PurposeCompanies are increasingly attempting to offer customers an experience of availability range, affordable cost, shopping convenience, and ambience. The purpose of this paper is to determine the impact of salesperson behavior on motivation, cognition, emotions, and responses of the consumers and to identify different responses to sales interaction according to their different perceptions. The purpose of this paper is to address the role of salesperson behavior and motivation mind‐set during the interactive sales encounter experience and whether they affect a consumer cognitions, emotions, and outcome behaviors.Design/methodology/approachBased on a literature review, a conceptual model is developed for this paper.FindingsThis paper has significant implications in terms of not only understanding the mechanisms that underlie selling effectiveness but also the role of consumer psychographics, sales encounter experience, and salespersons behavior influencing purchase decision making.Originality/valueFrom a managerial perspective, the paper contributes from a prescriptive stand point in terms of enabling sales people to select effective selling behaviors based on more than overt demographic characteristics. Theoretical contributions include examining the relationship among motivation, emotion, and cognition in an interpersonal sales interaction experience.

No abstract

No abstract

No abstract

This chapter looks into social media tools being leveraged by marketing groups of various organisations. More specifically, this chapter attempts to identify the usefulness, sustainability, and reliability of social media tools in the context of the brand image of American Express. In the last two years, American Express has launched numerous touch points on various social media platforms, which include Facebook, LinkedIn, and FourSquare. The chapter concludes that social media tools do impact the brand building exercise of an organisation to offer strong value proposition, and therefore, American Express should also invest such effort to stay a leader in the payment industry. However, in order to target younger customers there is a need for revamping and rejuvenation the value proposition so as to remain young, meaningful, and contemporary.