Abstract
Although personal selling and organizational buying are recognized as critical elements in the success of most industrial firms, research progress in this area has been hindered by the lack of a comprehensive and integrative conceptual model of the customer-salesperson interaction. This paper proposes such a model which focuses on the critical element of the buyer-seller interaction, communication.
Journal Information
As the only scholarly research-based journal in its field, JPSSM seeks to advance both the theory and practice of personal selling and sales management. It provides a forum for the exchange of the latest ideas and findings among educators, researchers, sales executives, trainers, and students. For more than 30 years JPSSM has offered its readers high-quality research and innovative conceptual work that spans an impressive array of topics-motivation, performance, evaluation, team selling, national account management, and more. In addition to feature articles by leaders in the field, the journal offers a widely used selling and sales management abstracts section, drawn from other top marketing journals. Emerging topics are addressed through periodic special issues devoted to such cutting-edge issues as CRM and sales force ethics.
Publisher Information
Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal.
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Personal Selling and Sales Management © 1990 Taylor & Francis, Ltd.
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Abstract
Firms often utilize salesperson intelligence in marketing strategies to improve sales performance. However, this approach is problematic if the information is based on inaccurate perceptions. In light of this, the authors introduce a theoretical model to study the antecedents and profit impact of salesperson perceptions of customer relationship quality. Dyadic analyses using matched survey responses from salesperson-customer dyads and secondary performance data reveal several insightful findings. Results show that self-efficacious salespeople are upwardly biased, whereas customer-oriented salespeople are downwardly biased in their perceptions of customer relationship quality. However, managers can correct these inaccuracies using a behavior-based control system. Response surface analyses illustrate that the effects of salesperson accuracy and inaccuracy are distinct and curvilinear. During later relationship phases, salespeople profit more from salesperson accuracy in high-and lowquality relationships (i.e., a U-shaped effect). Yet the increasingly harmful impact of salesperson inaccuracy on profit is more severe during earlier relationship phases. Together, these findings highlight the benefits of measuring salesperson perceptions and how to manage them.
Journal Information
The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline?
Publisher Information
Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com
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Journal of Marketing
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