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clearly indicate that the direct effects across the tested indicators of absolute and relative sales performance are mostly non-significant. The relationships between sales performance indicators and sales performance are overall weak. The results
Source publication
Purpose
The purpose of this paper is to test the direct effect of B2B sellers' skills on relative and absolute sales performance.
Design/methodology/approach
Based on a questionnaire survey and deductive approach. A total of 236 useable questionnaires out of 315 are returned, generating a response rate of 74.9%.
Findings
Only one out of twelve hy...
Context in source publication
Context 1
... the hypothesized relationships of the research model, as illustrated in Figure 3, are all non-significant at p 5 0.05, except the relationships between: (1) relative and absolute sales performance (regression weight of 0.46 at p 5 0.00): and (2) customer and absolute performance (regression weight of 0.26 at p 5 0.03), with standardized regression weights ranging between 0.01 and 0.31 as illustrated in Table 4. The results demonstrate that all tested hypotheses, but one, in the research model on the direct effect of B2B sellers' skills on relative and absolute sales performance are not supported. ...Citations
... Boles et al. (2000) and Darrat et al. (2017) [68,69] showed that the success of a company largely depends on its seller's performance. In a study by Rodriguez et al. (2023) [70], it was confirmed that B2B sellers' interpersonal communication and presentation skills influence relative and absolute performance. Rentz et al. (2002) [71] argued that, among the various indicators of sales performance and corporate performance, seller skill and other personal factors are what determine whether you perform better than others. ...
... Boles et al. (2000) and Darrat et al. (2017) [68,69] showed that the success of a company largely depends on its seller's performance. In a study by Rodriguez et al. (2023) [70], it was confirmed that B2B sellers' interpersonal communication and presentation skills influence relative and absolute performance. Rentz et al. (2002) [71] argued that, among the various indicators of sales performance and corporate performance, seller skill and other personal factors are what determine whether you perform better than others. ...
This study empirically examines factors that can influence the sustainable corporate performance of Korean business-to-business (B2B) companies with the help of unique survey data. Factors such as technological capability, the chief executive officer (CEO)’s risk-taking propensity, B2B seller skill, and key account management (KAM) are analyzed to clarify their impact on sustainable financial and non-financial performance. In particular, given that environment, society, and governance (ESG) reporting has recently been widely recognized as an important evaluation factor for companies, we look at the mediating effects of ESG management on sustainable business performance. The results show that the CEO’s risk-taking propensity and B2B seller skill significantly impact the company’s sustainable financial performance, while technological capability and the CEO’s risk-taking propensity significantly impact sustainable non-financial performance. The fact that a CEO’s risk-taking propensity affects both sustainable financial and non-financial performance indicates the importance of entrepreneurial competency in the sustainability of the company. Furthermore, the findings reveal that ESG management plays a crucial role in sustainable corporate performance. The mediating role of ESG management allows technological capability, B2B seller skill, and KAM to influence sustainable financial performance significantly. Likewise, all of the explanatory factors contribute to the company’s sustainable non-financial performance through ESG management. The findings are important for both practitioners and scholars because they emphasize the need to establish an optimal ESG management strategy for corporate survival and sustainability. Furthermore, this study underscores that ESG management should be implemented by all organizational members, from CEOs to employees. Future research will include more comprehensive samples and analyze various strategic factors not covered in this study to derive effective ways by which companies can increase their performance and sustainability. We will also explore the factors that contribute to good ESG management practices.
... This objective and subjective dual measurement was recently used by Høgevold et al. (2021) and Rodriguez et al. (2022aRodriguez et al. ( , 2022b in the context of product-oriented business companies in Norway. For this present work, we follow a similar approach by considering the service business. ...
... However, there is neither consensus in the literature nor empirical findings in research that truly makes clear the role played by salespeople's skills in SP. In truth, sales research has recognized that part of this problem can be due to the lack of a clear measure of SP (Holmes and Srivastava, 2002;Høgevold et al., 2021;Limbu et al., 2016;Park and Holloway, 2003;Rodriguez et al., 2022b). ...
... Thus, it allows salespeople to be more efficient in their sales interactions and increase their SP (Ahearne and Schillewaert, 2000;Basir et al., 2010;Chawla et al., 2020;Ingram et al., 2004;Futrell, 2006;Kwak et al., 2019;Miao and Evans, 2012;Ohiomah et al., 2019;Punwatkar and Varghese, 2014;Rom an and Munuera, 2005;Wachner et al., 2009). All in all, these three elements of salespeople's skills are considered important drivers of SP, and sales research has probed these relationships (Herjanto and Franklin, 2019;Høgevold et al., 2021;Miao and Evans, 2012;Ohiomah et al., 2019;Rodriguez et al., 2022b;Wachner et al., 2009). Nevertheless, work Sales performance skills such as Plouffe et al. (2009) found that this impact changes, depending on the performance measure used, either objective or subjective, i.e. relative or absolute performance (Bolander et al., 2021). ...
Purpose
This study aims to examine the role of salespeople’s skills in relative and absolute SP in business-to-business (B2B) settings of services firms. This conceptual logic reported in meta-analytical works, that salespeople’s skills relate directly to their sales performance (SP), is questioned.
Design/methodology/approach
his research relies on existing theory and previous studies on SP drivers and SP measures. The literature identifies a set of common denominators on the role of salespeople’s skills regarding their SP, all of which are tested in this study. Based on a deductive approach and questionnaire survey, 732 service firms in Norway were targeted. A total of 389 questionnaires were returned, generating a response rate of 53.1%.
