SOCO's impact on individual sales performance: The integration of selling skills as a missing link

Wachner, Trent; Plouffe, Christopher; Grégoire, Yany

doi:10.1016/j.indmarman.2007.11.003

Cited by 108 publications

(106 citation statements)

References 67 publications

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“…They will not try to mislead their customers. Given that customer orientation is reported to have positive effects on customer satisfaction (Saxe & Weitz, 1982;Joshi & Randall, 2001), customer retention (Rozell et al, 2006), and sales performance (Franke & Park, 2006;Cross et al, 2007;Wachner et al, 2009), the effects of authentic leadership, then, makes appreciable sense.…”

Section: Resultsmentioning

confidence: 99%

“…A significant amount of research has indicated that customer orientation has a positive correlation with sales performance (Franke & Park, 2006;Cross et al, 2007;Wachner et al, 2009;Schwepker & Good, 2012;Mehrabi et al, 2012). Moreover, Rozell et al (2006) ISSN 2162-4860 2016 stated that customer orientation has helped to increase customer satisfaction and customer retention.…”

Section: Customer Orientationmentioning

confidence: 99%

“…Sujan et al (1994), Kohli et al (1998), andSilver et al (2006) have stated that a learning orientation helps salespeople improve their sales performance. On the other hand, Franke & Park (2006), Cross et al (2007), Wachner et al (2009), andSchwepker &Good (2012) have stated that it is customer orientation that helps to increase customer satisfaction and customer retention. Furthermore, customer orientation is believed to increase salespeople"s creativity (Wang & Miao, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Aydın

Kaya

2016

BER

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Authentic leadership, as a new leadership concept emerging from the demand for honest and reliable leaders, has attracted the attention of the business community. The relationship between authentic leaders and their followers is being investigated across many disciplines. This study focuses on authentic leadership in sales management and explores how it affects the task-related outcomes of salespeople, such as learning orientation, customer orientation, intrinsic motivation and working hard. The data for the study were obtained from 364 salespeople and analysed using the partial least squares method. The results indicate that authentic leadership has significant positive effects upon learning orientation (β=0.251; p<0.01), customer orientation (β=0.358; p<0.01), intrinsic motivation (β=0.334; p<0.01), and working hard (β=0.251; p<0.01). As the theory suggests that authentic leadership makes important contributions to the development of followers, this study is the first to explore these contributions upon salespeople"s activities that they undertake within their sales tasks and leads to success in personal selling. Findings indicate that authentic leadership has significant positive effects upon salespeople"s individual task related outcomes.

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Section: Resultsmentioning

confidence: 99%

Section: Customer Orientationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Aydın

Kaya

2016

BER

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“…Sales orientation Attempt to maximize short-term sales gains by stimulating demand for products (Wachner, Plouffe & Gregoire, 2009), rather than a long-term approach by generating satisfaction (customer orientation). Sales supportiveness Salespeople's perception that their organization cares for their well-being and appreciates their contributions .…”

Section: Sales Manager Control Competencesmentioning

confidence: 99%

“…Moreover, salesperson selling skills' positive effect on performance in a customer orientation environment justifies the role of coaching and training as a means to improve these capabilities. Training of junior salespeople or other groups with weaker selling skills, should focus on identifying needs, matching products to needs, and translating features to benefits, rather than in customer-orientation, which would be a better long-term investment, but will not succeed until the salesperson acquires the required capabilities (Wachner et al, 2009). Sales manager training to improve activity and capability control skills, as well as the thorough evaluation of salespeople organizational citizenship behavior, should be a focus for sales executives concerned with enhancing salesperson in-role performance.…”

Section: Conclusion Managerial Implications and Further Researchmentioning

confidence: 99%

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Benet-Zepf

Marín-García

Boluda

2018

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Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review.Design/methodology: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection. Findings:A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Practical implications:These findings suggest as a managerial contribution, that coaching and leading -rather than commanding-to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson's skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term.

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Customer Orientation

John

2015

Wiley Encyclopedia of Management

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SOCO's impact on individual sales performance: The integration of selling skills as a missing link

Cited by 108 publications

References 67 publications

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Customer Orientation

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