Effect of salespeople's acquisition–retention trade-off on performance

Outward-looking and future-oriented customer value potential management: The sales force value appropriation role

“…Yet, operating at the boundaries of their firms with customers, salespersons are in pole position to develop customercentric insights (Blocker et al, 2012;Carter et al, 2014;Darmon, 2002). This boundary spanning role means salespersons have particularly good opportunities to produce reliable estimates of the problematic firm external value potential data (see Anderson & Narus, 1998Blocker et al, 2012).…”

“…Very little is known about salespersons' value appropriation role in firms' systematic efforts to manage customer value (see Blocker, Cannon, Panagopoulos, & Sager, 2012). Yet, as boundary spanners, salespersons are in a good position to develop customer-centric insights including outward-looking and future-oriented customer knowledge (Blocker et al, 2012;Carter, Henderson, Arroniz, & Palmatier, 2014). In fact, the whole sales force forecasting role represents a critical but under-studied topic in sales discipline, where scholars have called urgently for new research (Geiger & Guenzi, 2009).…”

Sales profession and professionals in the age of digitization and artificial intelligence technologies: concepts, priorities, and questions

“…Johnson and Selnes (2004) and Gupta and Zeithaml (2006) suggest that the sales activities required for customer acquisition versus customer retention differ. Carter et al (2014) show that the amount of time that salespeople choose to allocate to customer acquisition efforts versus retention affects performance. Also, DeCarlo and Lam 2016explain when and why salespeople develop preferences for acquisition versus retention types of sales activities, and how the sales organization can manage these preferences to arrive at the best sales outcomes.…”

The Factors Which Influence the Relationship Between a Network’s Synergizing Capability and the Increase in a Salesperson’s Performance

“…2015). The successful sales of the product can be seen from the total number of units sold, the income, market, and the ability to make a profit (Carter et al, 2014;(Cartera, Hendersonb, Arronizc , & Palmatierd, 2014;David A, Mulki, & Weinberg, 2014;Drollinger & Comer, 2013). The behavior of the salesperson can be identified from the skills he/she possesses, including being an adaptive seller, good -teamworking skills, effective communication and being consumeroriented in his/her selling activity, sales calls, time management, and comprehension of the sales area (Gablera, Rapp, & Richeyb, 2014;Kumar, Sunder & Leone, 2014).…”

“…Getting new customers and keeping them are the most important strategic steps carried out by a salesperson (Hennig-Thurau, 2000). In order to do that, communication skills are needed to maintain good relationships with the customers (Cartera et al, 2014). A good relationship can be be maintained if it includes mutual trust and has benefits for both parties.…”