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Recent substantial developments of consumer-to-consumer social commerce platforms (C2C-SCPs) emboldened consumers/users to be involved as sellers. Considering C2C social networks that privilege local reach, this paper aim to explore how the practice-based view informs non-professional sellers' involvement.

Underpinned by data from 29 semi-structured interviews with non-professional sellers on Kaskus, one of the largest local Indonesian C2C-SCPs, the study reveals the emergence of a novel structural practice that we call casual selling.

The findings show that casual selling allows non-professional sellers' involvement in C2C-SCPs through three broad categories of practices: priming oneself, producing commercial operations and valuing others. Within these three categories, non-professional sellers are found to generate both personal and collective involvement along nine situated market practices.

This paper adds to previous research by introducing the practice-based view to social commerce literature. In doing so, it deals with the under-investigated seller's perspective and activities that prevail in C2C-SCPs.

In C2C-SCPs, casual selling constitutes a distinct mode of involvement in social commerce in which established professional selling standards are suspended. As a structural practice, it entices non-professional sellers to consider a wider variety of situations in which they are in dialogue with other individuals (buyers and sellers) to shape s-commerce potential. In doing so, C2C-SCP users draw on a dynamic intertwining between digital technology and the socio-cultural environment surrounding s-commerce.

Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group.

A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed.

Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance.

HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment.

This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.

The purpose of this paper is to provide a framework for team selling to sports firms that can be used to more effectively select members for sales and CRM teams and improve the performance of teams in attracting and retaining premium seating customers.

The paper provides a two‐stage framework based on the personal selling process and the activities that support CRM programs. Recommendations are guided by the sport marketing and team selling literature streams and by best practices in sport marketing.

The paper recommends the formation of two teams (personal selling and CRM) during the customer relationship cycle and provides guidelines for team member selection based on the critical activities that occur during the personal selling and CRM processes. Key success factors are provided, including the establishment of a customer‐focused organization and effective communication practices among team members and between selling teams.

Although the use of selling teams is gaining popularity in several industries, the broader sales literature lacks research that can support the development and effective management of selling teams. Within the sport marketing literature, there is no research on selling teams. The main academic contribution of the paper is the cross‐disciplinary merging of existing team selling research in the sales literature with current research and industry information on marketing and sales by sport organizations (luxury suite sales). For the practitioner, the framework provides guidance on effective team member selection and best practices for the effective management of selling teams.

Provides a practical self‐help guide for professional salespeople who want to improve their sales performance. Divided into two parts, Part 1 deals with booking the appointment and Part 2 with making the sale. Part 1 covers areas such as how to add structure to telephone calls; the development of a personalized script designed to provide a more consistent pattern of high performance; and how to generate both more and better quality appointments. Part 2 covers the skills required in selling face‐to‐face and covers how to analyse the key components of the sales presentation; restructure, strengthen and inject fresh ideas; rebuild the presentation so as to maximize sales performance; and how to take full control of personal development as a sales professional. Based on established principles of successful selling, the workbook outlines a model of the selling process based on the five core skill areas of opening, probing, matching, closing and objection handling. Aimed at salespeople and sales managers, the model provides a framework for the ongoing development of sales skills which is highly practical and applicable to any face‐to‐face selling situation. Also contains a comprehensive series of worksheets to complete on each of the issues raised; and a series of “windows” provide condensed information for quick reference.

The purpose of this 16-year review is to summarize interactive marketing literature in the context of personal selling and sales management. This paper serves as precursor to the Special Issue on the Convergence of Interactive Marketing and Personal Selling and Sales Management to be published by the Journal of Research in Interactive Marketing. Key research needs are identified.

A content analysis was performed on 106 articles categorized over 1998-2013. Ebsco Host was used as the database search engine, running impendent searches using personal selling, professional selling and sales management as identifiers across a variety of interactive marketing topics identified by Journal of Research in Interactive Marketing (JRIM)’s Editorial Board.

