Linda Rochford and Thomas R. Wotruba
Proposes an increasing role for the salesforce in the new productdevelopment process. Describes how the sales job itself has beenevolving toward one of relationship building with…
Abstract
Proposes an increasing role for the salesforce in the new product development process. Describes how the sales job itself has been evolving toward one of relationship building with customers, and how marketplace and economic changes such as globalization and large debt have caused firms to look much more carefully at the allocation of their resources, including expenditures on the new product development process. Argues that these and other factors, such as the disenchantment with marketing research and personnel downsizing, suggest that the salesforce might begin to play an expanded role in new product development. Discusses the pros and cons of this strategy, along with its implications for salesforce management.
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Highlights two major directions in the character of the personal selling function — the first is the increasing professional nature of industrial selling, the second is growing…
Abstract
Highlights two major directions in the character of the personal selling function — the first is the increasing professional nature of industrial selling, the second is growing managerial orientation within selling. Notes the selling process is evolving and broadening in ways which can make the salesperson valued to the buyer beyond product or service value offered. Says that salespeople receive much broader scopes of authority. Examines cause and effect of changes in selling characteristics, reviewing evidence specific to these new directions. Propagates some of the feelings that are negatively hung on salespeople such as being selfish, deceitful, lazy and often downright dishonest. Goes on to explain why these are wrong and gives positive connotations to try and put things right. Key is understanding the process of buying‐selling because there must be a solid conceptual foundation to support the diagnostic process. Summarizes that hiring, training, compensation and other sales management practices must be adjusted — but the evidence base seems to promote a promising future.
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Andre Bonfrer, Don Peters and Peter Mazany
An exploratory study examines the relationships between particular managerial practices and qualities of soft intelligence information provided by the sales forces of firms…
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An exploratory study examines the relationships between particular managerial practices and qualities of soft intelligence information provided by the sales forces of firms responding to a mail survey. The hypotheses explored were formulated from a review of the literature and anecdotal data. Among the findings are positive associations between managerial practices designed to improve the information provided by the salesforce ‐ such as training, involvement in decision making, recognition and performance evaluation ‐ and various dimensions of the information gleaned from the salesforce. This paper recommends the use of the salesforce as a source of marketing information, and identifies key managerial practices which may be used to improve the flow of information from the salesforce to the organisation's information system.
Troy A. Festervand, Stephen J. Grove and R. Eric Reidenbach
In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where…
Abstract
In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where investigations have explored the sales force intelligence‐gathering function, researchers have focused on selected aspects of this activity and generally ignored the overall system in which information collection and transfer take place. This article attempts to satisfy the need for such a system by presenting a model of the sales force intelligence‐gathering function.
Lisa L. Brady, Marcus Credé, Lukas Sotola and Michael Tynan
Prior research has documented a generally positive relationship between employees’ standing on constructs that are commonly studied by positive psychologists and workplace…
Abstract
Prior research has documented a generally positive relationship between employees’ standing on constructs that are commonly studied by positive psychologists and workplace outcomes, such as job performance and retention. Constructs such as adaptability, empowerment, hope, optimism, and resilience are believed to reflect psychological resources that employees can draw upon when facing adversity and challenges in their work, while also reflecting a general tendency or disposition to experience positive emotions and engage with others in ways that reflect such positive emotions. As such, positive psychology constructs may be particularly important for performance in jobs characterized by high levels of social interaction, stress, and challenge. In order to explore the manner in which different positive psychology constructs are related to sales performance, this chapter presents findings from a meta-analytic investigation into the relationships between sales performance and a variety of positive psychology constructs. Findings based on data from 59 unique samples and 14,334 salespeople indicate that some positive psychology constructs exhibit moderate to even strong relationships with the performance of salespeople, although the strength of these relationships appears to have been substantially inflated by common-source bias. The authors discuss the implications of these findings for selection and training within sales occupations, and advance an agenda for future research.
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Harvinder Singh, Rashmi Kumar Aggarwal and Bikramjit Rishi
Leraning outcomes are as follows: demonstrating how companies in the Indian market are using competitive advertising; giving participants an overview of the regulatory framework…
Abstract
Learning outcomes
Leraning outcomes are as follows: demonstrating how companies in the Indian market are using competitive advertising; giving participants an overview of the regulatory framework for advertising in India; highlighting the complexities arising out of the multiplicity of advertising regulations and institutions in India; appreciating the legal and ethical perspectives of advertisements and self-regulation; and evaluating the stance taken by both the parties in this particular case to develop multi-stakeholder perspective.
Case overview/Synopsis
A recent advertisement by international conglomerate Hindustan Unilever Limited was severely criticized for insulting Indian values by Baba Ramdev, promoter of India's largest Ayurvedic Company selling Indian indigenous and natural alternate medicinal products. It was in a complete reversal of the scenario between 2015 and 2018 when other Indian consumer goods companies complained against advertisements released by Patanjali. Indian fast moving consumer goods sector is witnessing a trend of competitive advertising in which companies are downplaying and criticizing the competitors. Though quite old, this trend caught momentum when Patanjali Ayurved Limited, a new player in the market, started advertising aggressively in 2015–2016. It resulted in many complaints by the aggrieved parties in the industry bodies and different courts of law in India. A part of the confusion comes from the diversity of advertising regulations across different Indian platforms and the absence of a clearly defined institutional framework for resolving such disputes. Consequently, most such disputes land up in the court of law in India. The case study builds an understanding of the legal framework within which companies are governed for brand promotions and creates a contextual ethical dilemma to drive the discourse on advertising through self-regulation in India.
Complexity academic level
This case is meant to benefit students pursuing a graduate or upper-level undergraduate degree in management or law/business law.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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Craig A. Martin and Alan J. Bush
Recent research investigating customer‐oriented selling has indicated that greater attention needs to be focused on organizational or personal antecedents influencing…
Abstract
Recent research investigating customer‐oriented selling has indicated that greater attention needs to be focused on organizational or personal antecedents influencing customer‐oriented selling behaviors. Similar to most other departments, a selling department’s environment would include its goals, objectives, and culture, as well as the behaviors, beliefs, and attitudes of top and middle management. Through its corporate culture and environment, the organization’s expectations and requirements are transmitted to its employees, who then implement the organization’s policies and carry out organizational strategies. Therefore, it is apparent that both individual internal environment perceptions and managerial leadership styles could possibly have a significant impact on the level of customer‐oriented selling behavior exhibited by salespeople. Three organizational or personal variables likely related to customer‐oriented selling are examined in the present study. The variables include sales manager leadership style, psychological climate, and empowerment. Each of the variables, and an explanation of its expected relationship with customer‐oriented selling, is explored. Implications for managers from these potential relationships are also provided.
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John Stanworth, Stewart Brodie, Thomas Wotruba and David Purdy
The past two decades have witnessed little, if any, growth in the numbers of small firms with employees in the UK. At the same time, a substantial growth in the numbers of…
Abstract
The past two decades have witnessed little, if any, growth in the numbers of small firms with employees in the UK. At the same time, a substantial growth in the numbers of self‐employed without employees as a component of the UK national labour force has been witnessed. The current article reports on a recent study into direct selling that accounts for around 500,000 “independent contractors” at any one time, albeit, in this case, operating often as part of an invisible economy, though linked with household‐name direct selling companies. With the advent of more large companies, such as the recently privatised utilities, using direct selling as a distribution format, there is a strong case for achieving a wider understanding of the dynamics of this system.