Advancing Sales Performance Research: A Focus on Five UnderResearched Topic Areas

Evans, Kenneth R.; McFarland, Richard G.; Dietz, Bart; Jaramillo, Fernando

doi:10.2753/pss0885-3134320108

Cited by 167 publications

(137 citation statements)

References 45 publications

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“…These service components are the minimum expected by buyers in today's hypercompetitive sales environment, with lengthening sales cycles, increasing numbers of individuals involved on both sides of the dyad, and decreasing prospect conversion rates and margins (Adamson et al 2013;Evans et al 2012). Instrumental and interpersonal service resources are more congruent with the traditional view of service on the part of many sellers.…”

Section: Conceptual Frameworkmentioning

confidence: 58%

B2B relationship calculus: quantifying resource effects in service-dominant logic

deLeon

Chatterjee²

2015

J. of the Acad. Mark. Sci.

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Increasingly, knowledgeable business-to-business (B2B) customers and evolving customer needs are leading to seismic shifts in vendor-client interactions. Across industries, sellers are changing their business models from a simple goods orientation to a hybrid goods-services model, placing greater emphasis on delivering complete customer solutions. In such an environment, companies must find ways to prioritize investments in resource development. The servicedominant (S-D) logic framework offers significant insights into this challenge; however, these effects have not been tested quantitatively. This study addresses that gap, examining the influence of various seller resources on buyer satisfaction. An empirical analysis of buying organizations that purchased and implemented business intelligence systems finds that Baugmented^operant resources that the buyers ascribe to the software's sellers-resources that go above and beyond expectations-are the most significant predictors of both successful technology assimilation and overall customer relationship quality. In particular, an augmented operant resource reflecting a seller's ability to see value creation opportunities from the buyer's perspective (value mindset) has up to three times the effect on relationship satisfaction as Bcore^operant resources such as product-specific expertise or basic interpersonal service skills. These results can help sellers prioritize resource investments. Lusch 2004, 2008b) casts this question in terms of developing and applying Bresources^to create value. According to S-D logic, value is not intrinsic to the seller's Boperand resources^or tangible offerings such as physical products or software coupled with training or integration. Rather, sellers deliver value to buyers by applying operant resources such as skills and knowledge to the operand resources. Vargo and Lusch (2008a) maintain that the valuemaximizing application of resources-more than the specific goods-services offering mix-should be a company's primary marketing concern. To date, though, little quantitative analysis has been conducted to test the impact of these resources on value. Research has focused instead on classification systems (Madhavaram and Hunt 2008), consumer behavior (Arnould 2005), and conceptual integration into existing knowledge domains such as innovation theory (Michel et al. 2008). Recent qualitative studies have highlighted the importance of sellers customizing offerings and communicating value in customer-specific terms (Tuli et al. 2007;Ulaga and Reinartz 2011). But, again, the impact of such capabilities has yet to be assessed through quantitative analysis. Sci. (2017) 45:402-427 DOI 10.1007 Given the paradigmatic shift proposed by S-D logic, the first objective of our study is to quantitatively assess the extent to which both operant and operand resources affect value. We measure value in terms of project outcomes and customer relationship satisfaction. To do this we quantify relative effects both within operant resources, and betwe...

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Section: Conceptual Frameworkmentioning

confidence: 58%

B2B relationship calculus: quantifying resource effects in service-dominant logic

deLeon

Chatterjee²

2015

J. of the Acad. Mark. Sci.

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“…Accordingly, in recent years organizations have renewed interest in methods that can be used to develop salespeople as human assets, owing to the growing need to initiate and develop relationships between vendors and customers in both business-to-business and business-to-consumer settings (e.g., Blocker, Cannon, Panagopoulos, & Sager, 2012;Evans, McFarland, Dietz, & Jaramillo, 2012;Fu, Richards, Hughes, & Jones, 2010;Geiger & Finch, 2011;Hamwi, Rutherford, Barksdale, & Johnson, 2013;Hass, Snehota, & Corsaro, 2012;Marin & Ruiz de Maya, 2013;Marshall et al, 2012). Attention has focused on understanding how sales managers behave (e.g., Ahearne, Haumann, Kraus, & Wieseke, 2013;Boichuck et al, 2014;Jaramillo, Grisaffe, Chonko, & Roberts, 2009;Kemp, Borders, & Ricks, 2013;Panagopoulos & Dimitriadis, 2009;Valentine, 2009).…”

Section: Introductionmentioning

confidence: 99%

Examination of Selected Precursors and Outcomes of Sales Manager Behaviors

Sager¹,

Naletelich²,

Dubinsky³

2014

IBR

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A model is proposed and tested that represents how salespeople perceive and respond to their sales managers' behaviors. Tests of the model indicated that salespeople's perceptions of their managers' behaviors influenced their satisfaction with the sales manager but not their overall satisfaction with the job. A direct implication of the adjusted model was that sales managers need to be trained to exert positive behaviors and establish consistent reinforcements for positive behaviors in order to develop a favorable working relationship. However, the company more so than the sales manager was viewed as responsible for providing a climate that facilitates learning. A learning-oriented climate facilitated both self-efficacy beliefs and overall job satisfaction of salespeople. Satisfied salespeople were likely to intend to remain with the company.Keywords: sales manager behaviors, arbitrary and punitive behavior, achievement-oriented behavior, contingent and approving behavior, locus of control, self-efficacy beliefs, job satisfaction, learning-oriented climate, withdrawal intentions, sales personnel

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“…However, the mechanism of how supervisory control influences salesperson performance remains a black box. Scholars believed that managerial practices of supervisory control influence salesperson's own behaviors, which in turn, lead to salesperson performance (Evans, McFarland, Dietz, & Jaramillo, 2012).…”

Section: Salesperson Performancementioning

confidence: 99%

Influence of Supervisory Control on Salesperson Performance: Examining the Role of Adaptive Selling Behaviour as a Mediator

Wong¹,

Ling²

2016

AAMJ

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Advancing Sales Performance Research: A Focus on Five UnderResearched Topic Areas

Cited by 167 publications

References 45 publications

B2B relationship calculus: quantifying resource effects in service-dominant logic

B2B relationship calculus: quantifying resource effects in service-dominant logic

Examination of Selected Precursors and Outcomes of Sales Manager Behaviors

Influence of Supervisory Control on Salesperson Performance: Examining the Role of Adaptive Selling Behaviour as a Mediator

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