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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.

In this chapter I describe and analyze the decisions and strategies made by marketplace vendors in Challapata, Oruro, Bolivia, by presenting four detailed case studies. I demonstrate that rather than trying to simply gain a profit in order to accumulate capital, a variety of goals and objectives underlie the way in which vendors operate their businesses. These numerous goals and objectives can be recognized when vendors’ businesses are comprehended as one aspect of household maintenance activities. I conclude that when viewed from this perspective, vendors’ decisions and strategies can be understood to be shaped by moral and social obligations as well as by the rationality of the market.

Direct selling was founded on the philosophy of coaching people on how to successfully build a business from the ground up, and women comprise a large percentage of these direct selling entrepreneurs. In this chapter, we highlight the empowering benefits of direct selling. First, we focus on women micro-entrepreneurs who want to build their own small businesses, but on a limited scale while maintaining flexible schedules and work-life satisfaction. These women can benefit from the direct selling opportunity in terms of capitalization, formal structures, mentoring, income, self-efficacy, social capital, and life skills. Second, we profile women entrepreneurs who are building their own product organizations and have chosen direct selling as a go-to-market strategy for access to consumers. Three consistent attributes observed across these women are authenticity, affective commitment, and passion.

Although African markets have incorporated various selling practices originating from the West, there are still some selling practices that are indigenous to the African people and are widely practised by sellers across the continent. This chapter is an attempt at documenting those indigenous practices with the aim of providing managers, educators and policymakers of the continent with a reference document on what these indigenous selling practices are, how sellers invoke them in the course of transactions and the cultural values that guide these practices. Primary data were gathered from three countries representing western, eastern and southern Africa through observations, field surveys and in-depth and key informant interviews while literature was sourced for secondary data. The chapter identified street selling, haggling and credit-based selling as the major indigenous selling practices found among sellers in Africa. The cultural values that guide selling in the continent include respect, trustworthiness and kindness. The chapter displayed a framework to explain the subject matter and made some practical suggestions that are relevant for managers, educators and policymakers.

We examine the benefits for firms participating in collaborations funded via minority equity placements. Selling firms, on average, realize significant increases in share value – strongly correlated with the size of the equity stake, its beta, and the relatedness of the two firms (by industry). Shares of purchasing firms, though, show neutral responses on average (but positive response for R&D intensive alliances). Further, purchasing firms have better financial performance than their industry peers in the years surrounding the announcement (suggesting, unlike joint ventures, that poor performance is not their motivation). Selling firms, however, may be motivated by poor operating performance.

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.

In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or sellers, or users or producers, may not make much notice of them. A product sells. A facility functions. The business relationship in which we make our money has “always” been there. However, some times this picture of order is disturbed. A user having purchased a product for decades may “suddenly” say to the producer that s/he does not appreciate the product. And a producer having received an order of a product that s/he thought was well known, may find it impossible to sell it. Such disturbances may be ignored. Or they can be used as a platform for development. In this study we investigate the latter option, theoretically and through real world data. Concerning theory we draw on the industrial network approach. We see industrial actors as part of (industrial) networks. In their activities actors use and produce resources. Moreover, the actors interact − bilaterally and multilaterally. This leads to development of resources and networks. Through “thick” descriptions of two cases we illustrate and try to understand the interactive character of resource development and how actors do business on features of resources. The cases are about a certain type of resource, a product − goat milk. The main message to industrial actors is that they should pay attention to that products can be co-created. Successful co-creation of products, moreover, may require development also of business relationships and their connections (“networking”).

A study of the price discounts granted by Morton Salt Company and other producers of table salt in the U.S. on their sales of table salt to grocery wholesalers and retailers. The discounts were found to be illegal under the Robinson-Patman Act by the Federal Trade Commission and the Supreme Court. The Commission and the Court believed that the discounts were unjustified price concessions granted to “large” buyers, consistent with the concerns of the Robinson-Patman Act. However, the evidence indicates that the most common discount – the “carload discount” – was received by virtually all buyers, regardless of the buyer’s size; the other discounts – “annual volume” discounts – though received primarily by “large” buyers, were likely cost based. The history of the discounts and likely reasons why they were granted are explored in detail.

Purpose – This chapter presents a framework useful in conducting multicountry marketing and advertising research. For the purpose of illustrating the series of steps involved in conducting such investigations, a six-country study examining global consumer culture positioning (GCCP) is presented. The suggested steps are relevant for the exploration of a wide variety of marketing- and advertising-related topics.

Methodology/approach – Steps essential to a well-planned research design are addressed in detail, including: theory identification, stimuli selection, hypotheses formulation, measurement development, country selection, fictitious ad development, survey design, cross-national data equivalence, and hypotheses testing. Particular attention is given to construct specification (in this case for soft-sell and hard-sell advertising appeals) and fictitious ad development. General consumers in six countries responded to the ads. Specific procedures for validating formative constructs and testing their cross-country equivalency are suggested.

Findings – The chapter provides practical recommendations for conducting cross-cultural research. These recommendations are likely to prove useful to both researchers conducting multicountry investigations, and to instructors teaching graduate-level courses in international marketing and advertising research.

Originality/value of paper – Multicountry research requires a series of challenging decisions. Although a well-planned research design is particularly essential in a cross-cultural setting, little attention has been given in providing researchers and instructors with methodological recommendations. This chapter is intended to be a useful reference for these audiences.