The Role of Sales and Marketing in Market-Oriented Companies

Since little is known about whether both marketing and sales functions pay off in market-oriented companies, this research analyzes the interaction between market orientation and the departmental power of marketing and sales within the firm. Data collected across five industries on the marginal effect of marketing’s departmental power on business performance show that market-oriented companies benefit from a strong marketing function, but a powerful marketing department cannot compensate for low levels of market orientation. Surprisingly, the power of sales impedes successful market orientation implementation. This has important implications for future sales management research. We highlight the significance of these findings for both theory and practice.     

A review of climate and culture research in selling and sales management

Despite the extensive literature on organizational climate and culture and their impact on an organization's sales activities, the diversity of theoretical perspectives makes it difficult for sales professionals and scholars to understand the effect of specific climate- and culture-related factors on the performance of salespeople and sales units in an organization. The objective of this article is to clarify the conceptual underpinnings of organizational climate and culture research within the sales context through an extensive review of extant literature. In doing so, we offer a critical review of research on organizational climate and culture, a conceptual frame for viewing the literature across different levels of analysis, and specific questions to guide future research. We also make a case for more research on industry-level climate and culture in the sales context.     

The sales manager as a unit of analysis: a review and directions for future research

This article analyzes empirical research in which the sales manager is the unit of analysis to determine what knowledge has been generated by sales scholars about sales managers and sales management practice. It examines what we have learned from sales managers about their jobs and themselves with particular emphasis on the managerial relevance of the work. While the sales literature is vast and despite the importance of sales managers being widely recognized and accepted, an extensive search of the sales literature identified only 163 articles in which the sales manager was the focus of empirical research about what they do. To help better understand what has been discovered, these articles are examined and categorized according to the main focus of each article's research. The results show that with respect to sales managers, our knowledge is limited and substantial opportunities exist for additional research to expand our understanding of the nature, roles, and impact of sales managers as well as providing usable advice for the practice of sales management.     

Psychological Adaptiveness and Sales Performance

The impact of adaptive psychological traits on sales performance is not well understood. In spite of sound theoretical foundations, initial research efforts have yielded inconsistent, inconclusive and generally disappointing results. In this paper, we examine how three adaptiveness traits (self-monitoring, androgyny and intrinsic reward orientation) impact sales performance. We conclude that, when sales performance is viewed as a multidimensional construct, relationships suggested by theory are revealed. In addition, the impacts of these traits are shown to differ somewhat depending on the salesperson's gender. Findings help to clarify the confusion in the literature and reveal a highly focused impact of adaptiveness on performance. Important implications for sales managers and adaptiveness research in marketing are highlighted.     

Inferring salesperson capability using stochastic frontier analysis

This paper proposes an easy-to-implement econometric method for inferring salesperson capability from archival panel data, namely stochastic frontier (SF) analysis. We demonstrate this method with a sample of salespersons provided by a life insurance company. Using the proposed SF model, we are able to estimate each salesperson’s capability. Furthermore, we examine the relationship between the estimated salesperson capability and three future outcomes (i.e. future sales performance, future customer attrition, and future salesperson turnover) under different time horizons. We find that, in general, the estimated salesperson capability has a stronger explanatory power for the near than for the more distant future. Since an individual salesperson’s capability cannot be directly observed by researchers (and thus is typically omitted), traditional analyses of sales performance suffer from an omitted-variable problem that can lead to biased estimates of focal variables. The SF model can significantly mitigate this omitted-variable problem. Statistical tests indicate that our sales performance model with estimated salesperson capability results in a statistically significant improvement in model fit. Of note, our model differs methodologically from SF models previously used in the marketing literature in that it is based on a three-component model that disentangles unobserved individual heterogeneity, efficiency, and random shocks.     

Selling and Sales Management in Action: The Sales Force's Role in International Marketing Research and Marketing Information Systems

Many companies resist global markets because of seemingly insurmountable problems with these markets. Salespeople are often used successfully to gather market information. There is a wealth of market data that can be collected by a company's international sales force and distributors' sales force which can prove to be valuable in surmounting cultural and marketing barriers associated with global markets. The current paper discusses how and with what success U.S. multinational companies are using their international sales forces in gathering international marketing research data.     

