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The purpose of this paper is to examine how the cognitive appraisals, coping choices and behavioral responses by business-to-business (B2B) sales professionals confronting…
The purpose of this paper is to examine how the cognitive appraisals, coping choices and behavioral responses by business-to-business (B2B) sales professionals confronting the acutely stressful experience of losing a customer, and their pursuit of justice in the win-back process, influences reacquisition outcomes. The paper further examines the role of sales experience as a moderator between coping choices and successful win back.
In all, 98 critical incidents were reported by sales professionals from B2B firms across various industries. NVivo 9, content analysis and logistic regression were used to analyze the data.
The results show that problem-focused coping (PFC) and pro-active responses positively affect win-back outcome. By contrast, emotion-focused coping (EFC) and re-active responses have a negative association with customer reacquisition. The findings also show that sales experience moderates the relationship between levels of EFC and win-back outcomes. Specifically, for sales professionals with low levels of EFC, sales experience helps improve chances of winning back lost customers. But for sales professionals using higher levels of EFC, more sales experience decreases win-back probability. Additionally, the findings show that procedural, interactional and distributive justice all contribute to successful customer reacquisition.
The few published studies of how B2B sales professionals deal with customer defections reveal a mixture of bereavement and drivenness in striving for new accounts. The authors’ focus and findings on the use of PFC and EFC strategies, justice mechanisms and the uneven role of experience in responding to this stressful context suggests that there is much to be gained from additional research. Specifically, probes into how sales professionals may be inadvertently skewed to EFC behaviors by either overly simplistic training systems, learning- versus performance-based incentives or their experience with prior customer defections.
The findings highlight the importance of PFC strategies and the delivery of procedural, interactional and distributive justice strategies to productively adapt to customer defections, activate switch back behavior and win back lost customers. Sales force training systems need to address the increased churning in B2B markets and integrate win-back procedures in sales training programs so that sales professionals do not default to EFC and/or strive for new accounts when facing the stress of customer defection.
The findings contribute to customer defection management and sales literature by integrating coping and justice theories in exploring sales professionals’ cognitive appraisals and coping responses to the acute stress of losing a current customer.
EGYPT/INT: Sisi bid to win back investors sees success
The purpose of this study is to develop a sales process framework to facilitate business-to-business (B2B) customer reacquisition. A comprehensive CRM process needs to…
The purpose of this study is to develop a sales process framework to facilitate business-to-business (B2B) customer reacquisition. A comprehensive CRM process needs to include reacquisition strategies. Yet, very few firms have formal procedures to guide reacquisition efforts. This gap in the sales process reflects the relatively sparse literature on B2B customer reacquisition models. The present research intends to fill this gap and creates a sales process model to guide salespeople to regain B2B lost customers.
Using critical incident technique (CIT), this study conducted in-depth interviews with 54 B2B salespeople. Each salesperson reported one successful and one unsuccessful reacquisition incidents. A total of 108 critical incidents were collected for analysis.
A four-step sales process model to regain B2B customers was developed and empirically supported, including: Segment lost customers; Assess reasons for loss; Develop reacquisition activities; and Implement reacquisition strategies.
This study is qualitative and exploratory in nature; future research should develop dyadic surveys to validate the results.
This four-step reacquisition process allows sales firms to identify essential elements and establish protocols/policies to train and motivate salespeople. The framework can facilitate salespeople develop problem-focused solutions to correctly diagnose the situation and effectively re-negotiate with defected customers. Thus, this process may help reduce inefficiency in the reacquisition process and increase reacquisition ratios.
By considering justice/fairness from customer’s perspective, sales firm may properly recover lost business relationship, and do so in ways that are considered both just and ethical.
This is one of the first studies to examine the reacquisition of lost B2B customers. It expands on the traditional sales process to include four steps that enable a sales reacquisition process.
GERMANY: Shift to the right may not win back voters
Looks at change and its various guises (TWM, BPR) and how it subsequently became an excuse for job losses, which led to cynicism and antipathy. States re‐engineering has had a particularly bad press and is a heavily tainted word bringing comments such as ‘the fad that forgot people!’ Concludes that re‐engineering has become synonymous with downsizing but needs time to win back confidence in companies.