One does not fit all: what is in a salesperson sample?

Rutherford, Brian N.; Troncoza, Martha; Ambrose, Scott C.; Anaza, Nwamaka; Matthews, Ryan

doi:10.1080/08853134.2023.2252610

Cited by 4 publications

(1 citation statement)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Six of the original interviewees were not available, as two retired, two changed careers and two changed positions. The sample size is consistent with recent qualitative sales samples (Rutherford et al , 2023). Table 3 provides a summary chart of the informants and their firms.…”

Section: Methodssupporting

confidence: 82%

Inflection points during a disruptive event: planning within the sales force

Matthews,

Rutherford,

Matthews

et al. 2023

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to investigate business-to-business sales executives’ navigation of challenges and changes in planning during two separate periods (prevaccine and postvaccine) of time, which were impacted by a disruptive event (the COVID-19 pandemic). Design/methodology/approach This study uses a two-phase qualitative data collection approach. Thirteen executives, primarily from the Business-to-Business (B2B) manufacturing industry, were interviewed in phase one (2–3 months before the first COVID-19 vaccine). The second period of data collection was collected 4–5 months after vaccines became available. Findings The prevaccine business environment focused on short-term challenges, while the vaccine created exponential changes to long-term sales practices, suggesting the need to focus on critical inflection points that occur after the initial disruptive event. Research limitations/implications This exploratory study is a step toward developing a deeper understanding of managing disruptive events within a business-to-business sales environment by stressing the importance of both the actual disruptive event and the inflection points that follow the event. Practical implications New business models are constantly developing and evolving. However, this study suggests the biggest changes could occur after an inflection point from the disruption. Thus, firms need to consider different planning strategies before and after certain inflection points following a disruptive event. First, firms should adapt from their predisruption strategy to focus on short-term challenges during the initial phases of a disruption, likely halting most of the long-term planning. Second, inflection points create the need to move beyond short-term challenges and changes to focus on long-term changes. Third, long-term strategies and planning postinflection point will be different, and likely more complex, than long-term strategies and planning predisruption. Originality/value Most studies look at a disruptive event through a single data collection period. This longitudinal study compares prevaccine and postvaccine thought processes to explore the impact of an inflection point.

show abstract

Section: Methodssupporting

confidence: 82%