Selling Orientation-Customer Orientation Scale--Short Form

Thomas, Raymond W.; Soutar, Geoff; Ryan, Maria

doi:10.1037/t35697-000

Cited by 128 publications

(168 citation statements)

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“…We began our investigation with an attempt to replicate the ten-item version validated by Periatt et al (2004). We found that seven of the original ten items proposed by Thomas et al (2001) worked well but that three new items performed better than the three in the original short-form scale. Table 1 presents our own ten-item short form.…”

Section: Opportunity Recognitionmentioning

confidence: 99%

“…H2: SO will not relate significantly to contextual knowledge formation effort, motivation to learn from customers, and implementation of buying center strategy. Method Thomas et al (2001) developed a ten-item short-form SOCO scale, where five items measure sales orientation, and five items customer orientation. Using confirmatory factor analysis, Periatt et al (2004) showed that a twofactor SOCO model fit their data well.…”

Section: Opportunity Recognitionmentioning

confidence: 99%

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Genetic and neurological foundations of customer orientation: field and experimental evidence

Bagozzi

Verbeke

Berg

et al. 2011

J. of the Acad. Mark. Sci.

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We explore genetic and neurological bases for customer orientation (CO) and contrast them with sales orientation (SO). Study 1 is a field study that establishes that CO, but not SO, leads to greater opportunity recognition. Study 2 examines genetic bases for CO and finds that salespeople with CO are more likely to have the 7R variant of the DRD4 gene. This is consistent with basic research on dopamine receptor activity in the brain that underlies novelty seeking, the reward function, and risk taking. Study 3 examines the neural basis of CO and finds that salespeople with CO, but not SO, experience greater activation of their mirror neuron systems and neural processes associated with empathy. Managerial and research implications are discussed.Keywords Knowledge brokering . Opportunity recognition . Genetics . Customer orientation . Neuroscience . Biomarkers . Personal selling . Marketing concept "Everybody hates their phone," Jobs says, "and that is not a good thing. And there's an opportunity there." To Jobs' perfectionist eyes, phones are broken. Jobs likes things that are broken. It means he can make something that isn't and sell it to you at a premium price. In their visionary paper, Saxe and Weitz (1982) explore two contrasting orientations by which salespeople interact with customers: sales versus customer orientation. Under the former, salespeople are driven by such notions as, "I try to sell customers all I can convince them to buy, even if I think it is more than a wise customer should buy," where the motivation is to meet one's own short-term interests and goals and not necessarily the customer's. Under the latter, salespeople are guided primarily by such ideas as, "I try to align customers who have problems with products that will help them solve their problems," where the aim is to meet mutual needs and the hope is to build long-term relationships.Sales orientation (SO) involves persuasion and "selling to" customers, whereas customer orientation (CO) is more about "interacting with" and encouraging customers to talk about their problems so that the salesperson can figure out their needs (a process akin to co-creation of solutions) and bring them in touch with solutions to their problem. Seldom has a concept sparked so much interest, resonating with both researchers and practitioners (e.g., Franke and Park 2006;Homburg et al. 2009;Leigh et al. 2001 Mark. Sci. (2012) 40:639-658 DOI 10.1007 Academics and sales managers are very interested in successfully selecting and managing salespeople, but to understand the basis for salesperson motivation and implement successful policies in this regard, they need to know the why behind CO and SO. Here is where the situation is muddled, for many anecdotal and loosely conceived explanations lack coherence and managerial relevance. Saxe and Weitz (1982) proposed that researchers should explore the psychological mechanisms underlying CO, and indeed a plethora of selling and marketing research has attempted to do just this. For example, in their meta-study, F...

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Section: Opportunity Recognitionmentioning

confidence: 99%

Section: Opportunity Recognitionmentioning

confidence: 99%

Genetic and neurological foundations of customer orientation: field and experimental evidence

Bagozzi

Verbeke

Berg

et al. 2011

J. of the Acad. Mark. Sci.

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“…Research on CO takes place at both the organizational (Kennedy, Goolsby, and Arnould 2003;Kohli and Jaworski 1990) Thomas, Soutar, and Ryan 2001) levels of analysis. The latter stream relates most closely to CSC because it channels the interpersonal contact between employees and customers.…”

Section: Csc and Related Conceptsmentioning

confidence: 99%

“…Our philosophy for capturing agency control was based on theoretical considerations, so we conceptualized three dimensions of agency control: goal setting, captured with items from Parasuraman, Berry, and Zeithaml (1991) and Kazanjian and Rao (1999); monitoring, assessed with four items from Jaworski and MacInnis (1989); and contingent reward, which consists of four items adapted from Lytle, Hom, and Mokwa (1998) and Bass and Avolio (2000). We assessed CO with five items from Thomas, Soutar, and Ryan (2001).…”

Section: Principles and Principals /mentioning

confidence: 99%

Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?

Schepers

Falk²,

Ruyter

et al. 2012

Journal of Marketing

108

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This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employee's felt ownership of and moral responsibility for customers’ overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employee's focus on meeting customers’ needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organization's agency control system: Stewardship's positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employee's work environment to ensure optimal frontline performance.

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“…Customer Orientation (customers); Thomas et al (2001); seven-point scale: "totally disagree" to "totally agree" 1. The travel agent tries to figure out what a customer's needs are.…”

mentioning

confidence: 99%

Social Identity and the Service-Profit Chain

Homburg

Wieseke

Hoyer

2009

Journal of Marketing

565

476

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The IMU offers the following services and expertise: Management Know-HowThe IMU publishes papers geared towards managers in companies. Subjects highly relevant to business practice are presented here in a compact and concise manner, and scientific research results are efficiently communicated. In many cases, these publications are based on application-oriented research and cooperation projects involving a large number of global companies. Scientific Working PapersThe scientific studies conducted by the IMU analyze new trends that have an impact on marketoriented management. On this basis, practice-oriented findings are derived and published in our series of scientific working papers. Today, many of our publications have been printed in prominent journals and honored with awards at international conferences (e.g., by the American Marketing Association). Series PublicationIn addition to publishing scientific working papers, the IMU, in cooperation with Gabler publishing house, issues a series featuring exemplary scientific findings from the field of market-oriented management. Application-oriented ResearchAt IMU, research aims at generating scientific results that are relevant to market-oriented management. Therefore, the IMU offers you the option of submitting concrete questions arising from your company practice, which are then scientifically analyzed.If you require additional information or have any questions, please contact the Institute for MarketOriented Management, University of Mannheim, L5, 1, 68131 Mannheim, Germany (phone: +49 621 / 181-1755) or visit our website at: www.imu-mannheim.de. The Institute for Market-Oriented Management AbstractThe conventional service profit chain (SPC) proposes that a firm's financial performance can be improved via a path that connects employee satisfaction, customer orientation, customer satisfaction and customer loyalty. In this paper, a complementary SPC is introduced which is built on both a conventional path as well as a social identity-based path. The latter SPC part centrally builds on customer and employee company identification as a core construct. On the basis of a large scale triadic data set that included data from employees, customers and firms, we find strong support for the extended SPC, which accounts for important customer (loyalty and willingness to pay) and firm outcomes (financial performance). Also, the effects of company identification exist incrementally beyond the effects of the conventional SPC path.

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Selling Orientation-Customer Orientation Scale--Short Form

Cited by 128 publications

References 0 publications

Genetic and neurological foundations of customer orientation: field and experimental evidence

Genetic and neurological foundations of customer orientation: field and experimental evidence

Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?

Social Identity and the Service-Profit Chain

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