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Article
Publication date: 28 January 2014

Clinton Oliver Longenecker, Charles B. Ragland and Michael L. Mallin

– Further explore the issue of sales management development and identify the practices most critical to sales managers' learning and development.

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Abstract

Purpose

Further explore the issue of sales management development and identify the practices most critical to sales managers' learning and development.

Design/methodology/approach

To explore the development needs of sales leaders, we surveyed 206 newer sales managers from ten US-based manufacturing and service organizations. The sample was 79 percent male and 21 percent female, averaged 2.2 years of sales management experience, 10.3 years of sales experience and 37.1 years of age.

Findings

Practices that sales managers considered to be important for their development are: clarifying roles, goals and performance expectations (81 percent); receiving effective performance appraisals and reviews (74 percent); exposure to challenging/difficult job assignments (71 percent); conducting formal career planning discussions (68 percent); receiving ongoing performance measurement, feedback and coaching (66 percent); being mentored by senior managers/sales people (60 percent); involvement with professional associations/affiliations (58 percent); and utilizing 360° feedback systems (57 percent).

Originality/value

If organizations are serious about developing their sales managers, they would be well served to consider the development practices presented in this study. Developing sales managers want clearly defined performance expectations as well as feedback from a wide variety of multi-sources including coaching, mentoring, and 360° processes. In addition, formal appraisals and career planning discussions, as well as the opportunity to participate in professional associations are desired areas of development.

Details

Development and Learning in Organizations, vol. 28 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Book part
Publication date: 9 September 2019

Lisa L. Brady, Marcus Credé, Lukas Sotola and Michael Tynan

Prior research has documented a generally positive relationship between employees’ standing on constructs that are commonly studied by positive psychologists and workplace…

Abstract

Prior research has documented a generally positive relationship between employees’ standing on constructs that are commonly studied by positive psychologists and workplace outcomes, such as job performance and retention. Constructs such as adaptability, empowerment, hope, optimism, and resilience are believed to reflect psychological resources that employees can draw upon when facing adversity and challenges in their work, while also reflecting a general tendency or disposition to experience positive emotions and engage with others in ways that reflect such positive emotions. As such, positive psychology constructs may be particularly important for performance in jobs characterized by high levels of social interaction, stress, and challenge. In order to explore the manner in which different positive psychology constructs are related to sales performance, this chapter presents findings from a meta-analytic investigation into the relationships between sales performance and a variety of positive psychology constructs. Findings based on data from 59 unique samples and 14,334 salespeople indicate that some positive psychology constructs exhibit moderate to even strong relationships with the performance of salespeople, although the strength of these relationships appears to have been substantially inflated by common-source bias. The authors discuss the implications of these findings for selection and training within sales occupations, and advance an agenda for future research.

Details

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

Keywords

Article
Publication date: 24 October 2023

Adah-Kole Emmanuel Onjewu, Richard B. Nyuur, Salima Paul and Yong Wang

Although recent literature has examined diverse measures adopted by SMEs to navigate the COVID-19 turbulence, there is a shortage of evidence on how crisis-time strategy creation…

Abstract

Purpose

Although recent literature has examined diverse measures adopted by SMEs to navigate the COVID-19 turbulence, there is a shortage of evidence on how crisis-time strategy creation behaviour and digitalization activities increase (1) sales and (2) cash flow. Thus, predicated on a novel strategy creation perspective, this inquiry aims to investigate the crisis behaviour, sales and cash flow performance of 528 SMEs in Morocco.

Design/methodology/approach

Novel links between (1) aggregate wage cuts, (2) variable operating hours, (3) deferred payment to suppliers, (4) deferred payment to tax authorities and (5) sales performance are developed and tested. A further link between sales performance and cash flow is also examined and the analysis is conducted using a non-linear structural equation modelling technique.

Findings

While there is a significant association between strategy creation behaviours and sales performance, only variable operating hours have a positive effect. Also, sales performance increases cash flow and this relationship is substantially strengthened by e-commerce digitalization and innovation.

Originality/value

Theoretically, to the best of the authors’ knowledge, this is one of the first inquiries to espouse the strategy creation view to explain SMEs' crisis-time behaviour and digitalization. For practical purposes, to supplement Moroccan SMEs' propensity to seek tax deferrals, it is argued that debt and equity support measures are also needed to boost sales performance and cash flow.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 30 no. 2/3
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 8 August 2023

Richard Conde, Victor Prybutok, Kenneth Thompson and Cameron Sumlin

The purpose of this study is to extend sales control research to inside sales. Aside from a few notable exceptions (Conde et al., 2022) much of the sales control literature has…

Abstract

Purpose

The purpose of this study is to extend sales control research to inside sales. Aside from a few notable exceptions (Conde et al., 2022) much of the sales control literature has focused on a single control mechanism rather than a sales control portfolio perspective. The authors add multiple layers to Conde et al. (2022) by capturing secondary operational data and manager interviews to access sales control theory in practice.

