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The purpose of this study was to determine the extent of the relationship between four measures of educational experience, a measure of job performance, and six dimensions of job satisfaction for a population engaged in outside sales.

by Fung Hon Yue. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1978. / Bibliography: leaf [70]

The purposes of this study were to measure and compare the knowledge level of sales personnel employed by a ladies' apparel manufacturer and to examine the need for a training program for sales managers, sales secretaries, and sales representatives. The data were gathered through a four-part questionnaire developed by the researcher. Sales personnel were rated as having low, medium, or high knowledge. The majority rated as having medium knowledge. No significant differences in knowledge level were evident relative to sales position or length of employment. Training needs tended to have little variance among respondents.

The purpose of this study was to examine the potential of three independent psychological scales (Rotter's Locus of Control, Karasek's Job Content Questionnaire [non-injury job stress], and Rosenberg's Self-Esteem Scale) to predict job satisfaction, as measured by Brayfield and Rothe's Index of Job Satisfaction, among salespersons in a small independent department store in Wichita Falls, Texas. An 82-item survey which examined the dynamics of a salesperson's work life was administered to 20 individuals who were full-time employees of the department store. Demographic data were also gathered although these factors were not entered into the regression analysis. A multiple regression procedure examined the responses of the 20 employees who participated in the study. The R-squared coefficient indicates that 41 percent of the variance in Job Satisfaction was explained by the three predictor measures. A major proportion of this unexplained variance may be in variables outside the scope of this study, e.g., salaries, vacation time, benefits, bonuses, or commissions. Results suggest that the independent variables measured by the Locus of Control Scale and the Job Content Questionnaire in combination were the best predictors of job satisfaction with a significance level of .01. The single best predictor was the Job Content Questionnaire, significant at .03. The three instruments (Locus of Control, Self-Esteem, and Job Content Questionnaire) which comprised the independent variables, reached a significance level of .03 in their prediction of job satisfaction (Brayfield-Rothe Index of Job Satisfaction). Study results indicate that a majority of the employees in the sample population were satisfied with their jobs and with the leadership style manifested by the store manager. In addition, job security was believed to be satisfactory. Inasmuch as there is a void in the literature regarding personal characteristics of salespersons as variables that interact with job satisfaction, comparisons of the findings of this research with other studies that have explored the intricacies of job satisfaction among salespersons who work in small, independent department stores cannot be made. Further research on the predictability of job satisfaction among salespersons in small, independent retail operations such as the department store investigated in this study would be useful not only to managerial staff in decision making and personnel management but would promote greater understanding of the personal characteristics of salespersons as human investment capital which has the potential to create the effective competitive edge required for survival in the new economy.

Some salespeople cope with the chronic stress that accompanies sales jobs better than others. That is, while all salespeople possess some ability for coping with job stress, some coping mechanisms work better than others. Thus, it is critically important to identify the coping mechanismwhich are associated with the most positive organizational outcomes (i.e., higher performance, increased retention). Research on the coping mechanisms of salespeople is in its exploratory stage. Increased knowledge concerning how salespeople cope with chronic job stress would help researchers and managers to clarify why certain job outcomes occur instead of others (i.e., performance, retention, and burnout). This study proposes and tests a set of relationships pertaining to the dimensionality and the outcomes of salespeople's coping styles. The model identifies the antecedents of coping style and proposes three types of coping style salespeople employ to reduce job stress- emotion focused coping (EFC), problemfocused coping (PFC) and action oriented coping (AOC). It also elucidates the outcomes associated with EFC and PFC styles. The empiricalfindingssuggest that among salespeople, those who use PFC possess a more pronounced internal locus of control, perceive higher social support, and project higher continuance commitment, and higher self efficacy than those who use EFC. The findings also suggest that salespeople who use PFC tend to be more satisfied and express greater well being than those who use EFC. Additionally, salespeople who use EFC tend to exhibit greater propensity to burnout and greater tendency to withdraw than those who use PFC. The model holds considerable promise froma managerial standpoint. Because the model partially predicts whether the outcome of a particular coping style will be positive or negative, managers can train their salespeople to cope with job stress more effectively. Additionally, it may be significantly helpful to those who recruit salespeople. Sales recruiters ought to be able to identify applicants with a greater orientation toward an internal locus of control. Internally driven individuals are more likely to use a problem focused coping style. In the context of hiring salespeople, this knowledge can be of crucial importance.

