Effect of salespeople's acquisition–retention trade-off on performance

This research examines the impact of the acquisition–retention resource allocation at the individual salesperson level – that is, the proportion of their time dedicated to acquisition versus retention activities – on their sales performance. We extend prior research that investigates the acquisition–retention trade-off below (i.e., customer value approach) or above (i.e., firm portfolio approach) the salesperson's perspective by also incorporating many ‘within-firm’ factors that are critical to capturing the contingent nature of the allocation decision. The results suggest that firms can double their sales gains by implementing a trade-off strategy that customizes the acquisition allocation at the salesperson level. Using matched triadic data gathered from 227 salespersons, 106 supervisors and the seller's database, the authors find an inverted U-shaped linkage between the proportion of time allocated to acquisition activities and sales performance. Moderation analyses show that salespeople's optimal acquisition allocation depends on their knowledge breadth and job commitment, their supervisor's experience and job commitment and the quantity and quality of the prospects in their relationship portfolio.     

Nonlinear analyses in sales research: theoretical bases and analytical considerations for polynomial models

Despite theoretical bases that may support nonlinear relationships, there is a relative paucity of studies testing these effects in organisational and behavioural research. Theories hypothesising linear associations among variables in sales research found to have low predictive validity are prime candidates for re-conceptualisation with theories predicting nonlinear relationships. In the sales domain, while nonlinear-oriented theories have been advanced and many nonlinear associations have been explored, myriad additional variables may possess theoretically-based nonlinear relationships with key sales-related outcomes. Further, nonlinear integration can be useful in improving linear analyses involving moderation. The purpose of this article is to expound upon and promote the utilisation of theoretically-driven nonlinear analyses in sales research. In this pursuit, the article delineates the rationale for nonlinear examinations and provides an extensive review of nonlinear research conducted in the extant sales literature. Based on this review, theoretical bases used to support nonlinear hypotheses are advanced and types of polynomial tests are identified. Additionally, guidelines in conducting and interpreting main effect and moderated polynomial analyses are provided along with future research opportunities for nonlinear analyses in sales research.     

Sales-as-practice: an introduction and methodological outline

There are strong indications that sales practices are currently being redefined from the ground up and that many of the inherited conceptual models of selling will not hold into a future that is defined by new selling techniques and technologies. This paper introduces a research perspective that can provide an important source of insight into how sales work and salespeople are currently being reconstituted: the sales-as-practice approach. In common with ‘practice turns’ evident in other business literature, such as the recent marketing-as-practice or the by now well-established strategy-as-practice approach, sales-as-practice requires of researchers to develop a sensitivity towards salespeople's ways of doing and being in social and material contexts. While acknowledging potential limitations, we identify some significant benefits of adopting this approach for our conceptual understanding of the sales domain, particularly in understanding persistence and transformation in sales practices, in paying attention to the role of material objects in configuring these practices and in appreciating the role of such practices in producing salespeople's ways of being. Moreover, we argue that becoming more closely acquainted with sales professionals' lifeworlds can aid in bridging the perceived divide between academic and practitioner knowledge in our domain.     

From selling to managing strategic customers - a competency analysis

An increasing number of companies select strategic customers, who are then treated differently from standard customers. Thus, the customer-facing function has been divided into two separate functions: traditional selling and strategic account management. This article seeks to provide a comprehensive overview that compares the competencies of salespeople with the competencies of strategic account managers. The article's objective is to highlight a competency path that can lead salespeople to transition successfully into strategic account managers. Leveraging the two distinct competency classifications, we identify the key skills that traditional salespeople must be trained in or “unlearn” to successfully transition. From a theoretical perspective, this article bridges the gap between the literature on sales and the literature on strategic account management and pinpoints the major differences between those two customer-facing dimensions. From a managerial perspective, the article helps practitioners draw a competency grid to assess both salespeople's ability to succeed in their role transition and the training required to support this transition.     

Fostering collaborative mind-sets among customers: a transformative learning approach

To succeed and grow, companies must win new customers. However, selling innovative solutions to prospective business customers remains challenging. We seek to explore how salespeople create, early in the sales process, collaborative customer mind-sets to accommodate learning and adoption of new solutions. By applying transformative learning theory and analyzing authentic video-recorded business-to-business (B2B) initial sales meetings, we are able to determine the microlevel processes and mechanisms taking place in transformative sales dialogue. In this article, we outline seven interactional activities occurring in reflective dialogue cycles, a key means by which salespeople create new customer mind-sets. Reflective dialogue cycles form a spiral-shaped process requiring completion to achieve a shared new understanding favorable to adopting new approaches. Through our analysis, we demonstrate the value of transformative learning theory in better understanding sales interactions. Along with theoretical contributions, our results may help managers and salespeople better develop new business customers.     

A taxonomy for financial services selling

The financial services industry accounts for almost half of the country’s nonfarm, commercial profit, making the industry a major driver of the economy. Prior to this study, limited information was available to evaluate financial services sales activities, and a taxonomy of sales activities for individuals in the financial services industry had not previously been conducted. Prior empirically developed sales taxonomies did not include service firms and specifically financial services, while focusing on manufacturing and other product sales. Given that taxonomies are a critical step in scientific inquiry, this is a major limitation in the literature hindering the development of a better understanding of this important industry. Using an established methodology and a seminal sales taxonomy, a financial services sales taxonomy was conducted. Results reflect that financial services sales positions differ from those in other industries. Six sets of sales activities (factors) along with six job positions (clusters) were identified.     

What are the odds of burnt-out risk and leaving the job? Turnover intent consequences of worker burnout using a two sample New Zealand study

Job burnout is a pressing issue for organizations, and this study explores the new Burnout Assessment Tool (BAT), which provides a robust calculation of burnt-out risk. Next, the odds of high turnover intentions from burnt-out risk are calculated using two samples: (1) N = 709 employees and (2) N = 313 managers. Analysis shows the odds of burnt-out risk are higher for managers (17%) than employees (8%). High burnt-out risk in employees shows a 47% likelihood of high turnover intent versus 13% for employees with nonburnt-out risk. High burnt-out risk in managers shows a 51% likelihood of high turnover intent versus 12% for managers with nonburnt-out risk. Furthermore, moderating effects of supervisor organizational embodiment were found to interact with burnt-out risk for employees only, showing the highest turnover intent when embodiment is high, reflecting the potential backlash against the organization.