography) cannot be made based on this limited group of respondents. Additionally, outcomes were not explored in this paper, so there is no way to know with certainty that these feelings of disadvantageness translate to concrete differences in results, such as lower job acceptance.

Practical implications

From a recruiting/hiring managers’ perspective, they should be mindful that younger sales job candidates may feel uncomfortable or disadvantaged relative to age/generational differences. This could potentially even impact a recruit's desire to consider a company and accept a job offer, based on perceived organizational cultural differences. Educators need to prepare college students for the interview process. They should make students aware that they may feel the need to compensate for feelings that stem from intergeneration differences.

Originality/value

From a theory perspective, the study applies the SIT to a human resource and recruiting context to better understand possible recruiting barriers that may be particularly relevant in today's changing recruitment environment. This represents one of only a few empirical research efforts that has attempted to explain intergenerational recruiting issues relative to SIT. In addition to the use of SIT and relational demography, this paper introduces a unique context.

Details

American Journal of Business, vol. 29 no. 2
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 22 August 2008

Michael L. Mallin and Susan K. DelVecchio

A strong and repeating theme in sales force automation (SFA) tool research is perceived usefulness. When salespeople perceived high levels of SFA tool usefulness, they report…

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Abstract

Purpose

A strong and repeating theme in sales force automation (SFA) tool research is perceived usefulness. When salespeople perceived high levels of SFA tool usefulness, they report higher intent and actual use. The authors aim to apply agency theory to the concept of perceived usefulness (from the technology acceptance model) to explain why salespeople adopt some forms of SFA and reject still others. A set of hypotheses are proposed and tested revealing that salespeople will decide to use a SFA tool because they perceive it to be useful to themselves (i.e. PUsp) and to their management (PUsm).

Design/methodology/approach

Based on responses from 105 salespeople, the SFA tools they used were categorized as either outcome‐based (i.e. helping salespeople achieve their selling outcome goals) or activity‐based tools (i.e. helping management monitor selling activities/behaviors). Regression analyses were used to test six hypotheses relating salespeople's usage of each category of tools (the dependent variable) to the salesperson perceived usefulness constructs (both PUsp and PUsm – the independent variables).

Findings

The findings confirm that SFA tool use (either outcome‐based or activity‐based) is a function of both forms of perceived usefulness (i.e. PUsp and PUsm). Furthermore, when PUsp is high, the salesperson is more likely to use outcome‐based (versus activity‐based) SFA tools over a longer period of time.

Practical implications

The paper validates agency theory as a useful paradigm for understanding salesperson SFA tool adoption. Salespeople will use SFA tools that they view as useful to their productivity and that the sales manager's influence over the salesperson's use of SFA tools may not be as important. To encourage use, firms need to emphasize how a SFA tool can meet salesperson needs.

Originality/value

The paper is the first to hypothesize and test the relationship between perceptions of SFA tool usefulness and actual usage by considering salesperson perception of usefulness to themselves (PUsp) and perception of usefulness to their sales manager (PUsm).

Details

Journal of Business & Industrial Marketing, vol. 23 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

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