Omineca Herald, April, 11, 1928

Item does not contain fulltextFrontiers in Services Conferenc

Alternative mechanisms guiding salespersons’ ambidextrous product selling

Ambidextrous product-selling strategies, in which companies’ salespeople concurrently pursue the sale of existing and new products, are hard to implement. Previous studies have addressed this issue for relatively simple consumer settings with the manager in close proximity to the salespersons and focusing on different levels of control and autonomy to resolve this issue. However, little is known about how field salespeople can be influenced to pursue such dual goals proactively for more complex business-to-business products. In this study, the authors distinguish between salespeople’s proactive selling behaviour for new and existing products, and study the impact of two alternative mechanisms: a situational mechanism (i.e. perceived manager product-selling ambidexterity) and a structural mechanism (i.e. salesperson organizational identification). Using a time-lagged, multisource data set from a large ambidextrous company, the authors demonstrate that both mechanisms contribute to salespeople’s proactive selling of new and existing products, but also act as each other’s substitutes. The results suggest two most likely strategies for salespeople to obtain overall sales targets: focusing on existing product selling; or acting ambidextrously. The latter approach offers the benefits of better achieving ambidextrous company sales goals and of greater performance stability, and is thus preferred

B2B Channel Partner Programs: Disentangling Indebtedness from Gratitude

Many suppliers invest heavily in channel partner programs that incentivize selling and learning. The authors conduct a multi-wave field study to investigate the roles of indebtedness and gratitude in transforming these investments into returns. The results show that indebtedness has negative effects on commitment to the supplier, as well as the reseller's sales effort. Gratitude however attenuates the effects of indebtedness on sales effort and commitment, and thus offers a buffer against indebtedness' negative effects. Indebtedness and gratitude thus play key roles in channel partner programs. In addition, the results highlight the importance of perceived motives as they differentially predict these two states. Benevolent motives are found to increase gratitude, though ulterior motives do not detract from it. Ulterior motives do however increase indebtedness. Finally, the results also reveal how entitlement negatively impacts channel partner programs: It decreases the positive effect of perceived program value on partner gratitude while increasing the effect of ulterior motives on indebtedness. This study thus assesses the simultaneous yet contrasting role of gratitude and indebtedness, as well as the complexity associated with realizing the full benefits of channel partner programs. The findings have implications for suppliers, marketers, and further research

Why helping coworkers does not always make you poor:the contingent role of common and unique position within the sales team

In recent years, many companies have implemented sales teams as a way of streamlining accountability and promoting the development of sales expertise. The success of such work groups largely depends on experienced members' willingness to help coworkers. Previous studies indicate that group structure and individual position along individual attributes (e.g., experience) are important to understand interactions between coworkers. However, sales research on this topic is lacking. Drawing on a motivation-opportunity-ability framework, this study addresses this void by examining the impact of individual salesperson's job experience position within work groups on the motivation to help coworkers and his or her own sales performance. The findings of a multisource, multilevel empirical study reveal interesting effects. The results highlight the important role of job experience position: if a salesperson's level of job experience is common within the sales team, it activates identification as a driver of helping behaviors, which in turn negatively influences own performance. Conversely, if a salesperson's level of job experience is unique, it does not activate identification as a driver of helping, but does positively influence the effect of helping on own performance. The authors discuss implications for theory and practice

Behavior in behavioral strategy : capturing, measuring, analyzing

Measuring behavior requires research methods that can capture observed outcomes and expose underlying processes and mechanisms. In this chapter, we present a toolbox of instruments and techniques we designed experimental tasks to simulate decision environments and capture behavior. We deployed protocol analysis and text analysis to examine the underlying cognitive processes. In combination, these can simultaneously grasp antecedents, outcomes, processes, and mechanisms. We applied them to collect rich behavioral data on two key topics in strategic management: the exploration–exploitation trade-off and strategic risk-taking. This mix of methods is particularly useful in describing actual behavior as it is, not as it should be, replacing assumptions with data and offering a finer-grained perspective of strategic decision-making

Cross-selling in service recovery encounters – Staying under the customer’s radar to avoid salesperson stereotype activation

Contains fulltext : 112224.pdf (publisher's version ) (Open Access)AMA Winter Conference, 17 februari 201