Multi-stage expectation-confirmation framework for salespeople expectation management

Abstract

Purpose Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial marketing literature. In response, the purpose of this study is to leverage the expectation confirmation theory to present a conceptual framework that provides an effective tool for salespeople expectation management. Design/methodology/approach This study first explores the application and strategic implications of expectation-confirmation theory in salespeople expectation management and theorizes that salespeople establish pre-expectations (expectations that are developed before joining the firm), experience multiple stages of the expectation-confirmation process throughout their sales career with a firm and – in each stage – establish either a longer-term commitment to or permanent disengagement from the firm. Findings A winning strategy for sales organizations is to recognize salespeople expectations and to meet or beat these expectations. Salespeople expectation management is particularly important in sales organizations that frequently find aligning sales force management strategies with organizational imperatives to be challenging. Research limitations/implications This study extends expectation-confirmation theory by presenting a conceptual framework that: identifies the existence of pre-expectations of salespeople and their outcomes; recognizes that the expectation-confirmation process occurs across multiple stages in the salespeople’s career cycle; recognizes that the level of expectations in previous stages of one’s career cycle influences the level of expectations in subsequent stages; and conceptualizes the non-linear relationship between expectations, tenure and turnover intentions. Originality/value The multiple expectation-confirmation framework can be used for effective salespeople expectation and turnover management and may also serve as a general model of organizational interventions.

The role of analytical CRM on salesperson use of competitive intelligence

“…It would seem self-evident that when a salesperson uses a CRM system that it would naturally lead to increased information use behavior. Unfortunately, it is not uncommon for CRM initiatives to fail because of a lack of planning, unclear objectives and a failure to explain the need for CRM changes (Oh and Ma, 2018). Additionally, when a salesperson does not see the value in using the CRM system, it can be seen as a job demand that is detrimental to the salesperson's performance (Delpechitre et al, 2019).…”

“…These differences increase the need for advanced CRM tools. These tools do not guarantee success as CRM initiatives often fail (Oh and Ma, 2018). In fact, 55% of CRM initiatives don't produce positive results and even damage relationships with buyers (Lambert, 2010).…”