The risky side of inspirational appeals in personal selling: when do customers infer ulterior salesperson motives?

In personal selling, the inspirational appeal (IA) is a widely promoted tactic that aims at stimulating customers' values and ideals, thereby evoking emotions and arousing their enthusiasm for a product. However, whether IAs in fact improve or undermine salespeople's success in sales talks remains controversial. Therefore, this study examines consequences and key contingencies of IAs in customer–salesperson interactions in a retailing context, using multisource data from several retailing industries for three quantitative studies, comprising a total sample of 590 customer and 174 salesperson responses. Drawing on the Multiple Inferences Model (MIM), the authors show that an IA is likely to drive the customer's inference that the salesperson holds ulterior motives. IAs seem to be particularly detrimental for salespeople with a lack of customer orientation. Beyond expanding research on influence tactics and the ambivalent role of IAs in retailing interactions, these findings can guide practitioners about when to refrain from using an IA.     

Do opposites attract? Assimilation and differentiation as relationship-building strategies

In addressing the call for the application of learning from other domains to the sales context, our work integrates the optimal distinctiveness theory with the study of buyer–seller relationships. We conceptualize two main buyer–seller relationship-building strategies – a value-added differentiation strategy and a compatibility-based assimilation strategy – and present an integrative theoretical framework explaining how these two strategies can be leveraged in the business and personal domains to meet customer needs and improve sales performance. Using the theory, we reconcile conflicting findings on the use of similarities and differences between salespeople and customers in buyer–seller relationships. Our theoretical framework helps salespeople address the dynamic nature of dyadic relationships strategically in a way that promotes customer satisfaction, improves the firm’s performance, and nurtures its competitive advantage.     

A Commentary on 'Exploring the Nature of Human Resource Developers' Expertise"

Previous research has shown that organizational identification (OI) of leaders is positively related to employee OI and, in turn, linked to positive behaviours of employees towards the organization. In the present study, we argue that leader OI does not only affect variables at the employee level but, through its influence on employees, also contributes to important customer outcomes (i.e., customer satisfaction, customer loyalty, and customer recommendations). Drawing on self-concept based theories of leadership effectiveness and insights from service linkage research, the present article proposes that OI plays an important role in these influence processes. Additionally, the article delineates the behavioural and psychological variables that intervene employee OI and customer outcomes. More specifically, we suggest that leader OI is positively related to follower OI, which results in customer-oriented service behaviour. Customer orientation, in turn, should positively affect customers' identification with the organization and, ultimately, result in customer satisfaction, customer loyalty, and customer recommendations. Results of a multilevel field study using data from leaders, employees, and customers provide support for our theoretical model.     

Beauty or function? How different mass customization toolkits affect customers' process enjoyment

Although it is widely acknowledged that mass customization (MC) increases both company and customer value, the research has neglected the possible effects of different MC toolkits on customer responses. In this study, we investigate the influence of different MC toolkits on customers' process enjoyment by manipulating the extent to which those toolkits allow customers to customize a product's functional attributes (functional MC toolkits), aesthetic attributes (aesthetic MC toolkits), or both (supreme toolkits). In addition, we examine the moderating effect of customers' ability to customize. The results of two experimental studies show that regardless of their ability to customize, customers' process enjoyment is higher with an aesthetic MC toolkit than with a functional MC toolkit. For customers with a high ability to customize, process enjoyment with a supreme toolkit is higher than process enjoyment with an aesthetic toolkit, whereas no differences exist for customers with a low ability to customize. This research contributes significantly to the existing literature on mass customization and provides managers with insights on how to more effectively develop and implement MC toolkits. Copyright © 2015 John Wiley & Sons, Ltd.     

The double-edged effects of emotional intelligence on the adaptive selling–salesperson-owned loyalty relationship

Emotional intelligence can positively impact sales outcomes. However, research is needed to enhance our understanding about how salesperson's emotional intelligence affects adaptive selling and customer outcomes. This study uses dyadic data from 150 customers matched with 25 salespeople to investigate relationships among emotional intelligence, adaptive selling (AS) and customer loyalty perceptions. Research findings show that regulation of emotions negatively affects salesperson-owned loyalty (SOL), while it positively moderates the AS-SOL relationship. These findings are critical as they challenge the pervasive conception of the positive impact of regulation of emotions in sales. Results also provide further evidence that SOL is important to the firm as it positively affects loyalty to the service provider and through mediating processes also impacts word of mouth.     