Findings
A total of 10 out of 12 hypothesized relationships in the research model dealing with the relationship between SP drivers and SP turn out to be non-significant. The hypothesized relationship in the research model between relative and absolute SP is also supported.
Research limitations/implications
The results reported in this study, based on a large sample of service firms, empirically confirm that the direct effect is generally overestimated. Empirical evidence is provided that sheds additional light on the role of salespeople’s skills in relative and absolute SP in B2B settings of services firms.
Practical implications
This study offers meaningful and relevant insights into the monitoring of SP drivers to practitioners in B2B sales settings of services firms. Salespeople need to learn about gathering knowledge in training programs about each customer and their specific situation. Firms should strive to recruit salespeople who possess the appropriate skills, taking into consideration their customers and specific situations related to them, such as experiences from competitors. Salespeople may be organized around similar customers and similar customer situations, rather than geographical assignments.
Originality/value
Overall, this research contributes insights into the role played by salespeople’s skills in relative and absolute SP in B2B settings of services firms. In particular, the research contributes additional insights into the non-existent role of interpersonal presentation and communication skills, adaptiveness of sales approach and sales behavior skills and product/technology-related knowledge skills in salespeople’s relative and absolute SP in B2B settings of services firms.
... Nevertheless, more research on the issue is needed (Kwak et al., 2019;Ulaga and Kohli, 2018). Several scholars have called for an increase in research-based knowledge on B2B seller skills and their effect on sales performance (Rodriguez et al., 2022a), since it appears to be: ". . . the most important predictor of sales performance . . ." (Rentz et al., 2002, p. 13). ...
... The link between sales performance and overall firm revenue (Rich et al., 1999) is what made the Conceptualizations of B2B seller skills empirical research about the factors which can influence sales performance success, so important for both the practical and theoretical literature. Moreover, sales performance is a complex concept that can be measured as absolute or relative (Rodriguez et al., 2022a), which justifies the compelling need to use the appropriate empirical measures to understand which skills could influence relative sales performance and which absolute performance, and to what extent. ...
Purpose
The purpose of the study was to benchmark meta-analytical conceptualizations of business-to-business (B2B) seller skills against empirical evidence in services firms.
Design/methodology/approach
The study is based on a deductive approach and questionnaire survey focusing on a range of services firms from different industries and corporate sizes. A total of 389 questionnaires out of 732 were returned, generating a response rate of 53.1%.
Findings
The study aims to provide empirical evidence and structures relating to B2B sellers' capabilities in a seven-dimensional conceptualization, all of which can be used in services firms to improve their seller efficiency. Each seller skill dimension performs a different function in the sales services process.
Research limitations/implications
The authors conclude that the verified meta-analytical conceptualizations of B2B seller skills seem valid and reliable in services firms. Nevertheless, further research needs to be carried out, based on other company characteristics as well as industries.
Practical implications
It reduces the risk perceived by customers in B2B services settings through cultivating the sellers' capabilities, based on the seven-dimensional evidence of seller skills to enhance sales performance.
Originality/value
The study contributes to existing theory and previous studies by offering a foundation on which to structure sales performance indicators in services firms. Specifically, it contributes to structuring B2B seller skills across a selection of principal dimensions in B2B services settings.
Purpose: In this unbendable competitive environment, pharmaceutical firms need to craft strategies that are best suited for their salesforce effectiveness as well as for customers, this study aims to highlight the prominence of salesperson's satisfaction with supervisors/field managers and the significance of salesperson's customer orientation in an outbound pharmaceutical sales context, and i.e. how customer orientation can affect the performance of salespeople by using the mediating mechanism of emotional regulation and sales skills. Theoretical Framework: This study relied on the Behavioral Equation Theory (BET) of selling and the Adaptive Theory of Selling (ATS). The theoretical model was developed by integrating BET and ATS to test eight hypotheses. Design/Methodology/Approach: A quantitative and cross-sectional study was conducted. A self-administered survey was used to collect data from 300 salespeople from 20 pharmaceutical firms (national and international). AMOS-22 and SPSS-24 were used to test the eight hypotheses posited. Findings: Implications/Originality/Value: The results supported eight hypotheses and inveterate that a salesperson's satisfaction with supervisors influences the customer orientation of salespersons. Additionally, a salesperson's customer orientation has a positive effect on emotional regulation, the salesperson's performance, and sales skills. Emotional regulation and sales skills have a positive effect on a salesperson's performance. Moreover, Emotional regulation and sales skills partially mediated the relationship between a salesperson's customer orientation and performance. This research contributed to the advancement of knowledge in the field of selling and sales management.
As a company that provides services in managing risks, coverage for the uncertainties faced by potential customers in the future makes the insurance business utilize several marketing models, such as personal selling combined with competitive premium prices and service quality. This study aimed to analyze the effect of competitive price strategies, service quality, and personal selling on purchasing decisions for health insurance products in Indonesia by implementing the role of mediating competitive advantage. This research was conducted using a random sampling technique using a sample of 220 respondents from customers of health insurance products in Greater Semarang, Central Java, Indonesia. Data was collected by distributing questionnaires, which were processed and analyzed using PLS (Partial Least Square) with SEM Structural Equation Modeling (SEM) with WarpPLS software. The results of the study show that personal selling, competitive price strategies and service quality positively affect competitive advantage and purchasing decisions. The findings also confirm the mediating role of competitive advantage in bridging the relationship between independent variables and purchasing decisions. Practically, these findings underscore the importance of health insurance uniqueness as an important part of the formation of purchasing decisions by custumers.
Keywords: personal selling, competitive price, service quality, competitive advantage, purchasing decision