Industrial Sales Force Selection: Current Knowledge and Needed Research

Abstract

Selection of sales force members is a critical function of sales management from both time and financial perspectives, yet little published research specific to this function exists in the marketing and sales management literature. Research in personnel selection has emphasized examination of the relative importance of a few variables in a single decision context. This approach does not consider the possible effects of the multi-decision process presently used in sales force selection. This article presents a conceptual framework of the selection process, reviews the marketing, sales management, and relevant personnel selection literature, and considers necessary future research directions.     

Moving beyond ethical decision-making: a practice-based view to study unethical sales behavior

Changes in the business environment are rapidly transforming sales practice and pressuring the integrity of key actors in sales. Given that unethical sales behavior is a social activity produced and reproduced by various actors in a complex sales task environment, we introduce a novel research perspective to the study of unethical sales behavior, namely a practice-based view. With knowledge from a systematic literature review and a practice-based view from organization research, we suggest that unethical behavior should be studied as a practice formed through socialization and interaction with relevant others. This view provides an important alternative as well as a complementary perspective to the ethical decision-making paradigm that has dominated the field for several decades. The study answers scholars’ recent calls to strengthen the theoretical foundation of sales ethics research and further extend its perspective toward the social context of sales. With a focus on dynamics, social relations, and the enactment of practices, the practice-based view produces new types of knowledge on unethical behavior and potential new means for addressing it. The article makes suggestions for future practice-based research and proposes several theories for use in studying unethical behavior in currently important sales contexts.     

A Repertoire of Marketers' Trust-Building Strategies Within The Sales-Marketing Interface

Examining how sales and marketing personnel interrelate is analogous to studying intergroup cooperation wherein two groups – sales and marketing – are required to work cooperatively to achieve specific firm-level objectives. While extensive literature in psychology and management has implied that trust is an important precursor of enhanced intergroup cooperation, no extant scholarly work has explicated the specific activities sales and marketing personnel may engage in to build trust within the sales-marketing interface (SMI). We use qualitative methodology and in-depth interview data collected from 29 sales and marketing executives in Saudi Arabia to investigate the specific activities that may help marketers build trust with their sales counterparts and signal to them that they are a dependable partner. Study findings suggest that when marketers (a) act as salespeople's ambassadors to senior leaders; (b) stay invested in salespeople's success; and (c) act as a semipermeable barrier between salespeople and the leadership, they are able to engender trust with salespeople. In addition to providing a preliminary thesis regarding how marketers may build trust within SMI, study findings highlight how the specific trust-building activities may contribute to strategic phenomena such as marketing-strategy making, sales buy-in of marketing strategies, and organizational learning.     

Exploring the Relationship between Market Orientation and Sales and Marketing Collaboration

The relationship between sales and marketing has generated considerable academic interest in recent years, with studies focusing on how the interface can be improved. However, prior research has neglected an important aspect of this interface: the relationship between market orientation and collaboration between sales and marketing. This study considers this relationship and was carried out through a survey of managing directors/chief executives. The results indicate that collaboration between sales and marketing has a positive relationship with market orientation and that collaboration between sales and marketing as well as market orientation have a combined positive effect on business performance.     

Do sales and service compete? The impact of multiple psychological climates on frontline employee performance

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.     

Improving online panel data usage in sales research

The exponential expansion of the Internet has fundamentally altered the nature of personal selling and sales management. The Internet has also created significant change for sales researchers and proffered a bevy of new means of conducting research. Online panel data collection is one such means that has recently proliferated. Online panel data collection imbues a host of advantages sales researchers may reap. However, there are a proportionate number of disadvantages and concerns with collecting and using this type of data. This article delineates said benefits and drawbacks and also provides a review of recent sales-related examples employing this method of data collection. Furthermore, key considerations in utilizing online panel data are advanced. Importantly, several ways to maximize the benefits and minimize the drawbacks inherent to online panel data are provided. This article aims to provide a resource for sales scholars in optimizing their usage of online panel data.     