Every day, salespeople span boundaries, coordinate internal and external expertise, leverage social capital, mobilize the tangible and intangible resources of their firm, and try to create value for all stakeholders. Recognizing the important roles of salespeople, Evans et al. (2012) and Lassk et al. (2012) call for more research on the usage of skills, knowledge, people, strategies, expertise, and other resources of salespeople to produce the desired outcomes. Responding to their calls, this study specifically focuses on how salespeople utilize their available and finite resources across four types of customers (new customers, short term customers, long term customers, and win-back customers) to identify and qualify new sales opportunities during the prospecting stage. The dissertation focuses on seven types of resources (capturing both internal and firm related resources) available for salespeople: (1) firm tangible, (2) firm intangible, (3) firm market based, (4) present resources, (5) skills, (6) knowledge, and (7) accumulated successes. The study further explores the moderating roles of organizational identification, competitive intensity, and customer dependence on the relationship between resources utilized and performance during the prospecting stage. The resource utilization scale is developed and tested for robustness. Next, using a final dataset of 346 responses from salespeople, the results reveal that salespeople adaptively utilized various resources across new customers, short-term customers, long-term customers, and win-back (lost) customers. Overall, performance during prospecting stage are more strongly influenced by utilization of internal resources (presence, knowledge, skills and success) than firm related factors. Further, successful prospecting performance requires the usage of skills and knowledge resources with new customers, only skills resources with short-term and long-term customers, but present resources, knowledge, and firm tangible resources with win-back customers. In addition, organizational identification and competitive intensity moderate the relationship between resource utilization and prospecting performance for all customer types, whereas customer dependence is an important moderator for long-term customers. The paper makes several contributions to key areas such as resource allocations in the context of personal selling, and how firms can strategically enhance the performance of their salespeople. Theoretically, the study develops resource utilization scale, and empirically tests its effects on prospecting performance. From a managerial stand point, this dissertation offers additional insights into the effectiveness of each type of resources to plan for selective development of resources, as well as focused sales training.

A thesis submitted to the Faculty of Commerce Law and Management, University of Witwatersrand Business School, Johannesburg, in fulfilment of the Degree of Doctor of Philosophy Johannesburg, 2015 / Arguably the most important function a business focuses on is revenue generation, which is ultimately achieved through immediate sales and the inculcation of future customer spend. For many businesses, notably in the business-to-business realm, salespeople are still required to form relationships with key customer buyers and to achieve or facilitate sales through this “dyadic” interpersonal relationship. Understanding what makes relationships and interactions between customer buyers and salespeople successful – from a sales perspective – remains an important concern for organisations and marketing theorists. In such sales relationships, the “success” of the sale and the longer term sales relationship can depend on aspects of the interpersonal relationships such as the ability of the parties to communicate well, come to agreement, and potentially even bond socially. The ability of parties to form productive and conducive interpersonal relationships in turn depends on factors such as personality and culture. This thesis argues that there is no particular “best” personality or culture for the formation of successful sales relationships, but that match between the personality traits of salespeople and customers as well as between their respective organisation’s cultures may facilitate success in sales. As indicated above, the thesis studies two main dependent variables, namely sales success and word-of-mouth. These variables are derived from the theory of customer equity management (Rust, Lemon, & Narayandas, 2005). The thesis argues that prior to generating income through either a sale or through word-of-mouth the organisation will need to have a relationship with the customer. Relationship marketing (Morgan & Hunt, 1994) provides a framework for understanding what constitutes a relationship. The current study aligns itself with prior literature arguing that relationship quality comprises three components specifically; trust, satisfaction and commitment. Personality research has remained at the heart of industrial research and managerial practise. Voluminous literature has used the Big Five personality traits for understanding customer’s interactions. The five personality traits include Extraversion, Agreeableness, Conscientiousness, Neuroticism and Openness to Experience (Soto & John, 2012). The current study argues that it is not the personality traits themselves which are important, but rather the similarities or differences between the customer and the salesperson. Organisation culture has been shown to affect several different arenas within the management field, but has not been much examined within the context of dyadic relationships. The specific relationship that the study addresses is the customer-salesperson relationship. In this thesis I argue that both the customer and salesperson to some extent embody and reflect their respective organisational cultures, and in addition, sales systems can reflect organizational cultures, for instance where bureaucratic organizational culture creates sales systems with high levels of formality. In turn, match or mismatch in organizational cultures may affect sales or relationship outcomes in various ways. The well-known organisational culture index (Wallach, 1983) will be used to capture the cultures from both the salesperson and customer. The three elements of organisational culture measured by the index include bureaucratic cultural aspects, innovative cultural aspects, and supportive cultural aspects. To test these relationships, the thesis presents an empirical study based on a cross-sectional, quantitative, survey of the SME market in South Africa. One hundred salesperson-customer dyads participated in the study, and data from each member of the dyad was surveyed separately. Statistical techniques such as partial least squares structural equation modelling and polynomial regression were used in the analysis of the data. A response surface methodology allowed for graphical representation of the polynomial regression results. These results then acted as inputs for a Bayesian Networks analysis (Charniak, 1991), which are used to improve the understanding of causality. Results of the empirical survey indicate that trust, satisfaction and commitment affect the level of word-of-mouth while only trust and commitment have an effect on sales. The analysis indicates that matches or mismatches in the personality traits of extraversion, agreeableness, conscientiousness, neuroticism and openness do affect dependent variables of relationship quality, sales success and word-of-mouth, and do so in differing ways. This thesis provides several unique contributions to sales theory and literature. First, although the salesperson-customer dyad has been studied before, the differences in personality traits have not been included. This is particularly true within the South African context. Secondly, organisational culture literature has been reviewed and studied but has neglected the role that organisational culture plays in the sales environment, specifically when interacting with a customer. Third, several theories are used to explain why the constructs came together; however certain aspects of these theories are questioned. Lastly, several practical applications are provided that allow organisations to improve the hiring process and implement training objectives for their sales force. Key Words: Dyad, satisfaction, trust, commitment, customer lifetime value, relationship marketing, relationship quality, organisational culture, bureaucracy, innovation, supportive, response surface, polynomial regression, Bayesian network, customer equity management. / MB2016

