Double-Loop Sales Adaptation: A Conceptual Model and an Empirical Investigation

Viio, Paul; Nordin, Fredrik

doi:10.1080/1051712x.2017.1313673

Cited by 5 publications

(3 citation statements)

References 43 publications

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“…Their problem/challenge becomes a shared one. Your common aim becomes their battle to win that contract (Viio & Nordin, 2017). Yaacob (2014) opined that under the umbrella of Total Quality Management, numerous firms have incorporated the practise of customer focus.…”

Section: Customer Focusmentioning

confidence: 99%

Quality Management Practices and Competitive Advantage of Selected Food and Beverage Manufacturing Firms in Lagos State, Nigeria

O. G.,

B. H.,

A. D.

et al. 2023

EJHRMS

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The performance of Food and Beverages manufacturing firms is important to the development of the economy and this has been considered by researchers. In Nigeria, the decline in the performance of this sector in terms of competitive advantage has been noticed which could be as a result of a lack of quality management practices such as leadership behaviour, strategic quality planning, supplier quality management, process management and customer focus. The study investigated the effect of quality management practices on the competitive advantage of selected Food and Beverages manufacturing firms in Lagos State, Nigeria. The survey research design was adopted. The population of the study was 14, 591 top, middle and low-level management employees of the selected Food and Beverages manufacturing firms in Lagos State, Nigeria. A sample size of 491 was determined using the research advisor table. A simple random sampling technique was used. A validated questionnaire was used to collect data. Cronbach’s alpha reliability coefficients for the constructs ranged from 0.866 to 0.954. The response rate was 100%. Data were statistically analysed using descriptive and inferential statistics (multiple and hierarchical regression). Findings revealed that quality management practices had a significant effect on the competitive advantage of Food and Beverages manufacturing firms in Lagos State, (Adj.R2 = 0.117; F (5, 485) = 14.025, p < 0.05). The study concluded that quality management practices affected competitive advantage in Food and Beverages manufacturing firms in Lagos State, Nigeria. The study recommends that Food and Beverages manufacturing firms should encourage the adoption of quality management practices to enhance competitive advantage. Article visualizations:<img src="/-counters-/soc/0001/a.php" alt="Hit counter" />

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Section: Customer Focusmentioning

confidence: 99%

Quality Management Practices and Competitive Advantage of Selected Food and Beverage Manufacturing Firms in Lagos State, Nigeria

O. G.,

B. H.,

A. D.

et al. 2023

EJHRMS

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“…In the first category, seven articles explicitly recognize agility selling as a distinct sales behavior model. Ulaga & Loveland (2014) and Viio & Nordin (2017) recognize agility selling as a new and alternative sales behavior while others recognize the importance of speed (e.g., Haas et al, 2012). Terho et al (2012) and others describe agility selling as an ability to uncover sales opportunities.…”

Section: Agility Selling Represents An Untapped Research Opportunitymentioning

confidence: 99%

Salesforce responsive roles in turbulent times: case studies in agility selling

Bourguignon

Boeck

Alejandro

2021

JBIM

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Purpose Salespeople are at the forefront of the external environment where they act as the first responders to critical events and their resulting business turbulence. How the salesforce responds to turbulence is, therefore, of great interest both theoretically and in practice. The paper aims to rekindle interest in agility selling, which is the most adequate behavioral sales model to exploit environmental uncertainty. Design/methodology/approach An organizational autoethnography complemented with data from in-depth interviews with key salespeople involved in turbulence resulted in the development of eight case studies. Findings Salespeople use agility selling through four possible responsive roles. They amplify, innovate, cooperate or mitigate turbulence to exploit its ensuing opportunity or minimize its negative effect for both the supplier and the customer. The article enhances the agility selling model by putting three core abilities in the forefront: (1) forecasting turbulence from critical events, (2) responding to changes quickly and adequately and (3) exploiting changes as opportunities. Research limitations/implications The article argues that critical events are the cause of the turbulence that the salesforce must deal with before it hits the dyad. Agility selling represents an untapped research opportunity in business-to-business sales, and sales management, as well as within the overall agile organization. Practical implications Sales organizations would greatly benefit in implementing training of agility selling’s core abilities because responsiveness is a valuable tool for salespeople in times of turbulence. Originality/value The study is the first to empirically demonstrate the existence of agility selling.

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“…In addition, few studies have taken into consideration the sequential and dynamic relationship between sales and marketing spending to date, especially in the B2B sector (Varadarajan, 2016; Viio and Nordin, 2017). Moreover, most of the past studies do not have a thorough investigation of the “Granger causality” and its direction between sales and marketing expenditures, except for a few studies in the B2B context, notably Darrat et al (2016) and Kolsarici et al (2020).…”

Section: Introductionmentioning

confidence: 99%

The interplay between sales and marketing expenditures: an econometric approach in the B2B market

Baidya,

Maity

2023

JBIM

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Purpose Managers engage in marketing efforts to boost sales and in setting marketing budgets based on current or historical sales. Past studies have overlooked the reciprocal relationship between marketing spending and sales. This study aims to examine the nature of the relationship between sales and marketing expenses in the B2B market. Design/methodology/approach Five hypotheses on the relationship between sales and marketing expenditures were framed. A total of 30 of India’s dyeing firms provided data on revenues, sales (in units) and marketing expenditures over time. The structural vector auto-regressive model and the vector error correction model were fitted to the data. Findings The results show that marketing expenses and sales are related bidirectionally in a sequential way. Furthermore, sales drive the long-term equilibrium relationship to a greater extent than marketing expenditures. Practical implications The findings of this study should assist managers in predicting sales and marketing budgets simultaneously and devising precise marketing strategies and tactics. Originality/value Using econometric models in data-driven research is not a frequent practice in marketing. This study adds value to the body of marketing literature by advancing the theory of the relationship between sales and marketing spending using real-world data and econometric models in the B2B sector.

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Double-Loop Sales Adaptation: A Conceptual Model and an Empirical Investigation

Cited by 5 publications

References 43 publications

Quality Management Practices and Competitive Advantage of Selected Food and Beverage Manufacturing Firms in Lagos State, Nigeria

Quality Management Practices and Competitive Advantage of Selected Food and Beverage Manufacturing Firms in Lagos State, Nigeria

Salesforce responsive roles in turbulent times: case studies in agility selling

The interplay between sales and marketing expenditures: an econometric approach in the B2B market

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