Salesforce output control and customer-oriented selling behaviours

Amenuvor, Fortune Edem; Basilisco, Richard; Boateng, Henry; Shin, Kwan Soo; Im, Dohyun; Owusu-Antwi, Kwasi

doi:10.1108/mip-08-2021-0269

Cited by 14 publications

(18 citation statements)

References 38 publications

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“…We assessed output feedback using three items from Jaworski and MacInnis’s (1989) scale. Drawing on prior research that conceptualizes output control or feedback based on performance goals (Amenuvor et al , 2022c; Groen et al , 2018; Shin et al , 2021; Vieira et al , 2022), we measured output feedback to monitor whether salespeople achieved their performance goals. Among door-to-door salespeople, performance goals reflect the sales revenue (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

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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.

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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

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“…3.1 Salesforce control systems and service-sales ambidexterity Many sales firms are unlikely to use a salesforce control strategy that is primarily based on behavior or outcomes. However, the majority of sales organizations prefer one over the other Salespeople's service-sales ambidexterity (Amenuvor et al, 2022;Shin et al, 2021). According to Anderson and Oliver (1987), the design of the salesforce control system is a continuum, with behavioral perspectives representing its two extremes.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Despite the fact that this line of research significantly contributes to the theoretically determined validity of ambidexterity, our review of the literature on service-sales ambidexterity in salespeople reveals several limitations. First, while salesforce control mechanisms appear to have a direct influence on salespeople's behavior (Amenuvor et al ., 2022), prior research has been unable to demonstrate how salesforce control mechanisms may affect salespeople's service-sales ambidextrous behaviors. Second, empirical research on the value of ambidexterity in customer service and sales has yielded conflicting results.…”

Section: Introductionmentioning

confidence: 99%

Formal salesforce controls and service-sales ambidexterity: the moderating role of salespeople's grit

Amenuvor

Mensah

Nkukpornu

et al. 2023

MIP

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PurposeThe study examines the effects of behavior-based and outcome-based control systems on service-sales ambidexterity, role conflict, emotional exhaustion and job performance in salespeople.Design/methodology/approachData are collected from 704 salespeople in Ghana. The proposed hypotheses are tested through the structural equations modeling technique.FindingsThe study finds that both behavior-based and outcome-based controls have positive and significant effects on service-sales ambidexterity in salespeople. Similarly, the study discovers that service-sales ambidexterity has a positive and significant impact on both role conflict and emotional exhaustion in salespeople. The study also finds that role conflict and emotional exhaustion both have a negative impact on job performance. Finally, the study finds that salespeople's grit moderates the negative relationship between emotional exhaustion and job performance.Practical implicationsThe results imply that while salespeople's service-sales ambidexterity may be beneficial to their individual and firm performance, it may also lead to role conflict and emotional exhaustion.Originality/valueThe current study demonstrates how control mechanisms can lead to service-sales ambidexterity in salespeople and how this can lead to role conflict and emotional exhaustion.

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“…Most businesses have long prioritized long-term, mutually beneficial, and sustainable customer relationships. These ties improve customer loyalty, business sustainability [1][2][3], and satisfaction [4]. Increased customer loyalty and satisfaction may result in increased sales and profits [5,6].…”

Section: Introductionmentioning

confidence: 99%

“…The sales-oriented-customer-oriented (SOCO) approach is a common mechanism for analyzing boundary-spanners' proclivity for relational marketing [11]. Customers are much more likely to form long-term relationships with salespeople who employ a socalled customer-oriented strategy [1,8]. A customer-oriented selling technique focuses on assisting customers in making informed purchasing decisions, and may include measures that prioritize the customer's best interests over immediate sales and commissions.…”

Section: Introductionmentioning

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

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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.

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Salesforce output control and customer-oriented selling behaviours

Cited by 14 publications

References 38 publications

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

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

Formal salesforce controls and service-sales ambidexterity: the moderating role of salespeople's grit

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

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