Thesis (M.Com. (Information Systems))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Economic and Business Sciences, 2013. / This research study investigated the key factors that facilitate the adoption of technology by salespeople by building on previous studies in literature that have investigated Customer Relationship Management (CRM) acceptance. The research model was adapted by introducing a new construct, System Characteristics, along with Organisational, Social and Individual Factors to explain Sales Force Automation (SFA) tool acceptance, through the mediating influences of Perceived Usefulness (PU) and Perceived Ease-of-Use (PEOU). The results from 337 end-users of the Siebel CRM system in Bank A, in South Africa, found that in addition to PU and PEOU, Personal Innovativeness and Team Leader Support are significant independent drivers of User Acceptance of SFA tools. The model had an R2 of 0.480, which showed that a considerable portion of the variance could be explained through these factors. The research contributes to the current body of research by confirming the importance of personal innovativeness and team leader support towards system acceptance. The number of years the user has been working on the system was also shown to have a significant positive influence on acceptance. Practitioners, concerned with the acceptance of SFA tools, will find that organisational and social factors can significantly influence how users perceive a system to be easy-to-use and useful. The fact that these factors are all relatively easily implementable will be welcomed by IT practitioners facing similar challenges with their sales force. Technical characteristics of the system were found to be a construct that is recommended for future research, based on the findings from this study. Identifying specific aspects of the interface that change users’ perceptions about the software’s ease-of-use can be done by possibly Technology Acceptance Model (TAM) with the e-S-QUAL model in future studies.

In a world going towards automation, I ask whether salespeople making pricing decisions in a high human interaction environment such as business to business (B2B) retail, could be automated, and under what conditions it would be most beneficial. I propose a hybrid approach to automation that combines the expert salesperson and an artificial intelligence model of the salesperson in making pricing decisions in B2B. The hybrid approach preserves individual and organizational knowledge both by learning the expert's decision making behavior and by keeping the expert in the decision making process for decisions that require human judgment. Using sales transactions data from a B2B aluminum retailer, I create an automated version of each salesperson, that learns the salesperson's pricing policy based on her past pricing decisions. In a field experiment, I provide salespeople in the B2B retailer with their own model's price recommendations through their CRM system in real-time, and allow them to adjust their original pricing accordingly. I find that despite the loss of non-codeable information that is available to the salesperson but not to the model, providing the model's price increases profits for treated quotes by as much as 10% relative to a control condition, which translates to approximately $1.3 million in yearly profits. Using a counterfactual analysis, I also find that a hybrid pricing approach, that follows the model's pricing most of time, but defers to the salesperson's pricing when the model is missing important information is more profitable than pure automation or pure reliance on the salesperson's pricing. I find that in most cases the model's scalability and consistency lead to better pricing decisions that translate to higher profits, but when pricing uncommon products or pricing for unfamiliar clients it is best to use human judgment. I investigate different ways, including machine learning methods, to model the salesperson's behavior and to combine salespeople's expertise as reflected by their automated representations, and discuss implications for automation of tasks that involve soft skills.