Understanding the adoption of new brands through salespeople: a multilevel framework

Wieseke, Jan; Homburg, Christian; Lee, Nick

doi:10.1007/s11747-007-0055-z

Cited by 62 publications

(83 citation statements)

References 50 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, we add to recent work on internal marketing of new products (e.g., Wieseke et al 2008). In contrast to the traditional view that internal marketing efforts motivate salespeople to sell new products (Atuahene-Gima 1997; Johnson and Sohi 2016), we show that this relationship is not straightforward.…”

Section: Theoretical Implicationsmentioning

confidence: 59%

“…Salesperson's perception of the new product (Ahearne et al 2010); Assigned goals, self-set goals, self-efficacy (Fu et al 2009); Salesperson motivation and ability (Johnson and Sohi 2016) Expected customer demand, sales manager adoption (brand adoption; Wieseke et al 2008); Salesforce integration (Kuester et al 2016) Experience, knowledge, empowering leader behaviors (Rapp et al 2006) Outcomes (selected studies)…”

Section: Conceptual Development Perceived Risk Processing Theorymentioning

confidence: 99%

“…Perceived social risk For salespeople, their sales manager is influential because of his or her formal status, personal contact, and pivotal role in individuals' overall performance evaluations (Wieseke et al 2008). Salespeople interpret managerial orientations through an iterative process of receiving inputs, acting upon demands, and adjusting their behavior due to the feedback received (Schneider et al 2003).…”

Section: Hypotheses Perceived Risk Dimensions In Risk Assessmentmentioning

confidence: 99%

“…This goal can be accomplished through the sales of any product in a salesperson's portfolio. Because salespeople more easily see how to realize revenue growth through proven sellers than through difficult-to-sell new products (Wieseke et al 2008), long-term rewards could perhaps de-emphasize salespeople's concerns about a new product's success in the market. An alternative explanation is that long-term rewards and new product information substitute each other: when salespeople have sufficient information, there is no need for long-term rewards since salespeople are able to make well-informed decisions.…”

Section: The Selling Of New Products and Services In Our Assortment mentioning

confidence: 99%

“…Managers generally attribute the lack of product success-40 to 90% of all new products fail in the marketplace-to salespeople's choices for proven sellers, rather than trying to sell new products (Ahearne et al 2010;Wieseke et al 2008). Companies thus invest millions of dollars annually to make new products look more attractive to salespeople (Fu et al 2010).…”

mentioning

confidence: 99%

See 4 more Smart Citations

Are conservative approaches to new product selling a blessing in disguise?

Borgh

Schepers

2017

J. of the Acad. Mark. Sci.

View full text Add to dashboard Cite

A new product's success in the marketplace largely depends on salesforce actions. Many B2B salespeople display conservatism when confronted with new products in their portfolio, such that they maximize their efforts to sell existing products before engaging in efforts to sell the new product. So far, it is unclear whether this conservative selling behavior (CSB) is harmful to new product selling performance, and how this behavior can be managed. Building on perceived risk processing theory, and employing multi-level structural equation modeling on a multi-source dataset, the authors empirically substantiate that salespeople's CSB makes their effort to sell new products more effective. Remarkably, such effort is then valued less by sales managers. The authors also find that CSB is a result of a risk assessment and evaluation process, in which internal marketing efforts (i.e., providing salespeople with information on the new product) determine the weight of perceived performance risk (i.e., new product radicalness), social risk (i.e., managerial new product orientation), and financial risk (i.e., long-term rewards). Managers looking to control the levels of CSB in their salesforce should carefully align their information support activities with the perceived risk dimensions of the new product selling situation.

show abstract

Section: Theoretical Implicationsmentioning

confidence: 59%