Sales Organization Recovery Management and Relationship Selling: A Conceptual Model and Empirical Test

Gonzalez, Gabriel R.; Hoffman, K. Douglas; Ingram, Thomas N.; LaForge, Raymond W.

doi:10.2753/pss0885-3134300303

Cited by 38 publications

(37 citation statements)

References 52 publications

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“…As Verbeke and Bagozzi (2000) point out, the nature of the sales profession is characterized by ''the possibility of multiple rejections and failures on a daily basis' ' (p. 89). Some research in the sales discipline has focused on the antecedants of failing in sales (e.g., Mallin and Mayo 2006;Mayo and Mallin 2010;Morris et al 1994), while others have examined outcomes of sales failure (e.g., Dixon and Schertzer 2005;Dixon et al 2003), and still others have considered failure in service after the sale (Gonzalez et al 2005(Gonzalez et al , 2010Widmier and Jackson 2002). Failure or unsuccessful quota performance and fear of failure have been shown to affect motivation (e.g., Badovick et al 1992;Dixon and Schertzer 2005;Dixon et al 2003) and performance (e.g., Silver et al 2006).…”

Section: Introductionmentioning

confidence: 98%

Managing New Salespeople’s Ethical Behaviors during Repetitive Failures: When Trying to Help Actually Hurts

et al. 2015

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Despite acknowledgment that performance failure among new salespeople is a prevalent issue for organizations, researchers do not fully understand the consequences of repetitive periods of failure on new salespeople's unethical selling behaviors. Further, little is known about how a sales force's reward structure and managerial attempts to intervene following failure affect new salespeople's behavior. Combining an experiment with longitudinal growth models, we show that repetitive periods of failure increase unethical behaviors, and interventions intended to remind the salesperson to behave in the customer's best interests attenuate this effect under a non-contingent reward structure. However, counter to managerial assumptions, under a contingent reward structure these customer-oriented interventions actually backfire by amplifying the original relationship between repetitive failure and unethical behaviors. The results have potentially important managerial implications for those who manage new salespeople learning how to sell or during other failure-prone periods.

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Section: Introductionmentioning

confidence: 98%

Managing New Salespeople’s Ethical Behaviors during Repetitive Failures: When Trying to Help Actually Hurts

et al. 2015

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“…Collecting data through panels has been noted as an effective way to obtain large samples from specialized groups of respondents, such as salespeople (e.g., Lohse, Bellman, and Johnson 2000;Darrat, Amyx, and Bennett 2010). Panel data are commonly used in examinations involving salespeople (e.g., Grisaffe and Jaramillo 2007;Gonzalez et al 2010;Rutherford et al 2011) and 'high-quality business journals have become replete with online panel data' (Darrat, Amyx, and Bennett 2010, 243).…”

Section: Methodsmentioning

confidence: 99%

Contingent cross-selling and up-selling relationships with performance and job satisfaction: an MOA-theoretic examination

Johnson

Friend

2014

Journal of Personal Selling & Sales Management

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Cross-selling and up-selling are common sales strategies firms use to increase the revenue their salespeople garner from customers. However, these sales approaches are difficult to implement and a large percentage of these programmes fail. Examinations of cross-selling and up-selling traditionally rely on transactional databases which do not assess the salesperson's orientations and attitudes. To overcome this limitation, the authors capture the behavioural tendencies towards cross-selling and up-selling by salespeople and embed them within a motivation-opportunity-ability (MOA) theoretical framework. Variables which fit an MOA categorization moderate the efficacy of cross-selling and up-selling on performance and job satisfaction. Using a multi-industry sample of 224 business-to-business salespeople, findings indicate a unique subset of factors differentially interact with cross-selling and up-selling in predicting performance and job satisfaction.

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“…Under this category, pricing (Strandvik and Holmlund, 2010;Wang and Bowie, 2009), new product development (Noori and Salimi, 2005;Dai and Kauffman, 2002), service design (Paluch and Blut, 2013), service infusion (de Brentani and Ragot, 1996;Alam, 2012), outsourcing (Selviaridis and Spring, 2010;Wittkowski et al 2013), and marketing communications (Stern, 1997), service failure (Gonzalez et al 2010) can be listed.…”

Section: Thematic Characteristicsmentioning

confidence: 99%

Services Marketing Within Business-to-Business Context: A Content Analysis of 1996 – 2014 Period

Biyik¹

2017

EJBM

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The aim of the study is to conduct a content analysis of services marketing within business-tobusiness context that were published between years 1996-2014. A qualitative approach was used and content analysis was conducted on 71 articles from 24 journals in this study. Firstly, thematic investigation was conducted, and then coding process was completed. According to the results of content analysis, top research topics are determined based on services marketing and business-to-business context. The findings of the study also showed the least studied topics and shed light on new research areas to the researchers in the field of services marketing and business-to-business.

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Sales Organization Recovery Management and Relationship Selling: A Conceptual Model and Empirical Test

Cited by 38 publications

References 52 publications

Managing New Salespeople’s Ethical Behaviors during Repetitive Failures: When Trying to Help Actually Hurts

Managing New Salespeople’s Ethical Behaviors during Repetitive Failures: When Trying to Help Actually Hurts

Contingent cross-selling and up-selling relationships with performance and job satisfaction: an MOA-theoretic examination

Services Marketing Within Business-to-Business Context: A Content Analysis of 1996 – 2014 Period

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