Examining the impact of salesperson interpersonal mentalizing skills on performance: the role of attachment anxiety and subjective happiness

Due to the dynamic and interpersonal nature of selling, understanding affective and cognitive relationships and their influence on performance has gained the attention of sales scholars. Moreover, recent literature has created opportunities to study the impact of cognitions, such as salesperson theory-of-mind, on sales performance. This research develops a model involving salesperson interpersonal mentalizing skills (i.e. rapport building, detecting nonverbal cues, taking a bird’s-eye view, shaping the interactions), subjective happiness, attachment anxiety, and sales performance. Although salesforce optimization is critical in any economy, emerging economies are the growth frontier for many global companies. Using three samples from Brazil, we investigate the telecom, banking, and retail industries, providing generalizable results from one such emerging economy. We find that, in general, it is the influence of attachment anxiety and subjective happiness on interpersonal mentalizing skills which ultimately impacts sales performance. Based on these findings, we discuss several theoretical and managerial implications.     

Perspectives on international collaboration in sales research

Abstract

International research collaboration and co-authorship among scholars is always encouraged, yet it comes with its share of difficulties. While globalization brings its own challenges in sales, this special issue focuses on the challenges of fostering international collaboration in sales research. Such perspective is important in today’s academic context for three main reasons. First, international collaboration in research forces scholars to take an international perspective on research problems and thus consider fields of study that may transcend cultural boundaries. Second, with international research collaboration indubitably comes broader exchanges of ideas. Having a breadth of perspectives is at the very essence of scholastic work. Third, international research collaborations can drive intellectual communities to embrace important global challenges confronting modern sales organizations.     

Are sales as we know it dying … or merely transforming?

The world of sales research continues to transform as we move more into the world of social media. This article briefly examines a historical examination of sales research by decade and then presents a model of sales research needs going forward based on how social media is being implemented by selling and buying organizations. The model assumes that the selling process is incorporated within a social media world and elements within the model include the salesperson and sales center, the buyer and buying center, the use of artificial intelligence, the teleselling unit, the interaction between marketing and sales departments, and the methods of selling. Discussion follows the model, focusing on how social media is being used among and between units in the selling process. The discussion unfolds on three key parts of the sales equation: (1) the sales organization, (2) the buying organization, and (3) the interaction between marketing and selling departments. Research questions follow each of the three discussion sections.     

Antecedents and consequences of salesperson identification with the brand and company

To date, little research has investigated the antecedents and implications of salespersons' identification with the brands and the companies they represent. As the nature of the selling job is unique from other inside employee positions, with increased independence of the firm and loyalty that may be expanded to the customers rather than the firm itself, an investigation of this phenomenon within the sales context holds significant implication for sales force management. The salesperson also represents an extension of the marketing communication programme of the firm and thus has direct bearing on how the company and brand image are communicated to the customer. Therefore, the purpose of our paper is to hypothesize and empirically test the notion that higher levels of perceived congruence between a salesperson's own values and those values of the brand and company he or she represents will lead to higher brand identification and company identification which in turn should create higher job satisfaction, commitment and performance. We discuss our results and offer practical insights to sales managers. Further, we discuss limitations of our study and provide directions for future research.     

A within-person theoretical perspective in sales research: outlining recommendations for adoption and consideration of boundary conditions

Abstract

In the sales literature it is standard practice for researchers to collect cross-sectional data from multiple salespeople, and to compare those salespeople on the data obtained. This between-person approach is suitable for research aiming to draw conclusions between salespeople. However, many salesperson processes are dynamic and vary within salespeople over time, requiring datasets with repeated-measures. This article highlights the need to adopt a within-person theoretical perspective in sales research. Critically, the article shows how our present understanding of boundary conditions may change depending on whether a between-person or within-person level of analysis is adopted. Using examples from the sales literature, we show how the practical implications from between-persons research designs do not necessarily generalize to the within-person level. Further, we explain the methodological and analytical considerations that researchers must account for when undertaking within-person research. Furthermore, the article provides decision criteria that help to identify when within-person analysis should be conducted, outlining analysis tools that are capable of correctly estimating within-person effects without bias. Examples of how within-person research can enhance theory within future sales research, and how within-person research may influence management implications are also discussed. Finally, potential remedies to within-person research barriers are given.