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This study aims at developing a model that captures the reality of complex contemporary B2B selling processes.

The grounded theory methodology was deployed in this study. In‐depth interviews and interactive lectures were used for data collection.

This study indicates that contemporary B2B selling processes are complex and dynamic endeavours in which various (sometimes conflicting) interests are ultimately managed by the involved actors through a dynamic process best described as “business manoeuvring”.

Possible avenues of future enquiry include investigation of other industrial sectors in which the proposed model's description of selling processes is valid and assessment of the characteristics of companies (in terms of size and profitability).

The model proposed in this study can be utilised by practitioners to impose a useful conceptual structure on otherwise fluid and intangible processes – thus making them easier to analyse and thereby facilitating strategic corporate decision‐making.

Based on the real life experiences of the involved actors, this model describes that complex contemporary B2B selling processes are dynamic processes and not linear or sequential ones.

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.

During the post-World War II period, Turkey's housing supply models were limited to individual housings. Three main trends in the construction industry helped overcome this limitation to a certain extent. These were cooperative societies, spontaneous squatter housing and the build-sell process. Build-sell process later became the most obvious reflection of urban transformation in the 1950s and 1960s. Within this context, this study examines the housing policy of the period and the build-sell process as well as the Rer-1 Apartment Block designed in line with the build-sell process. The Rer-1 Apartment Block was designed and implemented by architect Nejat Ersin between the years 1962-1964, and was constructed in Aşağı Ayrancı District in Ankara. This specific apartment block was examined as an extraordinary example of the build-sell process - which rejects architectural concerns and prioritises profits - as it still incorporated such concerns despite being designed adhering to logic of the build-sell process. For the purpose of this study, an oral history study was conducted with Nejat Ersin. It was, therefore, possible to evaluate Nejat Ersin's apartment block, presenting a new experience in the build-sell context, within the scope of era's social, cultural, political and economic conjecture. The Rer-1 Apartment Block was scrutinized from the build-sell process aspect within the scope of the architect's professional approach.

The purpose of this paper is to provide a detail review of the social selling literature and to offer future research needs. Social selling has gained the attention of sales researchers. Rather than merely a new tool, social selling redefines the traditional sales process. However, the literature is spread across topics of social media and sales, social customer relationship management, salesforce automation and social selling, and does not provide an agreed-upon definition or tested construct for implementation.

The paper presents a comprehensive literature review of social selling and all related terminology.

The authors propose a social selling framework that includes personal branding, information exchange, networking and social listening to define and outline the construct while suggesting the antecedents and outcomes to guide future research. Findings from a literature review include outlining key theories used in social selling research.

This review offers a conceptual framework of social selling, including both antecedents and outcomes, to inform future research and guide academics and practitioners.

The purpose of this study is to develop an understanding of how the “seven steps of selling” are used within the modern international business environment and the degree to which international sales executives are able to identify and adapt to differences in global markets.

A phenomenological type of approach was used. In-depth interviews were conducted with international sales executives (based either in the USA or UK) that operated across multiple different regions of the world.

This study provides a holistic assessment of the international business-to-business sales process. This study outlines four key aspects of the sales process that differ from traditional domestic industrial selling. Then, the study suggests examining the international sales process as a stage-based approach, versus exclusively focusing on the sales process as a seven-step process. Third, the study focuses on differences between regions of the world.

From an academic standpoint, this study highlights a number of avenues to pursue. In addition, this study underscores the limited volume of research focused on international sales force management, especially the differences within the sales process. Limitations focus on issues pertaining to the sales executives examined within the study.

Firms looking to enter or expand their international market presence will be able to use the results of this study focusing on the international sales process. Firms can apply the results of this study to build both initial and continuous training programs.

This study identifies aspects that occur during each stage of the international sales process to provide a detailed account of the activities that international salespeople are engaged in. Further, this study suggests that the stages of the sales process differ between transactional exchanges and strategic relationships. However, this study offers more insight on the development of strategic long-term relationships, as the majority of the sales executives focused on the strategic relationship development during the interviews. As a last step within this study, seven country-specific issues are described.

