The impact of salesperson customer orientation on sales performance via mediating mechanism

Singh, Rajendra; Venugopal, Panangipalli

doi:10.1108/jbim-08-2012-0141

Cited by 73 publications

(76 citation statements)

References 82 publications

(98 reference statements)

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“…Buyers' emotional intelligence, based on buyers' and suppliers' assessment difference, is related to buyers' relationship performance, based on buyers' and suppliers' assessment differences. Singh and Venugopal (2012) To identify salesperson variables that improve the effectiveness of their customer orientation through a mediating mechanism, resulting in an enhanced individual sales performance Survey on 286 Indian salespeople working in a print media company The use of natural rewards strategies has a positive impact on a salesperson's level of customer orientation. A salesperson's customer orientation positively influences his or her sales performance, sales skills, and emotion regulation abilities.…”

Section: Notesmentioning

confidence: 99%

The Role of Exporters’ Emotional Intelligence in Building Foreign Customer Relationships

Leonidou¹,

Aykol²,

Fotiadis³

et al. 2019

Journal of International Marketing

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Despite the critical importance of emotional intelligence in effectively interacting with other people, its role has been overlooked in scholarly research on cross-border interorganizational relationships. Drawing on emotion regulation theory, the authors propose a model that conceptualizes links among exporters’ emotional intelligence, key behavioral dimensions characterizing the atmosphere of the relationship with import buyers, and the resulting relational performance. They test the model with data collected from 262 Greek exporters using structural equation modeling. The results indicate that higher levels of exporter emotional intelligence enhance communication and social bonding with the importer while diminishing distance and conflict in their working relationship. Relational performance is positively influenced by communication and social bonding but negatively affected by distance and conflict. The results also reveal the moderating effect of both opportunism and interpartner incompatibility on the association between the exporter’s emotional intelligence and the behavioral atmosphere of the relationship with import buyers.

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Section: Notesmentioning

confidence: 99%

The Role of Exporters’ Emotional Intelligence in Building Foreign Customer Relationships

Leonidou¹,

Aykol²,

Fotiadis³

et al. 2019

Journal of International Marketing

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show abstract

“…One of the important aspects of sales personnel behaviour that has a significant impact on consumer repeat visit intention and loyalty for a retail store is sales personnel's perception and predisposition about a consumer who he/she is attending to. The majority of sales personnel develop their mindsets to segment consumers into preferred consumers and non-preferred consumers and this mindset play an important role in the way the consumer will get treated by the sales personnel [7][8][9]. In the past, various indicators that can indicate a retail sale concerning the quality and level of sales personnel involved have been studied and analyzed by many researchers.…”

Section: Literature Reviewmentioning

confidence: 99%

Sales Personnel Training – An Integrated Framework for Indian Brick-and-Mortar Retailers ?

Ganesha

Aithal

2020

SSRN Journal

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In brick-and-mortar retailing, sales personnel play the most important and complex role whereby they are the ones who are connected to consumers directly on a real-time basis. Besides, to this complexity retailers in India find it difficult to recruit well-trained sales personnel who is an all-rounder. It is observed that majority of bricks-and-mortar retailers in India assume :(a) sales personnel in the store are required to assist consumers in finding the right product at the earliest; (b) consumers who walk into their stores have a clear understanding of their needs and based on their needs they enquire sales personnel in the store about a specific product/category/brand; (c) sales personnel attrition rate in stores is generally higher owing to lower pay scale; (d) product-specific training has to be given the highest priority; (e) designing a common training program relevant to all types of sales personnel is difficult, and most importantly,(f) existing training efforts have not yielded in any significant positive impact on the store profitability. Such assumptions and misconceptions have created a predisposition and mindset in sales personnel and sales organization, and they believe that they are delivering the best results. In this exhaustive study, we have attempted to design a new sales personnel training framework that attempts to integrate a majority of the elements such as training content, trainee, trainer, training time frame in addition to firm-level and consumer-level evaluation techniques. In this twelve months-long research work we have analyzed a select brick-and-mortar retailer's existing training framework, designed a new integrated sales personnel training framework, applied it toa select group of experimental stores to derive insights from the experimentation and check validity and reliability of the proposed framework. Results have demonstrated that more than 35 percent of the consumers repeat store visit rate could be determined by (a) store profitability that is a positive motivator to sales personnel to perform better; (b) walk-in conversion rate that is directly affected by the sales pitch of sales personnel which is directly affected by the continuous training efforts; (c) sales personnel monetary incentive earnings that are directly affected by their performance through improved learnings; and (d) sales personnel attrition rate that is a result of overall satisfaction of sales personnel.

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“…CO is a well-known marketing concept that has been associated to a better performance (Saxe and Weitz, 1982; Brown et al , 2002; Singh and Venugopal, 2015). Currently, CO traditionally has been understood in two ways.…”

Section: Theoretical Background and Conceptual Modelmentioning

confidence: 99%

How would the managementof human behavior variables influence customer-oriented management?

Valenzuela-Fernández

Cañada

Pinuer

2019

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Purpose Salesperson’s actions are critical in helping the firm develop customer value orientation and long-term relationship with profitable customers to achieve sustainable sales growth and profitability over time. The purpose of this paper is to examine the salespeople and service executives’ perceptions about the relevance of some human resource management variables and employees’ attitudes as key factors to develop a company’s customer value orientation. The authors tested whether the perceptions of role ambiguity, incentives policy and provided training (PT) had an impact on job involvement (JI), job satisfaction (JS), and consequently, on customer value orientation. Design/methodology/approach Research design was nested with data from 327 executives from medium and upper positions in Chilean companies. Findings The results show that while the perception of role ambiguity had an indirect negative impact on customer value orientation through JI, perception of PT level had a direct impact over and above the other variables. Research limitations/implications JS and JI are attitudinal variables, which companies try to encourage in their employees through different human resources, practices. Incentives and training are ways to develop favorable employees’ attitudes and improve their customer value orientation. With the research, companies could invest their resources in better and more effective practices to generate favorable attitudes toward customer value orientation. Originality/value Through structural equation modeling, the model shows the relevance in the perception of sales executives about the relationship of employees’ JI and customer value orientation. This commands to open the view of the customer value orientation management to include other attitudinal variables as JI.

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The impact of salesperson customer orientation on sales performance via mediating mechanism

Cited by 73 publications

References 82 publications

The Role of Exporters’ Emotional Intelligence in Building Foreign Customer Relationships

The Role of Exporters’ Emotional Intelligence in Building Foreign Customer Relationships

Sales Personnel Training – An Integrated Framework for Indian Brick-and-Mortar Retailers ?

How would the managementof human behavior variables influence customer-oriented management?

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