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1 – 10 of over 4000Yen-Chun Chen, Adriana Amaya Rivas and Wann-Yih Wu
While the importance of salesperson market orientation behavior (SMOB) is widely acknowledged, as evidenced by the increasing research attention this concept is receiving…
Abstract
Purpose
While the importance of salesperson market orientation behavior (SMOB) is widely acknowledged, as evidenced by the increasing research attention this concept is receiving, discussion of its antecedents and consequences in the literature remains limited. The purpose of this paper is to focus on the antecedents of SMOB and the underlying process through which it influences sales performance.
Design/methodology/approach
A causal model was developed to analyze the antecedents and consequences of SMOB. This proposed model and various hypotheses were tested using data obtained from a sample of 264 salespeople in the Taiwanese financial services industry.
Findings
The learning orientation and behavioral controls of salespeople positively influence SMOB. In addition, SMOB plays a critical role in improving two types of “working-smart” behaviors (i.e., sales planning and adaptive selling), thereby achieving better sales performance.
Originality/value
This report sheds light on the importance of SMOB in today’s personal sales environment and uncovers the underlying mechanisms through which SMOB contributes to sales performance. It also offers specific guidelines for the assessment and management of SMOB to enhance the performance of salespeople within the financial services industry.
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Muhammad Iskandar Hamzah, Abdul Kadir Othman and Faridah Hassan
Considering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior…
Abstract
Purpose
Considering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior, and subsequently, sales performance among business-to-business salespeople. Based on social cognitive theory and competing values framework, this paper also examines the interaction effects of organizational culture on the link between individual market orientation and proactive service behavior.
Design/methodology/approach
The study sampled 539 business-to-business salespeople from 18 corporate banks in Kuala Lumpur by using a questionnaire survey.
Findings
The results of the study show that adhocracy culture strengthens the effects of information acquisition on proactive service behavior, while at the same time weakens the impact of coordination of strategic response on the same outcome. Meanwhile, rational culture displayed negative contingent effects of information dissemination on proactive service behavior.
Practical implications
Given its link to sales performance and proactive service behavior, banks should motivate their employees to embrace market orientation as individual competencies. This research outcome will aid managers in developing strategies and inculcating the right culture to ensure the market-oriented behaviors are internalized and transpired into positive outcomes.
Originality/value
This paper contributes to the enrichment of the existing market orientation frameworks by offering underlying mechanisms (cultural environment and proactive service behavior) through which market-oriented behaviors contribute to the sales performance of business-to-business salespeople within the financial service industry. It is also among the earliest studies that examine the influence of individual market orientation and organizational culture on proactive service behavior.
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Muhammad Iskandar Hamzah, Abdul Kadir Othman and Faridah Hassan
The purpose of this paper is to examine whether individual market orientation facilitates the development of learning orientation before influencing business-to-business (B2B…
Abstract
Purpose
The purpose of this paper is to examine whether individual market orientation facilitates the development of learning orientation before influencing business-to-business (B2B) salespeople’s performance within the banking industry.
Design/methodology/approach
Data were gathered from 539 B2B salespeople from 18 licenced local and foreign financial institutions in Kuala Lumpur, Malaysia, by means of a structured survey. The individual market orientation (I-MARKOR) scale was used to measure their market-oriented behaviour specifically in terms of information acquisition, information dissemination and coordination of strategic response. The data were analyzed using confirmatory factor analysis via structural equation modelling to examine the hypothesized relationships.
Findings
Information Dissemination and Coordination of Strategic Response are reported to impose significant intervention effects on the relationship between learning orientation and job performance. Salespeople who embrace positive learning values are in a favourable position to disseminate and respond to new market information. Subsequently, these behaviours helped them to achieve higher levels of job performance.
Practical implications
By assessing and profiling the market-oriented behaviour of their salespeople, firms will be able to focus on the right competencies training and market-focussed performance appraisal.
Originality/value
This paper contributes to the enrichment of the existing literature on individual market orientation and learning orientation by proposing a model that was empirically tested to be a valid and reliable predictor of job performance.
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S. Meera and A. Vinodan
This study aims to examine individual-specific market orientation as an innovative approach and its relationship with marketing skills among artisan entrepreneurs in India.
Abstract
Purpose
This study aims to examine individual-specific market orientation as an innovative approach and its relationship with marketing skills among artisan entrepreneurs in India.
Design/methodology/approach
The study adopted an in-depth interview to explore variables, a questionnaire survey to understand their latent dimensions through exploratory factor analysis and structural equation modeling to test the relationship between constructs under study.
Findings
The interview result indicates that 20 variables explain factors affecting individual-specific market orientation with four latent dimensions: customer orientation, competitor orientation, external coordination orientation and personal selling orientation. There is a significant and positive relationship between customer orientation and personal selling orientation with the marketing skills of artisan entrepreneurs in India.
Research limitations/implications
The study is confined to three southern states of India and weaving villages known for their endemic product specifications.
Practical implications
The study found significance in orienting artisan entrepreneurs of developing countries and equipping them with desired skills to meet the changing dynamics of the market and meet their livelihood needs. The study further supports policymaking in strengthening the capability of artisans to enter the market without mediators.
Social implications
The model provides insight into other unorganized sectors to formulate innovative approaches to strengthen marketing skills and entrepreneurial ability.
Originality/value
As an exploratory study, examining individual-level market orientation as an innovative approach and their relationship with marketing skills among artisan entrepreneurs was unexplored in several unorganized sectors, including handlooms.
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Ashish Kalra, Omar S. Itani and Sijie Sun
This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on…
Abstract
Purpose
This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.