Increasing pressure to reduce costs and skepticism of promised value‐added are forcing suppliers to produce tangible proof of the monetary value they create for customers. The academic literature on the practical activities related to value‐based selling remains sparse. This paper aims to bridge the gap between the abundant theoretical customer value frameworks and implementation practices to create a practical foundation for value‐based sales activities in firms that aim to become value creators.

Based on two case studies, the authors map the best practices in customer value quantification from the point of view of industrial customers, and study value‐based sales processes to uncover the value‐based sales activities for implementing and profiting from customer value.

The results suggest a customer‐focused sales process that centers on creating value, quantifying the value created, and creating a situation where customer and supplier maximize their utility through value sharing.

The generalizability of the findings is limited to the industrial and service selling context.

Successful industrial and service requires tangible proof and evidence of the value and utility of the suppliers' business impact on the customer's operation. The paper aims to contribute to the value quantification knowledge and practices.

The academic literature on the practical activities related to value‐based selling remains sparse, while the importance of the value quantification knowledge and value selling process is growing rapidly.

Presents a services selling model which acknowledges the unique difficulties faced by service sector salespeople. Identifies two classes of activities as having significant input to the success of service salespeople. Remedies some deficiencies of an earlier model and provides an improved normative framework for further testing and development.

Based on insights from the buying process, the purpose of this study is to align selling firms to the buyer’s efficiency needs that are grounded on the different types of purchases.

Using thematic analysis, this study conducted 35 in-depth interviews with business-to-business buyers and salespeople on the changing buyers’ sourcing needs.

In line with buyer enablement, buyers prefer personal selling when they perceive the sales offer as highly risky for the buying organization, whereas they have a strong preference for a direct marketing approach by the selling firm when they are purchasing low-risk purchases.

This paper is a qualitative study. Future research should collect secondary company data to validate the results.

This paper addresses the buyer’s sourcing needs and presents how direct marketing channels and personal selling should be balanced to increase the return on salesforce resources.

This is one of the first studies to examine how sales organizations can create value by facilitating the buying process. Depending on the buyer’s categorization of the sales offer, this study highlights how a choice between direct marketing or personal selling improves the buyer’s perception of the sales organization.

The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and proposes a framework for evaluating such potential for maximizing sales function efficiency.

The research is based on an exploratory multi-case study with seven internationally operating companies from a variety of industries, with the aim of building the framework for sales opportunity management. The framework is then refined in eight workshops with 21 companies.

The findings suggest that industrial companies need to develop new capabilities to efficiently manage value selling opportunities at different stages of the opportunity lifecycle.

The underlying sales approach of the research is proactive value selling in a service business context. The findings may not be generalizable into other sales contexts.

The paper provides practicing managers with an actionable sales opportunity management framework for an effective management of sales quality.

The research contributes to a previously unexplored area of sales management, and suggests a managerial practice linking strategy to implementation at the customer interface.

Sales organizations embrace technological innovation. However, salespeople’s willingness to use new technology influences a firm’s return on investment, representing a significant concern for the organization. These concerns highlight tensions regarding the tradeoffs associated with technology implementations. The purpose of this study is to offer insights that help reduce the complexities of sales technology (ST) by exploring the changing dynamics of contemporary business relationships.

This paper synthesizes the ST literature using the service ecosystem perspective to propose the sales techno-ecosystem (STE) framework, providing new insights into organizational decision-making related to the ongoing digital transformation of sales tasks.

This synthesis of the ST literature with the service ecosystem seeks to clarify the impact of technology within the evolving nature of buyer–seller relationships by providing four unique perspectives.

Perspective 1 reviews the sales-service ecosystem framework and develops the theoretical underpinnings and relevant terminologies. Perspective 2 summarizes critical aspects of the ST literature and provides foundations for future research in the STE. Perspective 3 offers a more granular view, explicating roles and contexts prevalent in buyer–seller–technology interactions. Perspective 4 provides a set of tenets and advances research questions related to each tenet.

The culmination of these four perspectives is the introduction of five key tenants designed to help guide strategy and research.

The paper advances Hartmann et al. (2018) service ecosystem paradigm by explicating critical aspects of its ST domain to generate insights for theory and practice.