Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict

Agnihotri, Raj; Gabler, Colin B.; Itani, Omar S.; Jaramillo, Fernando; Krush, Michael T.

doi:10.1080/08853134.2016.1272053

Cited by 108 publications

(108 citation statements)

References 93 publications

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“…These obtained results confirm the fact that industrial customers are more demanding than retail ones. Industrial customer demandingness is a critical factor for their suppliers as such customers can often get easily dissatisfied with the existing products and services so as they are searching for new to replace the old ones [85]. Lastly, Figure 6 shows the strong and weak points of the natural gas providers examined.…”

Section: Research Resultsmentioning

confidence: 99%

“…Customer satisfaction can be a core determinant of the performance of any organization [1,3,86]. In the case of industrial customers, satisfaction can be of even greater importance due to the fact that such customers can easily seek new suppliers [85].…”

Section: Discussionmentioning

confidence: 99%

“…Research results show an adequate satisfaction level in the global satisfaction level about 74.99%. This level of satisfaction can be characterized as adequate, due to the fact that industrial customers are more demanding than retail ones and at the same time may have lower levels of satisfaction than the retail ones [73,85]. However, keeping in mind the fact that the percentage of neutral customers (either satisfied or dissatisfied) is around 27% of the total sample, a considerable space for improvement is recorded.…”

Section: Discussionmentioning

confidence: 99%

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Measuring Industrial Customer Satisfaction: The Case of the Natural Gas Market in Greece

et al. 2019

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This aim of this paper is to measure industrial consumer satisfaction in the natural gas sector in Greece. By using the Multicriteria Satisfaction Analysis (MUSA) method, the paper measures industrial customer satisfaction based on criteria concerning the provided products and services, communication and collaboration with providers’ staff, customer service, pricing policy and website. The research results that are based on the analysis of 95 questionnaires collected during the period between June 2017 and October 2017 show that the index of the global customer has a good performance as its value is about 74.99%. Furthermore, the satisfaction criterion with the highest performance is the one concerning communication and collaboration with natural gas providers’ staff. It should be noted that the criterion concerning the provided products and services criterion is the only one with high performance and importance—meaning that it should be in the spotlight of the natural gas providers. The paper concludes that there is considerable space for improvements to be made. Customer satisfaction is of great importance for every company, as it can be highly connected with its performance. Using the results of this study, natural gas providers will have the chance to frame their future actions in order to keep their industrial customers satisfied. Taking into account both the fact that industrial customers’ share in the Greek natural gas market is about 25% and that this market has been recently liberalized, it is of vital importance for natural gas providers to have sufficient information about their industrial customers’ satisfaction.

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Section: Research Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Measuring Industrial Customer Satisfaction: The Case of the Natural Gas Market in Greece

et al. 2019

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“…Tomando en cuenta los aspectos anteriormente expuestos asociados a los fundamentos teóricos respectivos, es posible determinar que la venta adaptativa tiene elementos y características que la pueden distinguir como capacidades dinámicas, pues cuenta con elementos estructurales comunes y un importante potencial de adaptabilidad para desarrollar las actividades de ventas de las firmas (Teece et al, 1997;Agnihotri et al, 2017). Pese al potencial de la venta adaptativa para contribuir a resultados superiores en las ventas de las firmas, no existen investigaciones que hayan explorado sus características como esta capacidad dinámica indicada, para robustecer su rol y preponderancia en el proceso general de interacción entre fuerza de ventas y prospectos y clientes (Franke y Park, 2006).…”

Section: Venta Adaptativa Y Su Rol Articulador De Capacidades Dinámicunclassified

Determinantes de la Venta Adaptativa como Capacidad Dinámica de las firmas

Alarcón

2020

BAS-UCHILE

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In recent years, the scientific community has deepened its research in the field of sales, exploring the characteristics and impact of adaptive sales on sales team performance, while in the discipline of strategic studies, the analysis and understanding of dynamic capabilities of firms as a mechanism to increase their competitiveness in changing environments, has also won a prominent place for both the academic and practical world. In this analysis, Adaptive Sale is exposed to different theoretical structural elements that distinguish it as ahigh-level Strategic Dynamic Capacity, incorporating characteristics that give it the potential to learn and accumulate skills from its internal competences in order to conduct itself in a flexible way through the dynamic changes of the environment. Throughout an integration analysis that exposes the similar characteristics of these seminal constructs, this review argues that the Adaptive Sale has, in a consistent manner with the definition of the theoretical framework of the Dynamic Capacities, three perspectives of approximation associated with the Life Cycle of Sales Management, in the general configuration of the firm's resources and in the specific nature of these capabilities, which translate into different cognitive abilities necessary to deploy behaviors and routines to detectopportunities and threats from the competitive environment. The article concludes that the Adaptive Sale, when considered as a dynamic capacity, has a role that projects it beyond a good practice of low order behavioral routines, constituting a mediating role of the Sales Orientations and with a clear impact in the management of the Sales Management to provide high value final offers that allow to achieve sustainable competitive advantages andsuperior performance.

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“…Therefore, armed with online and offline accessible capabilities, the present generation shoppers are engaging in purchases (El Banna, Papadopoulos, Murphy, Rod, & Rojas-Méndez, 2018) without the influences of retailers' promotion strategies (Trivedi, Gauri, & Ma, 2017) or the strategies of sales force to convince them to make a sale (Homburg, Müller, & Klarmann, 2011;Agnihotri, Gabler, Itani, Jaramillo, & Krush, 2017). However, customers would favor the products (R. Singh, Kumar, & Puri, 2017) that are often communicated them in local regional languages (MacKenzie, 2009;Dragojevic, Berglund, & Blauvelt, 2018).…”

Section: Introductionmentioning

confidence: 99%

Language barriers of the sales force in personal selling

Muramalla¹

2019

JBRMR

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This paper discussed the language barriers of the sales force in personal selling. For the purpose, ten types of language barriers are tested with a sample of 180 salespeople who are chosen by convenience sampling method in two southern States of India namely Andhra Pradesh and Telangana where majority people speak in the Telugu language. By snowball sampling method, conversational interviews are conducted with the sampled sales force and investigated the specific language barrier that was highly troubled them during their conversations with the customers. From the total responses, ranks are given to each barrier. Study results revealed that in AP and Telangana more salespeople experienced the barriers of literacy, jargon, dialects, unclear sound, and accent. Few troubled byword choice, pidgins, semantic gaps, slang, and linguistic ability. In urban markets, more salespeople averted by word choice and literacy, in rural areas more was hostile to semantic gaps and Jargon. The female sales force was more concerned with literacy, slang, and accent. More male sales representatives are apprehensive about dialects, unclear sound, and jargon. A similar study recommended by extending to other southern States in India such as Tamil Nadu, Odisha, Karnataka, and Maharashtra, to find out the barriers of Indian regional languages in direct selling at rural and urban markets.

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Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict

Cited by 108 publications

References 93 publications

Measuring Industrial Customer Satisfaction: The Case of the Natural Gas Market in Greece

Measuring Industrial Customer Satisfaction: The Case of the Natural Gas Market in Greece

Determinantes de la Venta Adaptativa como Capacidad Dinámica de las firmas

Language barriers of the sales force in personal selling

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