Design/methodology/approach
Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.
Findings
The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.
Practical implications
Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.
Originality/value
Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.
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Keo Mony Sok, Devin Bin and Phyra Sok
Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity…
Abstract
Purpose
Business-to-business (B2B) firms increasingly have a need for frontline sales employees who can both sell and service customer account, a task known as sales-service ambidexterity which may pose significant challenges to frontline sales employees. Thus, the purpose of this paper is to show that one has to be cognizant of the potential negative consequences brought about requiring frontline sales employees to engage in sales-service ambidexterity and find a way to mitigate such negative consequences.
Design/methodology/approach
The multisource data for this study was collected from frontline sales employees and their respective supervisors working across multiple B2B pharmaceutical companies in a Southeast Asian country. The data were analyzed using Statistical Package for the Social Sciences (SPSS) and PROCESS Macro.
Findings
The results reveal a negative indirect effect of sales-service ambidexterity sales performance through role overload. This negative indirect effect is fully neutralized when information exchange is high but not when it is low.
Originality/value
This study underscores the importance of not only the negative consequence of sales-service ambidexterity but also offers insights into how this negative consequence is neutralized so that sales performance is maximized.
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Yung-Cheng Shen, Heng-Yu Lin, Cindy Yunhsin Chou, Po Han Wu and Wei-Hao Yang
This study investigates the role of source familiarity in moderating the effect of service adaptive behavior (SAB) on customer satisfaction. Applying the…
Abstract
Purpose
This study investigates the role of source familiarity in moderating the effect of service adaptive behavior (SAB) on customer satisfaction. Applying the accessibility–diagnosticity framework and situated cognition theory as the theoretical basis, this research hypothesizes that when customers are familiar with the source that provides the service (i.e. brand familiarity for Study 1 and personal familiarity for Study 2), customer satisfaction responses to SAB would be more moderate than when customers are not familiar with the source. Two studies were conducted to test the hypotheses.
Design/methodology/approach
Two experiments manipulating SAB and the brand name familiarity (Study 1) and personal familiarity with the service staff (Study 2) as the source familiarity were conducted. Customer satisfaction as a function of source familiarity was measured to test the hypothesis that source familiarity moderates the relationship between SAB and customer satisfaction.
Findings
Compared to unfamiliar sources, familiar sources generated a more moderate response in customer satisfaction as a function of SAB. High familiarity with the brand and service staff induced top-down, memory-based processing that overrides external stimuli as the basis of satisfaction judgment; bottom-up, stimulus-based processing relying on SAB for judgment kicked in only when the source familiarity is low.
Practical implications
From a practical point of view, this study indicates the importance of SAB, especially for brands with low awareness, and alludes to the comparative importance of relationship building in service delivery processes.
Originality/value
This study contributes to the literature by validating the role of contextual factors in influencing the impact of SAB on customer satisfaction.
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Lei Guo and Irene C.L. Ng
This paper aims to examine the driving factors of salespeople's relational behaviors in the business to business marketing context.
Abstract
Purpose
This paper aims to examine the driving factors of salespeople's relational behaviors in the business to business marketing context.
Design/methodology/approach
The hypotheses were tested through a quantitative study via an online survey. Data were collected from 224 salespeople dealing with business customers in manufacturing as well as service industries in China.
Findings
The results showed that perceived consequences, affect‐based judgment and salespeople's communal or exchange orientation influenced their relational behaviors. In particular, communal orientation, perceived reciprocity from the customer, and a liking for the customer positively affected relational behaviors, whilst exchange orientation had a negative impact on those behaviors.
Originality/value
This paper provides a framework of the antecedents to salespeople's relational behaviors in the business to business marketing context, filling in the gaps found in previous research by studying the driving factors, not the outcomes, of individual salespeople's relational behaviors.
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Peerayuth Charoensukmongkol and Arti Pandey
This research aims to apply the contingency approach to explore the effectiveness of the improvisational behavior of salespeople on their sales performance by considering the…
Abstract
Purpose
This research aims to apply the contingency approach to explore the effectiveness of the improvisational behavior of salespeople on their sales performance by considering the moderating role of functional customer orientation.
Design/methodology/approach
Survey data were obtained from a sample of 227 salespeople in Bangkok, Thailand. The data analysis was implemented by partial least squares structural equation modeling.
Findings
The overall results indicate that the association between improvisational behavior and sales performance is significantly contingent on the level of functional customer orientation that salespeople exhibit. For salespeople with high functional customer orientation, improvisational behavior clearly shows a positive association with sales performance. In contrast, for salespeople with low functional customer orientation, improvisational behavior appears to have a negative association with sales performance.
Originality/value
This research broadens the knowledge in the literature by showing that improvisational behavior of salespeople needs to be combined with functional customer orientation to yield a benefit to their sales performance.
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G. Arun and C. G. Manoj Krishnan
If any organization wants to be globally recognized leadership plays an important role. This chapter deals with the leadership failure in creating good salesperson behavior in…
Abstract
If any organization wants to be globally recognized leadership plays an important role. This chapter deals with the leadership failure in creating good salesperson behavior in India’s pharmaceutical industry. There are four types of salesperson’s behavior: selling orientation, customer orientation, adaptive selling, and unethical selling. Selling oriented and unethical selling behaviors negatively impact customer trust and customer value, while customer orientation and adaptive are more positive. This chapter explores how senior managers can create good organization culture and organization climate by creating positive sales behavior. This chapter will be an eye opener to many first-line managers for helping their salespersons to practice customer orientation and adaptive selling behavior.
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