Examining the Impact of Servant Leadership on Sales Force Performance

Much has been written about the importance of focusing on customers to drive organizational success. In this paper, aspects of manager–salesperson relationships are examined as drivers of deeper customer focus in salesperson–customer interactions. In particular, managers’ servant leadership, a leadership style emphasizing genuine concern for subordinate welfare, is examined as a catalyst of parallel concern by salespeople for their customers. Salesperson perceptions of managers’ servant leadership empirically relate to salesperson customer orientation, in turn driving adaptive selling behaviors, customer-directed extra-role behaviors, and sales performance outcomes. Other results and implications for management and sales leadership research are presented.     

Do men and women use different tactics to cope with the embarrassment of buying condoms?

It has been proposed that people cope with the embarrassment of acquiring condoms using a variety of tactics, such as buying from a sales clerk of the same gender or buying additional products. However, the actual use and efficacy of these coping mechanisms have not been rigorously evaluated. This research investigates three specific questions related to coping with embarrassment: (R1) Do people prefer cashiers of the same gender when buying condoms because it helps them cope with embarrassment or because of the similarity‐attraction effect? (R2) When multiple coping mechanisms are available, do people use more than one at a time? And (R3) Do men and women prefer different coping tactics? Using an experimental design, Study 1 investigates R1 and finds support for both explanations. Studies 2 and 3 use field and lab experiments, respectively, to investigate R2 and R3. The findings indicate that people only use one coping tactic at a time and that men and women have a different preference for coping tactics. Women prefer coping tactics that mask condom acquisition, while men prefer social–emotional support tactics. Furthermore, discrepancies between the field experiment and lab experiments indicate that people underestimate the influence of embarrassment on their actual behavior.     

Exploring the Effects of Anticounterfeiting Strategies on Customer Values and Loyalty

Product counterfeiting, a serious problem throughout the world, is particularly challenging for luxury brands, which often have simple designs and a value that depends largely on buyers' perceptions. This study incorporates the concept of customer value into an investigation of the anticounterfeiting strategies. Both hedonic and utilitarian values positively influence customer loyalty toward luxury brands. As a means to strengthen customer values, legal and product strategies positively influence customers' hedonic value, whereas communication and product strategies positively influence their utilitarian value. The managerial implications of these findings and directions for further research are discussed.     

The role of delight in driving repurchase intentions

A channel differentiator for brick-and-mortar retail stores is the availability of salespeople to assist customers directly in their purchase decision. This research considers two aspects of customer interactions with retail salespeople that lead to perceptions of extraordinary service and enhance repurchase intentions: customer comfort and salesperson expertise. Retail customers desire value-added informational assistance from the salesperson to minimize ambiguity associated with the product and to reduce the risk associated with a purchase decision. A retail salesperson needs to make customers feel comfortable so that the customer will share specific needs during the interaction, and the salesperson can recommend appropriate products and services. Our findings reveal that while both customer comfort and salesperson expertise positively influence satisfaction with the salesperson and customer delight, only customer delight leads to repurchase intentions. While satisfaction is a commonly asserted goal for retailers; the present research suggests that in a transaction-based environment, elevated emotions such as customer delight represent a more powerful predictor of repurchase intentions. This research provides evidence of trainable salesperson behaviors that enhance customer perceptions of extraordinary service and offer firms an opportunity for significant performance gains.     

Gratitude in buyer-seller relationships: a dyadic investigation

In addressing the call for research to understand affect in sales, this research uses moral affect theory and literature on emotional contagion to examine the effects of salesperson gratitude and customer gratitude on downstream relationship outcomes. The findings of this work suggest that salesperson prosocial behaviors account for the positive association between salesperson gratitude and customer gratitude. These prosocial behaviors – information sharing and extra-role behaviors – combined with customer gratitude serve as explanatory mechanisms for the positive effects of salesperson gratitude on customer commitment, which is an important result of buyer-seller interactions and an essential component of long-term relationships. Further, this research finds that salesperson extra-role behaviors and relationship length interact such that salesperson extra-role behaviors cultivate customer gratitude within developing and established relationships, but that these behaviors are particularly beneficial for less mature relationships. Understanding the role of salesperson gratitude and customer gratitude in driving relational outcomes contributes to both a theoretical understanding of the role of affect in sales and practical applications of emotions within buyer-seller relationships.     

