The embedded sales force: Connecting buying and selling organizations

Bradford, Kevin D.; Brown, Steven P.; Ganesan, Shankar; Hunter, Gary K.; Onyemah, Vincent; Palmatier, Robert W.; Rouziès, Dominique; Spiro, Rosann L.; Sujan, Harish; Weitz, Barton A.

doi:10.1007/s11002-010-9106-1

Cited by 72 publications

(60 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Sales force embeddedness is recommended to reduce turnover intentions. As part of this, many organizations refer their sales reps as customer relationship managers (Bradford et al 2010). When retail industry organizations adopt non-conventional HR strategies to increase perceived external prestige, they experience low attrition rate and high organizational commitment.…”

Section: Salesforce Turnover Intentionsmentioning

confidence: 99%

Determinants of turnover intentions among marketing and sales representatives in the UAE

Thiruvattal

Prasad

2017

Int. conf. adv. bus. manag. law

View full text Add to dashboard Cite

This article identifies four determinants of turnover intentions among the marketing executives and sales representatives (reps). Influence of these dimensions on such employees is investigated in an emerging market's Fast Moving Consumer Goods (FMCG) distribution environment. Extensive review of the current literature on employee turnover intentions and specific review of turnover intentions among reps and marketing executives are conducted This study identifies four dimensions of determinants of turnover intentions among marketing and sales representatives of FMCG in an emerging market. The results indicate that coordinated efforts by management to satisfy these dimensions lead to decreased turnover among marketing and sales reps of FMCG distributors. This study offers understanding of the determinants of turnover intentions of turnover intentions among marketing and sales reps of FMCG distributors. This article conceptualizes the influence of performance appraisal, developmental pay, talent acquisition and training, and learning and development on turnover intentions of Marketing and sales reps working in FMCG distribution industry. The article contributes to fill the knowledge gaps on the influence of these dimensions on turnover intentions. When a key rep leaves an organization, customers often tend to move to competitors, who provide better service. Such situation can be prevented temporarily by using contracts. However, customers may feel that they lost their important contact person, the replacement may not function as effectively, and they must build the relationship all over again. Organizations may develop broad and meaningful bonds, communicate the lofty standards of employees, and make the transition smooth to reduce such dissonance (Bendapudi and Leone, 2001). In the US market, approximately 7% of annual sales ($500 billion) are spent on salaries for the sales reps' annual sales decrease by 13.2% -17.6%. Such loss can be mitigated to certain extent by existing sales representatives, while new recruits are not effective in reducing the losses (Shi et al., 2017). Even though such results recognized the importance of containing sales reps' turnover, studies to identify the determinants of their intentions in the GCC and Middle-East has been sparse. In this context, the current study will contribute to the existing literature on turnover intentions of sales and marketing employees in the region. The next section of this article delineate a review of the current literature in turnover intentions in general and that related to sales reps in particular. Following that it provides a conceptual framework of the research topic.2. LITERATURE REVIEW Turnover intentions of employees have been studied about performance related pay (PRP) and profit sharing. A negative relationship is established between cumulative measure of PRP, profit sharing and turnover intentions (Halloran, 2012). With affective commitment employees desire to achieve goals of the organization by sharing their values, involving perso...

show abstract

Section: Salesforce Turnover Intentionsmentioning

confidence: 99%

Determinants of turnover intentions among marketing and sales representatives in the UAE

Thiruvattal

Prasad

2017

Int. conf. adv. bus. manag. law

View full text Add to dashboard Cite

show abstract

“…Sellers achieved this by enhancing field-headquarters connectedness in that (a) members from HQ and the on-site personnel were highly connected, (b) they emphasized on team-selling to the prospective buyers, and (c) they made every effort to deeply embed themselves in the customer organization. Collectively, these activities allow the seller organization to develop deep customer knowledge (Bradford et al 2010), which subsequently increases the seller's efficacy of using comparative customer examples. The seller's enhanced efficacy could be reflected in selling teams bringing their respective knowledge (e.g.…”

Section: Seller Organizational Connectednessmentioning

confidence: 99%

Mixed interpretations of sales proposal signals

Johnson

Friend

Malshe

2016

Journal of Personal Selling & Sales Management

View full text Add to dashboard Cite

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 ...

show abstract

“…O marketing de um hotel desempenha um papel fundamental no cumprimento desses objetivos, nomeadamente o marketing relacional, que é atualmente um tema de destaque. Segundo a literatura (e.g., Beck et al, 2015;Bradford et al, 2010;Henderson et al, 2011;Krasnikov et al, 2009;Maggon e Chaudhry, 2015;Nyaga e Whipple, 2011;Palmatier et al, 2013), o futuro do marketing passa inevitavelmente pelo marketing relacional. Isso porque o marketing com objetivos imediatistas (hit-and-run marketing) não serve nem aos verdadeiros interesses dos compradores nem aos interesses dos vendedores uma vez que fica mais dispendioso às empresas atraírem novos clientes do que fidelizar os existentes.…”

Section: A R T í C U L O Sunclassified

Relações de Negócio em Hotelaria: Um Modelo Estrutural Aplicado ao Segmento Empresarial

Vieira

Costa²

2016

REVISTA PERSPECT. EMPRESARIAL

View full text Add to dashboard Cite

RESuMO O presente artigo tem como objetivo investigar a influência da importância e da qualidade das relações de negócio na decisão de uma empresa em manter o envolvimento com determinado hotel. para tratar a questão, é proposto um modelo testado com base em dados de um inquérito realizado a uma amostra final de 483 representantes de pequenas e médias empresas (pMes) portuguesas, que manifestaram as suas perceções sobre as relações de negócio com os seus interlocutores privilegiados numa cadeia hoteleira. Os dados foram analisados com recurso à técnica estatística de modelação em equações estruturais. O estudo produz vários resultados importantes. a qualidade da relação é influenciada por variáveis interpessoais, com destaque para o papel do Gestor de Clientes (i.e., o representante do hotel), e por outras associadas à relação propriamente dita. Quanto à importância da relação, vários fatores surgem como indicadores significativos, tais como os benefícios da relação e os custos da sua interrupção. Os resultados sugerem que a importância da relação assume um papel preponderante na determinação da propensão de interação futura. em termos de contribuição teórica, a investigação acrescenta valor ao paradigma do marketing relacional, ao testar e validar um modelo da influência da importância da relação, adicionalmente aos efeitos da qualidade da relação, na propensão de interação futura entre pMes e hotéis. O estudo sugere igualmente implicações práticas de gestão, com vista ao sucesso das estratégias de marketing relacional e com o objetivo da fidelização dos clientes e rentabilização das relações de negócio com eles estabelecidas.PAlAVRAS-CHAVE importância da relação, marketing relacional, modelação em equações estruturais, qualidade da relação, relações de negócio.

show abstract

The embedded sales force: Connecting buying and selling organizations

Abstract: Sales force, Relationship, Embedded,

Cited by 72 publications

References 29 publications

Determinants of turnover intentions among marketing and sales representatives in the UAE

Determinants of turnover intentions among marketing and sales representatives in the UAE

Mixed interpretations of sales proposal signals

Relações de Negócio em Hotelaria: Um Modelo Estrutural Aplicado ao Segmento Empresarial

Contact Info

Product

Resources

About