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Presents a portfolio model for multi‐sales channel effortdeployment. Shows how the approach can help sales management restructuresales channels. Notes that combining an…
Presents a portfolio model for multi‐sales channel effort deployment. Shows how the approach can help sales management restructure sales channels. Notes that combining an organization′s selling effort into multiple sales channels can be facilitated through an analytical approach that considers variations in customer requirements, buying power and contact costs. Concludes that implementing a successful multiple sales channel strategy offers impressive productivity opportunities.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb008105. When citing the article, please cite: Alan J. Dubinsky, Thomas N. Ingram, (1984), “FROM SELLING TO SALES MANAGEMENT: A DEVELOPMENTAL MODEL”, Journal of Consumer Marketing, Vol. 1 Iss: 3, pp. 43 - 52.
Given the limited empirical work investigating personalcharacteristics of industrial sales people as related to their rewardvalences and the limitation of measuring…
Given the limited empirical work investigating personal characteristics of industrial sales people as related to their reward valences and the limitation of measuring valences at a single level, previous research is extended by examining the relationships between industrial sales people′s personal characteristics and their valences for multiple levels of various rewards. A conceptual framework is presented, previous studies reviewed, hypotheses offered, the methodology explained, and the results and implications of the study discussed.
The purpose of this paper is to attempts to better understand the role of ethical leadership in the business-to-business customer value creation process. Drawing on job…
The purpose of this paper is to attempts to better understand the role of ethical leadership in the business-to-business customer value creation process. Drawing on job demands-resources theory (Bakker and Demerouti, 2007; Demerouti et al., 2001), this paper develops and tests a model that examines the relationships among ethical leadership, customer orientation, commitment to providing superior customer value and job stress in the salesforce.
The sample includes 408 business-to-business salespeople. Structural equation modeling is used to test the study’s hypotheses.
Findings suggest that ethical leadership directly and indirectly (via customer orientation) influences commitment to providing superior customer value. Furthermore, both ethical leadership and salesperson commitment to providing value directly influence salesperson job stress.
This paper develops and tests a model that examines the relationships among constructs not previously examined, as they relate to business customer value creation.
Considers the impact of multi‐faceted measures of job satisfactionon customer‐oriented behaviours demonstrated by service providers.Reveals how overall job satisfaction…
Considers the impact of multi‐faceted measures of job satisfaction on customer‐oriented behaviours demonstrated by service providers. Reveals how overall job satisfaction, together with specific satisfaction related to supervision, colleagues, promotion and work are positively related to customer‐orientation, while satisfaction with pay is not of significance in this case. Discusses recommendations for management and suggestions for further research.
Despite the importance of developing sales personnel to become sales managers, virtually no attention has been given to this topic in the sales management literature. This…
Despite the importance of developing sales personnel to become sales managers, virtually no attention has been given to this topic in the sales management literature. This paper presents a model that sales executives can use in developing potential sales managers. Valuable sales management skills are identified and methods for providing skill development are offered.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III…
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
Analyses salesforce performance and examines high and lowperformance Australian sales organizations. Chief sales executives in 99companies describe their sales…
Analyses salesforce performance and examines high and low performance Australian sales organizations. Chief sales executives in 99 companies describe their sales organizations′ characteristics, management priorities, salesforce performance and sales organization effectiveness. The companies are divided into two performance groups and compared across 31 salesforce performance activities. Important differences between the high and low performance groups concern expense control, sales presentation effectiveness, and sales results performance of salespeople. Identifies important performing issues and indicates guidelines for improving sales organization performance.
Examines the impact of selling behaviors on performance. The time spent actually selling and servicing clients is shown positively to influence salesperson performance…
Examines the impact of selling behaviors on performance. The time spent actually selling and servicing clients is shown positively to influence salesperson performance. Having a spouse in the profession, past sales experience, higher vocational esteem for selling and service, and a higher extrinsic reward orientation are antecendents to behaviors that relate to higher performance.
Examines how sales managers can affect and improve salesforceperformance. Describes the similarities and differences between high‐and low‐performance salesforces and the…
Examines how sales managers can affect and improve salesforce performance. Describes the similarities and differences between high‐ and low‐performance salesforces and the ways in which sales management can create the opportunity for salespeople to perform well. Discusses research implications and offers management guidelines to improve the effectiveness of sales organizations.