Investigating the Employee’s Perspective of Customer Delight

With ever-increasing expectations from customers, sales managers need to assess if trying to delight customers is a worthy pursuit. While the concept of delight has been studied from both customer and management perspectives, the employee’s perspective has not been evaluated with the same intensity. To explore this underresearched area, the authors performed critical incident studies of frontline employees (FLEs) to understand their perceptions of what it means to delight customers, and how in turn these perceptions affect psychological and behavioral states of employees. The results of this analysis revealed that employees who delighted customers experienced improved customer orientation and increased job skills. In addition, many FLEs experienced an emotional contagion of positive emotions from a customer during a delightful experience. The authors also investigated the difference between employees’ perceptions of delight and satisfaction, thereby providing a comparison of how the two levels impact employee performance.     

Improving Customer Reactions to Electronic Brokered Ultimatums: The Benefits of Prior Experience and Explanations

Because of the growth of online discount travel intermediaries (e.g., Priceline), researchers have become interested in how customers react to electronic brokered ultimatum bargaining contexts. This paper investigates how characteristics of the customer and characteristics of the bargaining context might ameliorate customers' (a) perceptions of justice; (b) willingness to recommend the intermediary to others; and (c) willingness to repatronize the intermediary. We found that customer familiarity generally improved customer reactions to the electronic intermediary. We found a moderating effect for intermediary explanations in the form of an excuse, as explanations improved customer reactions when offers were rejected, but worsened reactions when offers were accepted.     

Can Deception by Salespersons and Customers Be Detected Through Nonverbal Behavioral Cues?1

Experiments on behavioral lie detection have indicated that observers can detect a communicator's lies with above-chance accuracy, and that detection accuracy may be enhanced when observers pay special attention to certain vocal and body-movement cues. The present experiment asked whether deception in (simulated) sales communications by retail salespersons and automobile customers could likewise be detected nonverbally. Contrary to much of the prior literature, deception-detection in this study was not above chance, apparently because the salespersons' and customers' nonverbal cues simply were not correlated with lying. Though the observers seemed quite suspicious and did not give communicators the “benefit of the doubt”, they could not discriminate the communicators' deceptive communications from their truthful ones. Many—perhaps most—of the lies in sales communications may be told by confident, well-practiced deceivers whose nonverbal behavior is unlikely to reveal their lying.     

Linking Service Climate and Disconfirmation of Expectations as Predictors of Customer Satisfaction: A Cross‐Level Study1

Research addressing customer satisfaction has not been conducted within an integrated framework. Two approaches have been developed separately with different levels of construct and analysis: organizational behavior and consumer behavior. Our research study provides an initial step in developing integrative strategies with the joint consideration of service climate and disconfirmation of expectations. We link these 2 concepts to customer satisfaction with services, using a cross‐level approach. Data from 105 work units and 1,033 customers confirmed the existence of a dual corridor of relationships, with independent and significant links from disconfirmation and service climate to customer satisfaction. Implications for practice and future research are discussed.     

Salesperson time perspectives and customer willingness to pay more: roles of intraorganizational employee navigation,customer satisfaction,and firm innovation climate

This research aims to fill a critical gap in the sales literature by proposing a relationship-based model of customer willingness to pay more, involving salesperson time perspectives (i.e., long-term perspective and short-term perspective), intraorganizational employee navigation, and customer satisfaction with the salesperson. We also examine the moderating role of firm innovation climate. Multisource survey data were collected from 204 salespeople in a business-to-business sales context along with external ratings from customers of these salespeople three months later. The findings indicate that both long- and short-term perspectives have positive effects on intraorganizational employee navigation and customer satisfaction, which, in turn, positively affect customer willingness to pay more. In addition, short-term perspective has a stronger impact than long-term perspective on intraorganizational employee navigation. Further, the effect of long-term perspective on customer satisfaction is strengthened by the innovation climate of the firm, whereas the effect of short-term perspective on customer satisfaction is weakened by it.     

