It has been 25 years since the publication of a comprehensive review of the full spectrum of salesperformance drivers. This study takes stock of the contemporary field and synthesizes empirical evidence from the period . The authors revise the classification scheme for sales performance determinants devised by Walker et al. (1977) and estimate both the predictive validity of its sub-categories and the impact of a range of moderators on determinant-sales performance relationships. Based on multivariate causal model analysis, the results make two major observations: (1) Five sub-categories demonstrate significant relationships with sales performance: selling-related knowledge (β=.28), degree of adaptiveness (β=.27), role ambiguity (β=−.25), cognitive aptitude (β=.23) and work engagement (β=.23). (2) These sub-categories are moderated by measurement method, research context, and salestype variables. The authors identify managerial implications of the results and offer suggestions for further research, including the conjecture that as the world is moving toward a knowledge-intensive economy, salespeople could be functioning as knowledge-brokers. The results seem to back this supposition and indicate how it might inspire future research in the field of personal selling.Keywords Sales performance . Salespeople . Meta-analysis . Knowledge-economy . Knowledge-brokering An understanding of the factors that drive sales performance and how these vary across different contexts is essential for both managers and researchers in sales and marketing. Twenty-five years ago Churchill et al. (1985) published a seminal paper on the antecedents of sales performance that has shaped academic and managerial thinking on sales management and become one of the most cited articles in marketing research (Leigh et al. 2001). Applying a classification scheme of antecedents of sales performance developed previously by Walker et al. (1977), Churchill et al. (1985) found six predictive categories to explain marginal variance in sales performance (in order of predictive validity): role perceptions, skill levels, aptitude, motivation, personal characteristics, and organizational/ environmental variables. In addition, their meta-analysis demonstrated that the type of products sold moderated the predictive power of these categories for sales performance. Most empirical research thus far had been looking at enduring personal characteristics as determinants for sales performance. The basic message of this meta-analysis was that these variables were not the most important predictors (Churchill et al. 1985, p. 117). Instead, Churchill et al. (1985 suggested that researchers should investigate "influenceable" determinants of sales performance. Another key focus they proposed was the dynamic nature of the sales Mark. Sci. (2011) 39:407-428 DOI 10.1007 conversation that indeed has become a crucial research topic (p. 116). This call sparked a plethora of new research streams on the determinants of sales performance. Twentyfive years have passed ...
This paper focuses on five critical, yet underresearched, areas vital to sales performance in a marketplace that is increasingly more complex, more demanding of customized solutions, and more relationship focused. The five topic areas addressed are the ability to marshal intraorganizational resources by salespeople, salesperson creativity, examining the buyer-seller interaction in terms of salesperson influence tactics behaviors and the importance of establishing credibility with buyers as a basis of influence, ethics relative to the buying and selling organization simultaneously, and selling teams. Research implications for each topic area are advanced.
Performance-prove goal orientation affects performance because it drives people to try to outperform others. A proper understanding of the performance-motivating potential of performance-prove goal orientation requires, however, that we consider the question of whom people desire to outperform. In a multilevel analysis of this issue, we propose that the shared team identification of a team plays an important moderating role here, directing the performance-motivating influence of performance-prove goal orientation to either the team level or the individual level of performance. A multilevel study of salespeople nested in teams supports this proposition, showing that performance-prove goal orientation motivates team performance more with higher shared team identification, whereas performance-prove goal orientation motivates individual performance more with lower shared team identification. Establishing the robustness of these findings, a second study replicates them with individual and team performance in an educational context.
AND KEYWORDS AbstractUsing two different samples of salespeople, the authors investigate how a combination of general mental ability (GMA) and specific skills and capabilities (social competence and thinking
Using two different samples of salespeople, the authors investigate how a combination of general mental ability (GMA) and specific skills and capabilities (social competence and thinking styles) allows salespeople to reach their sales goals. The study finds evidence for an interaction between GMA and social competence. If combined with high social competence, high GMA leads to highest sales performance; if combined with low social competence, high GMA leads to lowest sales performance. In addition, interaction effects between GMA and a judicial thinking style were found. Salespeople high on GMA have the most potential for attaining high levels of sales performance when combined with specific skills; when lacking these skills they may become the firm's worst performers. Free Keywords sales, knowledge, knowledge based marketing, general mental ability, thinking styles Availability The ERIM Report Series is distributed through the following platforms:
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