Design/methodology/approach

With operational data from a Fortune 100 financial services company and sales manager interviews, the authors present evidence that managers apply a portfolio of controls to ensure sales agents’ overall performance.

Findings

Findings support that cultural controls have a greater influence on overall performance than a focus solely on process and outcome controls. Inside sales managers can generate better results when they focus on creating an employee-centric culture rather than controlling sales agents with formal sales controls.

Originality/value

This study extends sales control research by examining inside sales managers’ formal and informal sales controls. Historically, inside sales had sales leaders balance a myriad of sales controls grounded in strict oversight. With a few notable exceptions, the limited inside sales control research provides the opportunity to display an inside sales manager’s need to jointly focus on operational results and sales outcomes, illustrating the importance of cultural controls compared to other sales process and outcome controls. This research considerably extends sales controls research by focusing on inside sales.

Details

Journal of Business & Industrial Marketing, vol. 39 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 7 April 2023

Nils M. Høgevold, Rocio Rodríguez, Carmen Otero-Neira and Göran Svensson

The purpose of the study was to benchmark meta-analytical conceptualizations of business-to-business (B2B) seller skills against empirical evidence in services firms.

Abstract

Purpose

The purpose of the study was to benchmark meta-analytical conceptualizations of business-to-business (B2B) seller skills against empirical evidence in services firms.

Design/methodology/approach

The study is based on a deductive approach and questionnaire survey focusing on a range of services firms from different industries and corporate sizes. A total of 389 questionnaires out of 732 were returned, generating a response rate of 53.1%.

Findings

The study aims to provide empirical evidence and structures relating to B2B sellers' capabilities in a seven-dimensional conceptualization, all of which can be used in services firms to improve their seller efficiency. Each seller skill dimension performs a different function in the sales services process.

Research limitations/implications

The authors conclude that the verified meta-analytical conceptualizations of B2B seller skills seem valid and reliable in services firms. Nevertheless, further research needs to be carried out, based on other company characteristics as well as industries.

Practical implications

It reduces the risk perceived by customers in B2B services settings through cultivating the sellers' capabilities, based on the seven-dimensional evidence of seller skills to enhance sales performance.

Originality/value

The study contributes to existing theory and previous studies by offering a foundation on which to structure sales performance indicators in services firms. Specifically, it contributes to structuring B2B seller skills across a selection of principal dimensions in B2B services settings.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 17 April 2023

Tuan Trong Luu

Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study…

Abstract

Purpose

Irrespective of the importance of collective job crafting for team performance, its antecedents have not been fully comprehended. Drawing upon social cognitive theory, this study proposes that sales managers’ charismatic leadership interacts with collective proactive personality in predicting collective job crafting, which in turn influences sales teams’ customer relationship performance and financial performance.

Design/methodology/approach

Data were collected from 481 sales employees and 64 sales managers from 64 sales departments of tour companies. These multi-source data were analyzed through structural equation modeling.

Findings

The findings revealed that charismatic leadership was positively associated with sales teams’ collective job crafting, which was in turn positively related to sales teams’ customer relationship performance and financial performance. Collective proactive personality negatively moderated the impact of charismatic leadership on collective job crafting.

Originality/value

This study advances the extant knowledge by identifying the role of collective job crafting in translating charismatic leadership into sales teams’ performance.

Article
Publication date: 4 January 2023

Yuhyung Shin, Won-Moo Hur and Tae Won Moon

This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance

Abstract

Purpose

This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance, and the moderating effect of emotional labor (i.e. deep and surface acting) on this relationship.

Design/methodology/approach

The authors used two-wave multisource data: survey and objective sales performance (sales revenue) data collected from 300 door-to-door salespeople working at a South Korean cosmetics company.

Findings

The relationship between output feedback and sales performance was mediated by CSB. In addition, the positive relationship between output feedback and CSB was weakened by deep and surface acting, whereas that between behavioral feedback and CSB was strengthened by deep acting. Specifically, behavioral feedback had a positive relationship with CSB when salespeople engaged in a high level of deep acting. This relationship was not significant for low and medium levels of deep acting. The authors’ supplementary analyses indicated no significant three-way interaction effect between output feedback, behavioral feedback and emotional labor on CSB.