Call for Papers: National Conference in Sales Management

This article combines a constructivist grounded theory approach with a focus on structuration theory to propose a new mental model for understanding motivation in the context of solving complex problems in contemporary business-to-business (B2B) settings. This study uses the interpretative tradition of qualitative research to conduct in-depth interviews of 24 B2B sales professionals and subsequently analyze their lived experiences. Findings indicate that intrinsic motivation stems attitudinally from a need to foster an identity of helping customers, introducing a concept called “interpersonal identification” with customers. That identity motivates the development of more cognitively intense sales proposals using a more holistic proposal development process – referred to herein as “systems-savvy selling.” While interpersonal relationships have long been components of B2B relationships, this study challenges laypeople’s stereotypes of salespeople who use interpersonal relationships to improve business outcomes. Instead, systems-savvy selling helps salespeople build interpersonal relationships and use business outcomes as feedback to strengthen interpersonal relationships and their identification with customers. Unexpectedly, it also finds that dual-role sales managers, who have roles both in selling and managing, confront a paradox of self versus others when managing systems-savvy selling processes. By sampling within an industry in which the research team benefits from significant expertise, the constructivist grounded theory approach relying on semistructured, in-depth interviews used herein leverages the research team’s expertise while controlling for industry-level effects.     

Distancing and Solidarity as Resistance to Sexual Objectification in a Nude Dancing Bar

ABSTRACT

Drawing on observation and interviews in a mid-Atlantic nude dancing bar, I examine front-stage customer-dancer relations as well as dancers' discourse among themselves backstage. I use James Scott's theoretical framework regarding subordinate group resistance strategies to analyze dancers' attempts to resist customers' harassment. On the micro-level dancers exercise agency, reconstructing their identities within the larger context of macro-level oppression. Dancers' front stage tactics include spatial distancing, verbal one-liners, physical aggression, calling on customers, and united action with other dancers. Backstage, dancers reframe the public text, articulating their own identity construction by creating a social site for solidarity and desexualizing the body.     

Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness,adaptive selling,and role conflict

This research investigates the effects of sales-service ambidexterity on salesperson role perceptions, behaviors, and customer satisfaction. Using a business-to-business, salesperson-customer sample, we build and test a model which highlights both the positive and negative consequences of this simultaneous goal pursuit. Specifically, while sales-service ambidexterity positively impacts adaptive selling behaviors, it also increases perceptions of role conflict among salespeople. Customer demandingness moderates these relationships. Taken together, the results provide insights for firms on how to manage their sales force to optimize both sales and service outcomes based on characteristics of their salespeople and customers.     

Marketing Control and Sales Force Customer Orientation

This study is predicated on the premise that internal sales force control mechanisms are strategic and operational forces that directly affect the behaviors of the sales force and their accompanying orientation toward customers. Sales managers represent a very different component of the sales force than salespeople. Their motivations, interests, role, and methods of operations all represent different approaches than those embraced by their coworkers: salespeople. Yet, although sales managers operate under an outcome-based control system and can be expected, to some degree, to be motivated by selfinterest (Oliver and Anderson 1994), upper management expects managers to be directed by organizational needs. However, in a results-oriented environment, the foundation of many compensation systems, sales quotas can focus sellers and managers in a direction inconsistent with customer-oriented selling (particularly if this behavior is deemed necessary to achieve quota). Based on this premise, this study examines the influence of sales managers’ quotas on their response to salespeople’s unethical behavior and its resulting effect on the customer orientation of the sales force. To fully explore this condition, this study also examines the role of an important formal process control, the ethical climate (e.g., rules and regulations), in influencing customer orientation. Providing important implications to sales organizations, results indicat that sales quotas can negatively affect sales force customer orientation via their effect on sales managers’ responses to salespeople’s selling behaviors. Interestingly, however, the company’s ethical climate was found to positively influence sales force customer orientation.