When Intelligence Is (Dys)Functional for Achieving Sales Performance

Verbeke, W.; Belschak, Frank D.; Bakker, Arnold B.; Dietz, Bart

doi:10.1509/jmkg.72.4.44

Cited by 56 publications

(41 citation statements)

References 58 publications

(49 reference statements)

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“…A closer look at Table 2 shows that this sub-category only captures 12 correlations. In a knowledge-intense economy, salespeople selling knowledge-based solutions are called upon to transfer knowledge (knowwhy) from their own firm to the firms of various customers (e.g., Verbeke et al 2008). Intelligent salespeople shape how customers conceptualize their own needs and how the product or service of the selling firm relates to this view.…”

Section: Discussionmentioning

confidence: 99%

“…Since cognitive ability is a stable personality trait, the managerial implication is that firms will most likely hire salespeople high on cognitive abilities. However, as Verbeke et al (2008) show, cognitive abilities should be complemented by other abilities, especially social skills, to prevent firms from only hiring "competent jerks" which can result in dissatisfied customers. Surprisingly, cognitive abilities is a relatively under researched topic (Table 2 demonstrates it is the smallest sub-category with only 12 correlations).…”

Section: Discussionmentioning

confidence: 99%

“…(4) We interpret the meaning of these salesperformance drivers in the context of recent developments in our economic landscape. Taking an overview of the data, we speculate that as we move toward a knowledgeintensive economy (e.g., Verbeke et al 2008) or a science-based economy (e.g., Stremersch and Van Dyck 2009), salespeople will take on more of a knowledgebrokering role, transferring know-why (science behind products/services) and know-how (what salespeople learn when a market segment uses products/services) to customers (e.g., Stremersch and Van Dyck 2009;Verbeke et al 2008). We discuss research topics that match this vision of the sales function of the future.…”

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confidence: 99%

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Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Verbeke

Dietz

Verwaal

2010

J. of the Acad. Mark. Sci.

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485

423

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It has been 25 years since the publication of a comprehensive review of the full spectrum of salesperformance drivers. This study takes stock of the contemporary field and synthesizes empirical evidence from the period . The authors revise the classification scheme for sales performance determinants devised by Walker et al. (1977) and estimate both the predictive validity of its sub-categories and the impact of a range of moderators on determinant-sales performance relationships. Based on multivariate causal model analysis, the results make two major observations: (1) Five sub-categories demonstrate significant relationships with sales performance: selling-related knowledge (β=.28), degree of adaptiveness (β=.27), role ambiguity (β=−.25), cognitive aptitude (β=.23) and work engagement (β=.23). (2) These sub-categories are moderated by measurement method, research context, and salestype variables. The authors identify managerial implications of the results and offer suggestions for further research, including the conjecture that as the world is moving toward a knowledge-intensive economy, salespeople could be functioning as knowledge-brokers. The results seem to back this supposition and indicate how it might inspire future research in the field of personal selling.Keywords Sales performance . Salespeople . Meta-analysis . Knowledge-economy . Knowledge-brokering An understanding of the factors that drive sales performance and how these vary across different contexts is essential for both managers and researchers in sales and marketing. Twenty-five years ago Churchill et al. (1985) published a seminal paper on the antecedents of sales performance that has shaped academic and managerial thinking on sales management and become one of the most cited articles in marketing research (Leigh et al. 2001). Applying a classification scheme of antecedents of sales performance developed previously by Walker et al. (1977), Churchill et al. (1985) found six predictive categories to explain marginal variance in sales performance (in order of predictive validity): role perceptions, skill levels, aptitude, motivation, personal characteristics, and organizational/ environmental variables. In addition, their meta-analysis demonstrated that the type of products sold moderated the predictive power of these categories for sales performance. Most empirical research thus far had been looking at enduring personal characteristics as determinants for sales performance. The basic message of this meta-analysis was that these variables were not the most important predictors (Churchill et al. 1985, p. 117). Instead, Churchill et al. (1985 suggested that researchers should investigate "influenceable" determinants of sales performance. Another key focus they proposed was the dynamic nature of the sales Mark. Sci. (2011) 39:407-428 DOI 10.1007 conversation that indeed has become a crucial research topic (p. 116). This call sparked a plethora of new research streams on the determinants of sales performance. Twentyfive years have passed ...

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Verbeke

Dietz

Verwaal

2010

J. of the Acad. Mark. Sci.

Self Cite

485

423

View full text Add to dashboard Cite

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“…We borrow Zablah et al's (2012, p. 25) definition of job performance as "the extent to which an employee contributes to organizational effectiveness given the expectations associated with his/her work role." For some jobs, sales or profit achieved is an adequate measure of job performance (e.g., Verbeke et al 2008). But the job performance of frontline employees often encompasses a wide range of behaviors directed both internally (towards managers and colleagues) and externally (towards customers).…”

Section: Customer Orientation and Job Performancementioning

confidence: 99%

Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees

Korschun

Bhattacharya

Swain

2014

Journal of Marketing

399

327

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“…In contrast, if they perform the technical aspects effectively, higher levels of interpersonal effectiveness should be recognized as useful (Kiker and Motowidlo, 1999). In a sales setting, Verbeke et al (2008) demonstrate that social competence (extra-role behaviour) moderates the relationship between cognitive ability (in-role behaviour) and sales performance; Kidwell et al (2011) also show that emotional intelligence (extra-role behaviour) moderates the relationship between cognitive ability (in-role behaviour) and sales performance.…”

Section: Interaction Effect Between Etc and Eecmentioning

confidence: 99%

An analysis of the interaction effect between employee technical and emotional competencies in emotionally charged service encounters

Delcourt

Gremler

Zanet

et al. 2017

JOSM

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Purpose Customers often experience negative emotions during service experiences. The ways that employees manage customers’ emotions and impressions about whether the service provider is concerned for them in such emotionally charged service encounters (ECSEs) is crucial, considering the criticality of the encounter. Drawing on cognitive appraisal theory, this study proposes that two key competencies – employee emotional competence (EEC) and employee technical competence (ETC) – affect negative customer emotions and customer satisfaction with employee response in ECSEs. Design/methodology/approach This study relies on a video-based experiment that depicts a customer involved in an ECSE as a service provider delivers bad news to him. The hypothesis tests use a two-way independent analysis of covariance. Findings Both emotional and technical competencies must be displayed to improve the customer experience in an ECSE. When EEC is low, ETC does not decrease negative customer emotions or increase customer satisfaction with employee response. When EEC is high, ETC instead has a significant impact on both customer outcomes. Practical implications Managers must train employees to develop both technical and emotional competencies. Employees who demonstrate only one type cannot temper customers’ emotions or enhance their perceptions of the employees’ response as well as can those strong in both competencies. Originality/value Using a video-based experiment, this study examines the moderating role of EEC in the relationship between ETC and two key aspects of the customers’ experience in an ECSE (negative customer emotions and customer satisfaction with employee responses) following the delivery of bad news.

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When Intelligence Is (Dys)Functional for Achieving Sales Performance

Abstract: AND KEYWORDS AbstractUsing two different samples of salespeople, the authors investigate how a combination of general mental ability (GMA) and specific skills and capabilities (social competence and thinking

Cited by 56 publications

References 58 publications

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Drivers of sales performance: a contemporary meta-analysis. Have salespeople become knowledge brokers?

Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees

An analysis of the interaction effect between employee technical and emotional competencies in emotionally charged service encounters

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