What personal selling and sales management recommendations from developed markets are relevant in emerging markets?

As emerging markets continue to grow, research on personal selling and sales management in these settings is coming to the fore, as this special issue of Journal of Personal Selling and Sales Management attests. With an in-depth review of extant research, this contribution addresses three key research questions. First, are there differences between established/recommended theories or styles or paradigms for effective personal selling and sales management in developed markets and emerging markets? The survey suggests there are. Second, are culture variables, traditionally used in extant research, sufficient to differentiate between developed and emerging markets? The presented analysis suggests that culture must be combined with economic variables to establish clear contexts that reflect developed and emerging markets. Third, what classification framework can serve to examine personal selling and sales management strategies in terms of their applicability in both developed and emerging markets? This article derives such a classification framework by organizing extant sales research into categories where either small differences in research findings between developed and emerging markets are expected, or where large differences in research findings are expected. Propositions for the category of selling process and technique are derived. Overall, these findings suggest the need for substantial research that examines the differences between developed and emerging markets, because of the vast implications for theory, research, and practice.     

A process model of buyer responses to salesperson transgressions and recovery efforts: the impact of salesperson orientation

Despite the damaging effects often associated with salesperson transgressions, our understanding of how buyers respond to these transgressions and the recovery efforts that typically follow is limited. The authors address this shortcoming across two studies of professional buyers. In the first, the authors examine buyers’ responses to salesperson ethical and service transgressions as moderated by their perceptions of the salesperson (i.e. whether they perceive the salesperson as being selling-oriented (SO) or customer-oriented (CO)). In the second study, the authors contrast the effects of an apology versus compensation in examining buyers’ responses to the overall transgression and recovery episode. Although study results indicate that a customer orientation amplifies buyers’ responses to the initial transgression, they also indicate that buyers’ responses to the overall episode are primarily a function of whether the recovery effort conforms to their expectations. Hence, while favorable salesperson perceptions (i.e. being perceived as CO) are detrimental in the context of the initial transgression, they are beneficial in the context of the overall transgression and recovery episode.     

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.     

The Need for Speed: Agility Selling

In turbulent business times, organizations have sought to become more agile. Organizational agility has been asserted to require workforce agility, but thus far, little focus has been given to workers. Traditionally, salespeople have sought ways to differentiate themselves and create advantage for customers. This paper asserts that, in order to continue this tradition of differentiation and advantage, salespeople must engage in agility thinking. Agility has been studied as it applies to manufacturing processes and other firm activities. Agile salespeople have a mental dexterity at the point of customer contact. They are quick to observe opportunities and are able to anticipate customers’ ever-changing needs, wants, and preferences. This paper presents a framework for agility selling, applying concepts from the agility manufacturing literature and proffering distinct characteristics of sales force agility.     

Hybrid sales structures in the age of e-commerce

Sales organizations continue to exhibit meaningful changes in their structures during the e-commerce era. This article examines the impact of Internet technology on the evolution of sales organizations and identifies key components underpinning a successful hybrid sales structure. A comprehensive review of sales organization studies leads to the derivation of a hybrid sales structure model, as well as a series of key recommendations pertaining to the organization and sales performance. These findings establish a platform for further research into the hybrid sales structure. The transition from a reliance on traditional, outside sales forces to a concomitant use of inside sales personnel produces hybrid sales structures that can accommodate online buyer–seller interactions and also leverage technological advances in sales automation and business intelligence to boost sales performance.     

“Toxin handling” and well-being: The case of the human resources manager

This study uses the job demands–resources model and multiple role theory to gain an understanding of the “toxin handling–well-being” relationship. “Toxin handlers” are empathetic managers willing to try to address pain and suffering in organizations (Frost, 2007). We use data from semistructured, in-depth interviews with HR managers to investigate the impact of the toxin handling role on well-being. The interviews indicate that toxin handling does not necessarily lead to the toxin handler’s ill health, because factors such as organizational and personal resources can influence that relationship. Further, toxin handlers can face very different toxin handling demands. These differences in the toxin handler’s resources and demands can lead to the full spectrum of possible health consequences of toxin handling (from decreased to enhanced health) for different toxin handlers.     

Work Values and Their Effect on Work Behavior and Work Outcomes in Female and Male Managers

A longitudinal sample of over 800 MBA graduates surveyed across a 16-year period was recruited to investigate the relationship of work values to work effort, salary levels, and other work outcomes. As predicted, certain work values were related to higher salary levels and to the number of hours worked. Changing companies more often and receiving more promotions were also significantly related to work values. Work values did not differ for women and men in the sample, except that women were higher in the value of wanting to do an excellent job. Controlling for work values did not explain significantly higher salaries for men as compared to women. Implications of these data are discussed.     

企业中层管理者时间管理倾向量表的探索性因素分析

时间管理倾向是个体在运用时间方式上所表现出来的心理和行为特征,具有多维度多层次的心理结构。参照已有的研究文献和广泛的调查研究,编制出我国企业中层管理者时间管理倾向量表,通过对150名企业中层管理者的探索性因素分析,结果表明企业中层管理者时间管理倾向问卷由时间价值感(社会取向和个人取向的时间价值感)、时间监控能力(目标与控制、计划与安排、优先级、时间分配和反馈性)和时间效能感(时间管理效能和时间管理行为效能)三个维度构成。     

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.