J. Ricky Fergurson, John T. Gironda and Maria Petrescu
This paper aims to examine how modern, digital era customers in a business-to-consumer (B2C) setting prioritize salesperson-customer orientation attributes when evaluating their…
Abstract
Purpose
This paper aims to examine how modern, digital era customers in a business-to-consumer (B2C) setting prioritize salesperson-customer orientation attributes when evaluating their expectations regarding interactions with salespeople, as well as their impact on positive and negative word-of-mouth. In addition, the research further investigates which negative salesperson attributes have an impact on overall customer experience and satisfaction.
Design/methodology/approach
Role theory and expectancy-disconfirmation theory form the theoretical foundation for two mixed-method studies. Study 1 is an exploratory content analysis of online consumer reviews and social media word-of-mouth related to consumer experiences with salespeople. Study 2 is a three-round Delphi study investigating which salesperson orientation attributes are most important to the customer in B2C interactions.
Findings
The results uncover which salesperson customer orientation attributes are essential for modern consumers and how they differ as a function of context (retail, direct-selling and follow-up) and how they contribute to the generation of digital word-of-mouth.
Originality/value
This paper expands B2C sales interaction literature by exploring the need for differing sales attributes based on the differential function of the shopping environment.
Details
Keywords
Christopher R. Plouffe, Thomas E. DeCarlo, J. Ricky Fergurson, Binay Kumar, Gabriel Moreno, Laurianne Schmitt, Stefan Sleep, Stephan Volpers and Hao Wang
This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how…
Abstract
Purpose
This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective.
Design/methodology/approach
After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs.
Findings
The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination.
Research limitations/implications
The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018).
Practical implications
This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance.
Originality/value
Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.
Details
Keywords
J. Ricky Fergurson, Greg W. Marshall and Lou E. Pelton
One of the pivotal questions facing all firms is “Who owns the customer?” Despite the longstanding acknowledgment that customer ownership is critical to a firm’s success, to date…
Abstract
Purpose
One of the pivotal questions facing all firms is “Who owns the customer?” Despite the longstanding acknowledgment that customer ownership is critical to a firm’s success, to date, little research attention has been afforded to conceptualizing and measuring customer ownership. This study aims to address this research gap by exploring, measuring and validating a customer ownership scale through the lens of the business-to-business salesperson.
Design/methodology/approach
The classical multi-item scale development involving a multistep process was used in developing and validating this scale measuring customer ownership. Using a grounded theory approach, the customer ownership scale is developed and justified as distinctive from customer loyalty.
Findings
The two-factor customer ownership scale reflects the underlying factors of the salesperson–customer bond and provides a pathway to empirically assess mechanisms for addressing customer migration. The findings suggest an opportunity for greater precision in both meaning and measurement for both academics and practitioners.
Originality/value
The question “Who owns the customer?” has been a venerable enigma in sales organizations, and it remains an underdeveloped construct in sales and marketing research. This research empirically explores the construct of customer ownership in a systematic manner that is conspicuously absent from extant studies.