Antecedents of salespeople's reluctance to sell radically new products

Kauppila, Olli‐Pekka; Rajala, Risto; Jyrämä, Annukka

doi:10.1016/j.indmarman.2008.11.003

Cited by 23 publications

(20 citation statements)

References 110 publications

(156 reference statements)

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“…Researchers that do focus on one particular industry (Ahearne et al., ; Fu, ; Fu et al., ) neglect to address the impact of idiosyncratic industry characteristics on the role of sales in NPD. Similarly, researchers developing conceptual models explaining the role of sales in NPD typically include organizational factors and individual‐specific factors but fail to include industry‐specific factors (Atuahene‐Gima, ; Kauppila et al., ). In contrast, the present study explicitly identifies a set of industry characteristics that influence the relationship between sales and marketing, as well as between sales and customers, and therefore impact the role of sales in NPD.…”

Section: Discussionmentioning

confidence: 99%

“…The data show that salespeople often contribute only incremental new product ideas (partly because physicians are too busy to keep up with the field and offer more radical suggestions), which is consistent with other findings that firms need a different type of customer orientation to generate radical or disruptive innovations (Govindarajan, Kopalle, and Danneels, ). In addition, others found that salespeople may be more reluctant to sell radically new products (Kauppila et al., ).…”

Section: Discussionmentioning

confidence: 99%

“…In contrast, researchers also looked at the other end of the NPD process and investigated the characteristics determining adoption of new products by the sales force (Atuahene‐Gima, ; Kauppila, Rajala, and Jyrämä, ). For instance, the salesperson's experience has a positive impact on new product performance, whereas age, self‐efficacy, and positive attitudes toward selling the new product have a negative impact (Fu, ; Fu, Richards, Hughes, and Jones, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

Malshe¹,

Biemans²

2014

J of Product Innov Manag

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

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The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

Malshe¹,

Biemans²

2014

J of Product Innov Manag

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“…CSB does not imply rejection of the new product; the salesperson may appreciate the new offer and put in much effort to sell it (i.e., display a high persistence or intensity), but only after the options to sell existing products have been explored. This also sets CSB apart from dysfunctional selling behavior (Atuahene-Gima 1997), or new product resistance or rejection (Kauppila et al 2010). We contrast CSB with these behaviors and show that CSB interacts with effort to positively affect new product selling performance.…”

mentioning

confidence: 89%

Are conservative approaches to new product selling a blessing in disguise?

Borgh

Schepers

2017

J. of the Acad. Mark. Sci.

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A new product's success in the marketplace largely depends on salesforce actions. Many B2B salespeople display conservatism when confronted with new products in their portfolio, such that they maximize their efforts to sell existing products before engaging in efforts to sell the new product. So far, it is unclear whether this conservative selling behavior (CSB) is harmful to new product selling performance, and how this behavior can be managed. Building on perceived risk processing theory, and employing multi-level structural equation modeling on a multi-source dataset, the authors empirically substantiate that salespeople's CSB makes their effort to sell new products more effective. Remarkably, such effort is then valued less by sales managers. The authors also find that CSB is a result of a risk assessment and evaluation process, in which internal marketing efforts (i.e., providing salespeople with information on the new product) determine the weight of perceived performance risk (i.e., new product radicalness), social risk (i.e., managerial new product orientation), and financial risk (i.e., long-term rewards). Managers looking to control the levels of CSB in their salesforce should carefully align their information support activities with the perceived risk dimensions of the new product selling situation.

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“…While some are involved in a range of business processes, others can focus all their attention on a single NPD project. On the other hand, when different tasks have different time-frames and routines, and require different sets of incentives, competences and culture, it may be difficult for marketers to combine them (Ramaswami, Srivastava & Bhargava, 2009;Kaupilla, Rajala & Iyrämä, 2010). On the other hand, when different tasks have different time-frames and routines, and require different sets of incentives, competences and culture, it may be difficult for marketers to combine them (Ramaswami, Srivastava & Bhargava, 2009;Kaupilla, Rajala & Iyrämä, 2010).…”

Section: Position In the Organizationmentioning

confidence: 99%

Marketing Activities to Support ‘Moderately Novel’ Product Innovation: Insights from the Chemical Industry

Vissers

Dankbaar²

2015

Creat Innov Manage

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Scholars often follow a contingency approach to study which marketing activities are suitable for a particular type of product innovation project, thereby making a distinction between incremental and radical innovation only. 'Moderately novel' projects, which have intermediate levels of newness, have therefore not been given due attention. This paper focuses on market intelligence generation and the creation of cross-functional linkages as marketing activities that are important in the context of moderately novel product innovation. In addition, the organizational position of the marketers involved in these activities is dealt with. Based on the analysis of four successful projects in the chemical industry, we argue, firstly, that moderately novel innovation projects have their own particular sets of marketing practices and, secondly, that differences exist between projects aiming at a new market segment and projects in which novelty is not related to market segment but to other market dimensions. These differences are especially salient in early project phases. These findings are pertinent to research on the role of marketers in product innovation, and to the study of organizational ambidexterity.

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Antecedents of salespeople's reluctance to sell radically new products

Cited by 23 publications

References 110 publications

The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

The Role of Sales in NPD: An Investigation of the U.S. Health‐Care Industry

Are conservative approaches to new product selling a blessing in disguise?

Marketing Activities to Support ‘Moderately Novel’ Product Innovation: Insights from the Chemical Industry

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