The examination of the convergence of interactive marketing in a personal selling/sales management context revealed 106 articles, with approximately 60 per cent being published in the past eight years. Although the interactive marking field is growing, there is clearly a significant opportunity for scholarly work across wide-ranging personal selling and sales management topics, and specifically in the areas of performance indices, evolving technologies, social media and tactical sales and management issues.

The paper reviews personal selling and sales management articles that have been published in the time period of 1998-2013 across marketing, business and non-business journals. While the Journal of Personal Selling and Sales Management has been the dominant outlet, other marketing and non-marketing journals are increasing their exposure in these areas.

The study provides both academics and practitioners with an updated review of the interactive marketing literature along with a sense of how personal selling and sales management research is evolving. This review offers value as a standalone article and as input for scholars submitting manuscripts to JRIM’s Special Issue on the Convergence of Interactive Marketing and Personal Selling and Sales Management.

The purpose of this paper is to present a model for promoting professional sales in winery visitor centers, as well as the results of an exploratory study to test the model.

A survey methodology was used to evaluate the sales behavior of winery personnel in three popular wine tourist regions of California, USA. In total, 284 mystery shopper evaluations were completed and analyzed. In addition, a professional sales model for winery visitor centers was developed based on secondary sources drawn from the literature.

Results indicate that some of the winery visitor centers have adopted professional sales techniques and trained their staff to perform these tasks, but there is still ample opportunity to improve. Sales presentations could become more interactive in many cases, and relationship and trust building actions could be emphasized more.

The study was limited to three wine regions in California, and only provides descriptive statistics of service and sales in the tasting room. Further testing of the model in new locations with expanded statistics would be useful.

The study highlight effective professional selling tactics used in winery visitor centers which could be adopted by managers. It also identifies areas for improvement.

This paper introduces a new model on professional sales in winery visitor centers. This is the first of its type to be applied to the wine industry for direct to consumer sales.

A two‐part article developing the necessary activities for professional firms to compete and develop their business in the late 1990s. Focuses mainly on changing the emphasis from broad‐based marketing to its practical follow‐up via active selling. Introduces a number of concepts in Part I to assist professional firms to realize the full potential that is available from their existing clients.

In reviewing their service offering, organisations may decide standardised services need to be more flexible whilst exclusive or customised services need to adopt a more consistent house style. In this paper, the emotional challenge to the service providers is identified as a key issue in changing the service provision if the transition is to be smooth. This paper uses a service operations taxonomy that describes four forms of service organisations. Professional service and mass service have distinct characteristics. Using the extended concept of distinct professional and mass service shops enables the management issues to be clearly identified. This paper brings together two concepts; the need to contain organisational anxiety and the need to identify what is appropriate in different circumstances. These are linked to the transition to professional and mass service shops using case examples. To explore anxiety and the containment of anxiety, a psychodynamic perspective, drawing on Kleinian tradition, is adopted.

Investigates the role of the professional in a firm offering professional services aiming to answer the questions of: what marketing activities the professional might use; what proportion of his/her time should be divided into what areas; and how marketing sales and costs might be calculated. Looks at current practices in this area, and attempts to find conceptual frameworks to guide professional service firms in the marketplace.

Describes the job of selling health‐care services and compares it to traditional types of sales positions. Providing such a comparison may stimulate marketing managers in other service industries to conduct their own survey of salesforce characteristics and to analyze critically the findings. The research design serves as a model for the research process, analysis and interpretation to be utilized in other service marketing arenas. Promotion of health care has evolved from an emphasis on advertising to a current interest in personal selling. Along with public relations and planning research, sales is becoming a significant part of the marketing function of health‐care organizations. Specifically, the study was designed to define the basic characteristics that profile the present salesforce in health care in the USA. Addresses attributes of the organizations, as well as organizational variables. Managing a successful salesforce in the approaching health‐care reform era will be essential to an organization′s survival.