Social Values and Salesperson Performance: An Empirical Examination

Customer-directed selling behaviors and performance: a comparison of existing perspectives

“…The two other perspectives-sales service behaviors and selling skillsare relatively new and have seen little additional application in marketing research. Furthermore, while there have been a few isolated attempts to simultaneously assess customerdirected perspectives of the salesperson's job functioning and behavior (e.g., Kidwell, McFarland, and Avila 2007;Swenson and Herche 1994, both of which consider just SOCO and ADAPTS), previous studies have neither systematically nor exhaustively assessed the relative merits of the customer-directed scales described above in either psychometric or predictive terms. We address this gap by comparing these sales perspectives to one another within the context of a single study.…”

The impact of strategic account managers' behaviors on relational outcomes: An empirical study

“…It is generally recognized that customer orientation increases performance (Saxe & Weitz, 1982;Swenson & Herche, 1994;Keillor et al, 2000;Boles, Babin, Brashear, & Brooks, 2001;Brown, Mowen, Donavan, & Licata, 2002) and effectiveness (Baldauf & Cravens, 1999). However, to our knowledge, empirical research on this topic to date has not investigated the impact of customer orientation on the specific outcomes we take into account in this research.…”

Moral Judgment and its Impact on Business-to-Business Sales Performance and Customer Relationships

“…While published empirical studies show a positive relationship between customer-oriented selling and salesperson's 613 Moral Judgment and its Impact performance, they have involved samples of business-to-business salespeople, or a combination of business-to-business and business-to-consumer salespeople, and have tended to measure performance as either a mixture of both outcomes and behaviors (Chakrabarty et al, 1997;Cross et al, 2007;Swenson and Herche, 1994) or simply outcomes such as sales revenue, quotas, profit margins, or market share (Keillor et al, 2000;Rozell et al, 2004;Saxe and Weitz, 1982;Wachner et al, 2009). In one case, the behavioral component of performance was measured using only one item to assess salespeople's perceptions of the overall quality and quantity of work they perform while outcome performance was measured via quota attainment (Flaherty, 1999).…”