Internet Channel Cannibalization and its influence on salesperson performance outcomes in an emerging economy context

Sharma, Dheeraj; Pandey, Shivendra Kumar; Chandwani, Rajesh; Pandey, Peeyush; Joseph, Rojers P.

doi:10.1016/j.jretconser.2018.09.005

Cited by 4 publications

(3 citation statements)

References 65 publications

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“…These figures indicate a sizeable franchising market growing at a good pace, making India an excellent choice to study relationship commitment between franchisees and franchisors. Franchisors are also opening new channels to cater to the growing economy (Sharma et al , 2018). The addition of new channels is leading to multiple channel complexity and is perceived as cannibalistic by franchisees.…”

Section: Methodsmentioning

confidence: 99%

“…However, adding new channels can strain the relationship between franchisors and existing franchisees (Nair et al , 2009). Franchisees may perceive the new channels as cannibalistic (Choi et al , 2017; Sharma et al , 2010, 2018). In such circumstances, a franchisor’s leadership style may play a crucial role in alleviating franchisees’ fear.…”

Section: Introductionmentioning

confidence: 99%

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Exploring the influence of channel leadership style on channel commitment in a franchising context

Sharma

Patel

Pandey

2021

JBIM

Self Cite

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Purpose This paper aims to explore franchisor–franchisee relationships in the context of plural forms. Plural forms implies the co-existence of franchised and non-franchised outlets of a given company. More specifically, the paper examines the impact of franchisors’ leadership styles on franchisees’ relationship commitment when the company franchised outlets co-exist with independent non-franchised outlets. Specifically, this study operationalize the plural forms phenomenon in franchising, using multi-channel complexity as a moderator. The mediating role of relational capital is also examined. Design/methodology/approach Data were collected from 254 franchisees. The hypothesized model was tested using partial least squares structural equation modeling (PLS-SEM). Findings The results indicate that all three – participative, supportive and directive leadership styles of franchisors increase relationship commitment. In a high channel complexity context, a supportive leadership style is the most effective, whereas, in a low channel complexity context, a participative style is the most effective. Relational capital also partially mediated the relationships between leadership styles and relationship commitment. Practical implications Franchisors should follow a participative leadership style when channel complexity is low. However, as they add new channels and the channel complexity increases, franchisors should shift toward a supportive leadership style to maintain existing franchisees’ commitment. In current environments, managers should avoid using directive leadership in favor of the other two leadership styles. Originality/value The present study is the first to examine the influence of channel leadership style on relationship commitment in an environment of multiple channel complexity.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Exploring the influence of channel leadership style on channel commitment in a franchising context

Sharma

Patel

Pandey

2021

JBIM

Self Cite

View full text Add to dashboard Cite

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“…These differentiating factors include adaptive selling (Alavi et al, 2019), Resilience (Smith et al, 2008), flexibility and adaptation (Ruiz & Odriozola-González, 2017), self-efficacy (Alyahya et al, 2020), and bricolage (Epler & Leach, 2021). Furthermore, relational capital was found to moderate the relationship between sales agents' perceived cannibalization and job performance (D. Sharma et al, 2018). They highlighted that the influence of sales digitalization technologies, including digitization and artificial intelligence, is likely to be more significant and far-reaching than previous sales technologies (Singh et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Was COVID-19 the end of B2B Sales as We Know it? Understanding the New Skills and Competencies of the B2B Salesperson After a Disruption Event Such as COVID-19

Bullemore¹,

Tautiva²

2023

J. Professional Business Review

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Purpose: The aim of this study is to examine despite Covid-19 pandemic, several companies managed to grow their sales. This leads us to our research questions: what selling competencies make best salespeople post Covid-19 disruption? And, which of the sales competencies make to be most important toward their job performance? Theoretical framework: The B2B selling abilities post Covid-19 as the subject of this study has been little research by the academy and without a dominant theoretical framework, but rather a partial vision. This article contributes to integrating the scarce academic literature, which, as we demonstrate, is mainly empirical, with a theoretical domain. Design/methodology/approach: The use of established generic scales capturing each of the constructs of interest by surveying Key Account Managers in a B2B industry setting. Descriptive statistics, psychometric properties, pairwise correlations, and partial least squares structural equation modeling (PLS-SEM) where deployed. Findings: The results suggests that there is a positive direct effect of salesperson bricolage, adaptive selling, resiliency, salesperson' self-efficacy, and psychological flexibility with salesperson post-disruption performance. Lastly, a negative indirect effect is found between learning orientation, salesperson creativity, and salesperson grit. Research, Practical & Social implications: The study has focused on the proposal of what are the new sales competencies that B2B key account managers must develop to achieve a better sales performance, so managers must train and coach their B2B Key Account Managers (KAM) considering the new abilities needed (salesperson bricolage, adaptive selling, resiliency, salesperson' self-efficacy, and psychological flexibility) for sales success. Originality/value: The value of this study is a novel effort to understand what skills are needed to succeed in the post Covid-19 B2B selling environment.

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A Hybrid MCDM Model for Evaluating Open Banking Business Partners

et al. 2021

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Open banking (OB) is an emerging business field in the financial sector, which relies on intensive collaboration between banks and non-banking service providers. However, how to evaluate OB business partners from multiple perspectives for banks is underexplored. Therefore, this study proposed a hybrid decision model with supports from seasoned domain experts. This study also adopts a domestic bank from Taiwan and four non-banking service providers to illustrate the hybrid approach with the confidence-weighted fuzzy assessment technique. The proposed model might be the first attempt to explore the OB adoption strategy by the novel approach. However, its limitations are the presumed independent relationship among the factors of this hybrid model. Additionally, the results hinge upon domain experts’ knowledge. In practice, the research findings identify the relative importance of banks’ crucial factors to select OB strategic partners, which provide managerial insights and valuable guidance for the banking sector.

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Internet Channel Cannibalization and its influence on salesperson performance outcomes in an emerging economy context

Cited by 4 publications

References 65 publications

Exploring the influence of channel leadership style on channel commitment in a franchising context

Exploring the influence of channel leadership style on channel commitment in a franchising context

Was COVID-19 the end of B2B Sales as We Know it? Understanding the New Skills and Competencies of the B2B Salesperson After a Disruption Event Such as COVID-19

A Hybrid MCDM Model for Evaluating Open Banking Business Partners

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