Relational selling strategy and key account managers' relational behaviors: An exploratory study

Guenzi, Paolo; Pardo, Catherine; Georges, Laurent

doi:10.1016/j.indmarman.2005.03.014

Cited by 124 publications

(104 citation statements)

References 78 publications

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“…Relationship selling, as a paradigm, has propagated a belief that with the right training and tools, sales people can suspend or even suppress a market by creating and maintaining strong and enduring relationships with their customers (Tzokas, Saren & Kyziridis, 2001;Ahearne, Bhattacharya & Gruen, 2005). Guenzi, Pardo and Georges (2007), for instance, note that sales personnel such as key account managers have the significant role of being boundary spanners between selling and buying companies, thereby establishing and working within relationships as a normal working practice. Through the work of those boundary spanning sales people, customers may even start identifying with the selling firm (Ahearne, Bhattacharya & Gruen, 2005), in which case the boundaries between the buying and selling companies all but disappear from sight.…”

Section: Introductionmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

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Publication informationIndustrial Marketing Management, 38 (6): 608-617 Publisher ElsevierItem record/more information http://hdl.handle.net/10197/5189 Publisher's statement þÿ T h i s i s t h e a u t h o r s v e r s i o n o f a w o r k t h a t w a s a c c e p t e d f o r p u b l i c a t i o n i n I n d u s t r i a lMarketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial þÿ M a r k e t i n g M a n a g e m e n t ( V o l u m e 3 8 , I s s u e 6 , A u g u s t S e p t e m b e r 2 0 0 9 , P a g e s 6 0 8 6 1 7 ) Industrial Sales People as Market ActorsAbstract: We develop the concept of boundaries in the context of sales personnel and their counterparts encountering and negotiating these while they undertake work to shape markets and build relationships. Drawing on a case study from production chemistry, we show that market shaping implies a mutual development of relationships, goods and services exchanged, and boundaries. In particular, we show that while relationships can submerge and obscure parts or dimensions of boundaries to other market actors, normal business activities such as testing new products and adapting products to changes in environmental legislation make visible some material dimensions of the exchange object, which can attract attention from other sellers. Visibility finds an expression as those market objects are exchanged, such that objects can be devices by which other actors join in and position themselves and their objects within markets.

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Section: Introductionmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

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“…. In this way beyond activities such as organizational citizenship behavior are important factors to influence customer satisfaction (Guenzi & et al, 2007).so it has been assumed: H10: There is a positive relationship between organizational citizenship behavior and modal satisfaction.  taxpayers loyalty and organizational citizenship behavior Many service organizations have taken programs to attract and retain loyal customers.…”

Section: Taxpayer Satisfaction and Loyalitymentioning

confidence: 99%

The Effects of Organizational Justice and Job Motivation on Organizational Citizenship Behavior and its Impact on Taxpayers

Ghazi

Jalali

2017

TAKSAD

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This study investigate the impact of organizational justice and job motivation on organizational citizenship behavior and its impact on satisfaction and loyalty of taxpayers.The statistical population of this study was formed by 7191 tax affairs of Tehran employees.Exploratory and confirmatory factor analysis method was used to evaluate the construct validity and standardization of research. Cronbach's alpha coefficient of questionnaire that calculated 0/97 was used to achieve Reliability of study. Therefore in this study, based on previous research and literature, the conceptual model and hypotheses were developed and tested on a sample of 401 person. Results of data analysis using structural equation modeling showed that all job related characteristics (except for feedback) on all aspects of job motivation, job motivation and organizational justice (except interactional justice) on OCB and Finally OCB is significant because of the satisfaction and loyalty of taxpayers and were confirmed.

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“…Since sellers' and buyers' perspectives regarding relationships do not seamlessly converge (Autry, Williams, and Moncrief 2013;Chakrabarty, Brown, and Widing 2013;Tähtinen and Halinen 2002;Tuli, Kohli, and Bharadwaj 2007;Wathne, Biong, and Heide 2001) and the buyer's perspective on sellers' relationship development efforts is sparsely present in the literature, scholars have often posed challenging questions such as what is really important to buyers (Gonzalez, Douglas Hoffman, and Ingram 2005) and why do buyerseller relationships falter or sustain over time (Guenzi, Pardo, and Georges 2007;Morgan and Hunt 1994). Drawn from these lingering challenges, our research asks the questions -how do buyers attend to and interpret seller signals while evaluating sales proposals and how do various contextual conditions influence the valence of these signals.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Mixed interpretations of sales proposal signals

Johnson

Friend

Malshe

2016

Journal of Personal Selling & Sales Management

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Long-term relationships with customers are critical determinants of a sales organization's success. However, research tends to assess relational approaches from the salesperson or sales organization's perspective and often neglects to capture customers' perspectives which lead to the evaluative success or failure of buyer-seller relationships. This study assesses the seller's bidrelated signals from the buyer's perspective following their selection or rejection of a business-to-business sales proposal. The authors adopt a theories-in-use approach, utilizing 54 depth-interviews with decision-makers from 33 buyer organizations. Within this data set, findings reveal three bid signals that are represented across both selection and rejection outcomes (i.e. mixed interpretations by buyers). These signals are the seller's usage of price concessions, sales proposal specificity, and comparative customer examples. To better understand the mechanisms which influence buyers' mixed interpretations of these signals, the authors utilize the newly-advanced qualitative pivoting technique to identify contextual variables across cases that influence the buyer's positive or negative signal interpretation.Keywords: sales proposal selection; signaling theory; price concessions; proposal specificity; comparative customer examples; qualitative Buyer-seller relationships are complex and interdependent (Autry, Williams, and Moncrief 2013;Beverland 2001;Chakrabarty, Brown, and Widing 2013;Dwyer, Schurr, and Oh 1987;Guenzi and Troilo 2006) and relationshipbuilding efforts are an ongoing endeavor. As business-tobusiness (B2B) firms widely embrace relational strategies (Gonzalez, Douglas Hoffman, and Ingram 2005;Morgan and Hunt 1994), sellers attempt to initiate, build, and maintain long-term buyer-seller relationships with existing and/ or potential customers (Berry 1983). In this endeavor, the continuous engagement sellers have with buyers serve as forward-looking signals to buyers about the direction of their relationship (Palmatier et al. 2013). An important juncture in the buyer-seller relationship is when the account comes up for renewal and the buyer invites proposals from their incumbent provider, along with other prospective sellers. While incumbent sellers look to leverage their existing relationship and send desirable signals to buyers during the renewal stage, buyers have a large number of data-points to glean from, interpret, and base their decisions upon during this stage.From the buyer's perspective, these data-points include the following factors that influence their decision: (a) experience working with the incumbent seller to date, (b) recent interactions with the incumbent seller during the account renewal initiation, (c) characteristics of the final proposal put forward by the incumbent seller, (d) credibility of outside sellers calling on the buyers and seeking their business, (e) interactions with outside sellers during the account renewal stage, (f) characteristics of the proposals submitted by outside sellers, and/or ...

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Relational selling strategy and key account managers' relational behaviors: An exploratory study

Cited by 124 publications

References 78 publications

Industrial sales people as market actors

Industrial sales people as market actors

The Effects of Organizational Justice and Job Motivation on Organizational Citizenship Behavior and its Impact on Taxpayers

Mixed interpretations of sales proposal signals

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