Research limitations/implications

Data collection from door-to-door salespeople in a single cosmetics company undermines the generalizability of the present findings.

Practical implications

By exploring the boundary conditions that strengthen or weaken the effectiveness of manager feedback, this study provides insights into how the two types of manager feedback can be effectively used to promote CSB and sales performance.

Originality/value

This study offers a nuanced understanding of the relative roles of output and behavioral feedback in CSB and the differential moderating effects of emotional labor on the two types of manager feedback.

Details

European Journal of Marketing, vol. 57 no. 2
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 5 July 2022

Harindranath R.M. and Bharadhwaj Sivakumaran

The main purpose of this research is to investigate the influence of promotional inputs presented to salespeople, such as continuing medical education (CME) sponsorship and drug…

Abstract

Purpose

The main purpose of this research is to investigate the influence of promotional inputs presented to salespeople, such as continuing medical education (CME) sponsorship and drug samples, on adaptive selling and sales performance.

Design/methodology/approach

This study used a mixed-methods approach. First, depth interviews were done and this was followed by a survey on 247 pharmaceutical executives in India. Data analysis was done using AMOS, Process Macro and floodlight analysis.

Findings

Results showed that CME sponsorship and drug samples drove adaptive selling and sales performance positively. Additionally, results reveal that CME program sponsorship negatively moderated the adaptive selling–sales performance relationship; free drug samples too negatively moderated this relationship.

Practical implications

Firms may hire salespersons with high customer orientation and adaptive selling and train them hone these further. The present research also crucially suggests that pharma firms may allocate CME sponsorship and drug samples to salespeople low on adaptive selling.

Originality/value

This could be the first study, to the best of the authors’ knowledge, that uses promotional inputs (such as CME sponsorship and drug samples) as an antecedent to adaptive selling and sales performance. Moreover, this is the only research that has tested CME sponsorships and drug samples as moderators to customer orientation–adaptive selling and adaptive selling–sales performance.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 16 August 2013

Ramendra Singh and Gopal Das

The purpose of this paper is to investigate the moderating effects of selling experience on the relationship between job satisfaction and sales performance, customer orientation…

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Abstract

Purpose

The purpose of this paper is to investigate the moderating effects of selling experience on the relationship between job satisfaction and sales performance, customer orientation and sales performance, and adaptive selling behaviors and sales performance, taking the context of B2B insurance selling.

Design/methodology/approach

Using a sample of 380 business‐to‐business insurance salespersons from an emerging market (India) to validate their model, the authors tested several hypotheses using structural equation modeling (SEM).

Findings

The results suggest that experience works with customer‐oriented selling in making the more experienced salespersons better performers. It was also found that for less experienced salespersons, the impact of job satisfaction on performance is weaker than for more experienced salespersons. In addition, it was found that more experienced salespersons' performance is better explained using job satisfaction and customer‐oriented selling rather than their adaptive selling behaviors.

Research limitations/implications

The study contributes by explaining the mechanism for the above relationships. The study also contributes to knowledge by showing that more experience may not be always good for sales performance. Since the sample comes from an emerging market, the paper extends the knowledge from developed markets, and by testing in emerging markets.

Practical implications

The managerial implications of this study lie in explaining those situations where experience can make salespersons more productive. The current sales literature on B2B selling contexts falls short of explaining this mechanism in salesperson performance.

Originality/value

This study contributes to knowledge uniquely by extending the body of empirical evidence that suggests that for experience, more is not always better. The study also shows that a more experienced salesperson does not improve his/her performance by adopting adaptive selling strategies. Such adaptive selling strategies are probably more suitable for younger salespersons, given different expectations from them by customers. For experienced salespersons, job satisfaction and customer‐oriented selling are more important than adaptive selling. This study explains the mechanism for the above relationships.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 December 2002

Sergio Román, Salvador Ruiz and José Luis Munuera

This study examines the effects of sales training on sales force performance and customer orientation in the context of small and medium‐sized companies (SMEs). The results give…

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Abstract

This study examines the effects of sales training on sales force performance and customer orientation in the context of small and medium‐sized companies (SMEs). The results give empirical evidence of the importance of sales training investment as a means of increasing sales performance. However, more training investment does not imply higher levels of customer‐oriented selling. Yet, higher levels of salespeople performance and customer‐oriented selling are observed when specific training methods and content are implemented. Additionally, customer‐oriented selling positively influences sales force performance, and sales training seems to moderate the relationship between sales force performance and effectiveness. Managerial implications and applications are discussed, and suggestions for future research are presented.

Details

European Journal of Marketing, vol. 36 no. 11/12
Type: Research Article
ISSN: 0309-0566

Keywords

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