Examining the consequences of adaptive selling behavior by door-to-door salespeople in the Korean cosmetic industry

Amenuvor, Fortune Edem; Yi, Ho‐Taek; Boateng, Henry

doi:10.1108/apjml-12-2020-0846

Cited by 10 publications

(11 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The study also discovers that adaptive selling behaviour has a significant positive effect on sales performance. This finding backs up previous findings (Amenuvor et al. , 2021b) that adopting an adaptive selling orientation improve sales performance by allowing salespeople to better serve customers by adapting the selling approach to the specific type of customer or selling situation.…”

Section: Discussionsupporting

confidence: 88%

“…The study also discovers that adaptive selling behaviour has a significant positive effect on sales performance. This finding backs up previous findings (Amenuvor et al, 2021b) that adopting an adaptive selling orientation improve sales performance by allowing salespeople to better serve customers by adapting the selling approach to the specific type of customer or selling situation. As a result, while there appears to be some confusion about the actual effect of adaptive selling behaviour on sales performance, with some scholars arguing for nonsignificant relationships, our study lends credence to previous studies that found a positive relationship and cements the fact that adaptive selling (though context-specific) improves sales performance.…”

Section: Summary Of Findingssupporting

confidence: 87%

“…Customer-directed problem solving and adaptive selling behaviours have been lauded as critical to achieving results in the relational era. Salespeople are expected to contribute to the competitive advantage of a company by developing and nurturing value-added customer relationships (Yi et al, 2021b;Jaramillo et al, 2007). Customer-directed problem solving and adaptive selling, on the other hand, necessitate more effort from salespeople during and across customer interactions when compared to traditional selling activities.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Salesforce output control and customer-oriented selling behaviours

Amenuvor

Basilisco²,

Boateng³

et al. 2022

MIP

Self Cite

View full text Add to dashboard Cite

PurposeThis study sets out to empirically investigate the effect of salesforce output control on perceived job autonomy, customer-oriented selling behaviours and sales performance.Design/methodology/approachData are gathered from 704 salespeople and their visiting customers in Ghana. The hypotheses are tested using the structural equations modelling technique (SEM).FindingsAccording to the findings of the study, output control has a significant and positive impact on perceived job autonomy. It also discovers that perceived job autonomy improves both customer-directed problem solving and adaptive selling behaviours. Furthermore, the study finds that customer-directed problem solving and adaptive selling behaviours both improve sales performance. Moreover, the study uncovers that perceived job autonomy mediates the relationship between output control and customer-oriented selling behaviours, whereas both customer-oriented selling behaviours mediate the relationship between perceived job autonomy and sales performance.Practical implicationsThe current study provides both practical and theoretical insights into salesforce control dynamics, job autonomy, adaptive selling behaviour, customer-directed problem-solving behaviour and sales performance. The findings have important implications for sales organisations because they can assist sales managers in determining the best type of salesforce control systems to deploy and highlight the strategic role job autonomy plays in enhancing sales performance.Originality/valueThe current study shows how output control can influence salespeople's perceived job autonomy, adaptive selling and customer-directed problem-solving behaviours, and how these can improve sales performance.

show abstract

Section: Discussionsupporting

confidence: 88%

Section: Summary Of Findingssupporting

confidence: 87%

Section: Theoretical Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Salesforce output control and customer-oriented selling behaviours

Amenuvor

Basilisco²,

Boateng³

et al. 2022

MIP

Self Cite

View full text Add to dashboard Cite

show abstract

“…Second, based on long-term and friendly relationships, door-to-door salespeople often recommend customers total care solutions, along with cross-selling of skin care and makeup products (Yi et al , 2021). Third, previous studies have chosen door-to-door salespeople as a sample for studying CSB (Polonsky et al , 2000; Vieira, 2022) and sales behavior (Amenuvor et al , 2022a, 2022b; Yi et al , 2021).…”

Section: Methodsmentioning

confidence: 99%

When and how sales manager feedback contributes to sales performance: the role of emotional labor and cross-selling

Shin

Hur

Moon

2023

EJM

View full text Add to dashboard Cite

Purpose This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance, and the moderating effect of emotional labor (i.e. deep and surface acting) on this relationship. Design/methodology/approach The authors used two-wave multisource data: survey and objective sales performance (sales revenue) data collected from 300 door-to-door salespeople working at a South Korean cosmetics company. Findings The relationship between output feedback and sales performance was mediated by CSB. In addition, the positive relationship between output feedback and CSB was weakened by deep and surface acting, whereas that between behavioral feedback and CSB was strengthened by deep acting. Specifically, behavioral feedback had a positive relationship with CSB when salespeople engaged in a high level of deep acting. This relationship was not significant for low and medium levels of deep acting. The authors’ supplementary analyses indicated no significant three-way interaction effect between output feedback, behavioral feedback and emotional labor on CSB. Research limitations/implications Data collection from door-to-door salespeople in a single cosmetics company undermines the generalizability of the present findings. Practical implications By exploring the boundary conditions that strengthen or weaken the effectiveness of manager feedback, this study provides insights into how the two types of manager feedback can be effectively used to promote CSB and sales performance. Originality/value This study offers a nuanced understanding of the relative roles of output and behavioral feedback in CSB and the differential moderating effects of emotional labor on the two types of manager feedback.

show abstract

“…Customer-oriented salespeople are interested in learning how to understand consumers by paying attention to their needs and then providing the best solutions to those problems, rather than simply making sales. Short-term gain sales-oriented salespeople, on the other hand, seek to maximize their profits as soon as possible [11,30,31]. Understanding these two concepts, however, is vital for understanding that a high level of customer orientation does not always imply a low level of sales orientation.…”

Section: Sales-oriented and Customer-oriented (Soco) Behaviorsmentioning

confidence: 99%

The Effect of Door-to-Door Salespeople’s Individual Sales Capabilities on Selling Behavior and Performance: The Moderating Effect of Competitive Intensity

Amenuvor

2022

Sustainability

Self Cite

View full text Add to dashboard Cite

The present study investigates the effect of salespeople’s individual sales capabilities on selling behaviors and sales performance in door-to-door personal selling channels. The data are gathered from 219 South Korean salespeople. The hypotheses are tested using the structural equation modeling technique. The study finds that salespeople's individual sales capabilities have a greater impact on customer-oriented selling behavior than sales-oriented selling behavior. Similarly, both sales-oriented and customer-oriented selling behaviors have significant positive effects on sales performance. The study also discovers that competitive intensity moderates the relationship between customer-oriented selling behavior and sales performance, but has no significant effect on the relationship between sales-oriented selling behavior and sales performance. The current research only looks at door-to-door personal selling channels in South Korea. The implication is that the impacts of individual selling capabilities may differ in other contexts. The current study demonstrates that competitive intensity can reduce the impact that a “customer orientation” has on sales performance, and thus a blend of the two orientations (SOCO) is recommended for desired performance outcomes in the face of competition. Additionally, firms should focus on creating a culture that builds and enriches the sales capabilities of salespeople.

show abstract

Examining the consequences of adaptive selling behavior by door-to-door salespeople in the Korean cosmetic industry

Cited by 10 publications

References 68 publications

Salesforce output control and customer-oriented selling behaviours

Salesforce output control and customer-oriented selling behaviours

When and how sales manager feedback contributes to sales performance: the role of emotional labor and cross-selling

The Effect of Door-to-Door Salespeople’s Individual Sales Capabilities on Selling Behavior and Performance: The Moderating Effect of Competitive Intensity

Contact Info

Product

Resources

About