Internationalizing Sales Research: Current Status, Opportunities, and Challenges

Panagopoulos, Nikolaos G.; Lee, Nick; Pullins, Ellen Bolman; Avlonitis, George J.; Brassier, Pascal; Guenzi, Paolo; Humenberger, Anna; Kwiatek, Piotr; Loe, Terry W.; Oksanen-Ylikoski, Elina; Peterson, Robert M.; Rogers, Beth; Weilbaker, Dan C.

doi:10.2753/pss0885-3134310302

Cited by 43 publications

(30 citation statements)

References 67 publications

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“…Second, by viewing the salesperson improvisation-sales performance linkage from a descriptive decision-making lens we expound an alternative mechanism connecting salesperson behavior to performance Third, by examining resource-and customerrelated drivers and boundary conditions of salesperson improvisation, this study provides fine-grained recommendations on how sales organizations can engender improvisation in their sales force, and the conditions under which improvisation helps or hinders sales. Finally, given that improvisational behavior in the selling process may be driven by a lack of primary and enabling infrastructure such as communication channels and regulatory discipline (Sheth, 2011), and in view of scarce emerging markets sales scholarship (Panagopoulos et al, 2011), we broaden existing perspectives on industrial selling research by testing our theoretical framework (Figure 1) in an emerging market setting.…”

Section: Introductionmentioning

confidence: 99%

Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions

Banin

Boso

Hultman

et al. 2016

Industrial Marketing Management

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Abstract:Premised on the idea that not all salesperson behaviors can be pre-scripted and that, increasingly, salespersons must find ways to respond to unexpected but urgent market conditions, this study theorizes the drivers, outcomes and boundary conditions of salesperson improvisation. Using primary data from industrial salespersons, the study examines how perceptions of resource availability and customer demandingness drive salesperson improvisation and condition its sales performance effects. Findings show that higher levels of salesperson improvisation are associated with increased sales performance. Additionally, a heightened perception of resource availability and greater customer demandingness are associated with increases in salesperson improvisation. Furthermore, findings indicate that the salesperson improvisation-sales performance relationship is strengthened when resource availability is greater and when customer demandingness is lower.

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Section: Introductionmentioning

confidence: 99%

Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions

Banin

Boso

Hultman

et al. 2016

Industrial Marketing Management

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“…Due to the lack of existence of a secondary contact database that would dictate the sampling frame for this study, we generated a sampling frame according to official country statistics of industrial structure. This same issue of not having a secondary contact database was discussed by other scholars (Panagopoulos et al, 2011), who concluded that the use of contact lists may not be appropriate for data collection in many emerging countries.…”

Section: Participantsmentioning

confidence: 91%

“…We should note that most of the existing research on personal selling is generally based on the sales industry from developed Western societies such as the United States of America (USA) and the European Union (EU-15), with only a few articles from other nations (Baldauf & Lee, 2011;Geiger & Guenzi, 2009;Panagopoulos et al, 2011). As such, the extent to which conclusions drawn from data collected in developed markets can generalize to the sales industry from emerging markets has not been well established.…”

Section: Introductionmentioning

confidence: 99%

Facilitating of Emotions in Sales Interactions may Hinder Performance

Kadić-Maglajlić

Espinosa

2014

International Journal of Social Science Studies

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This article analyzes the relationship between facilitating of emotions, a branch of emotional intelligence, and salesperson performance. We employ an ability-based measure of facilitating of emotions on a sample of salespeople from Croatia (N = 245), and use structural equation modelling to test a linear versus non-linear relationship. We find that facilitating of emotions and salesperson performance share a relation that is modeled by a downward turning parabola. These findings contradict a linear relationship assumed in the conventional literature, and suggest that too little or too much facilitating of emotions may be detrimental to salesperson performance. These results provide new insights for sales personnel selection, the development of training agendas, and add an international dimension to the literature on personal selling from the point of view of an emerging market. The implications that emanate from our results have the potential of being useful for those interested in sales training.

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“…However, despite the anticipated positive contribution of export sales strategy to export success, no previous study has ever attempted to examine the underlying elements of ESS, investigate the factors facilitating its effective development, or empirically establish the link between ESS and export performance. In the broader area of international sales, Panagopoulos et al (2011) reviewed 97 articles, aiming to identify the key topics addressed and suggest an agenda for future research. Moreover, a recent study by Schrock et al (2018) reviewed 132 articles in the area of international sales and sales management from a social network analytic perspective, aiming to examine the most influential topics and 4 understand how they are interconnected.…”

Section: Introductionmentioning

confidence: 99%

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

Katsikea

Theodosiou

Makri

2019

EJM

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Purpose Exporting is a popular foreign market entry mode, especially among small- and medium-sized enterprises (SMEs). The success of SME exporters depends on their ability to establish and maintain profitable long-term relationships with foreign customers. This study aims to propose that the development of an effective export sales strategy can contribute greatly toward this aim. The study also demonstrates that export market intelligence generation and export market intelligence dissemination activities are important drivers of export sales strategy. Export sales strategy comprises three dimensions, which are expected to have a positive influence on export performance. Design/methodology/approach The study uses survey data obtained from 168 exporting firms based in Greece, to test a set of research hypotheses. Structural equation modeling procedures are used. Findings Findings indicate that export market intelligence generation and dissemination activities support and facilitate the development of effective export sales strategies, tailored to serve individual foreign accounts. Furthermore, all strategic dimensions of export sales strategy demonstrate significant positive effects on export performance. Research limitations/implications The research underlines the importance of incorporating export sales strategy in studies that aim to investigate the drivers of export performance. Practical implications The findings also indicate that exporting firms must actively engage in market intelligence activities to reinforce their strategic decision-making process. Originality/value The study emphasizes the crucial importance of export sales strategy in achieving superior export performance. The study provides a theory-driven conceptualization and operationalization of export sales strategy and offers an empirical assessment of a comprehensive model that includes the key antecedents and performance outcomes of export sales strategy.

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Internationalizing Sales Research: Current Status, Opportunities, and Challenges

Cited by 43 publications

References 67 publications

Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions

Salesperson improvisation: Antecedents, performance outcomes, and boundary conditions

Facilitating of Emotions in Sales Interactions may Hinder Performance

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

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