This dissertation reports an investigation of the personality-sales performance relationship and the effect of long and short selling cycle situations as a moderator of this relationship. Research in the area of salesperson performance has failed to establish critical theoretical foundations for testing and predicting salesperson success. Many researchers have attempted to generalize results over all categories of salespeople without consideration of those tasks and traits crucial to success in specific categories of sales employment. Three theoretical frameworks are discussed (trait, situation, interaction) and the interactionist theoretical framework is proposed as a necessary step to study the personality-sales performance relationship. Hypotheses were generated that suggested a personality characteristic may be related to sales success in one selling situation but not another. The research was conducted in a two week period by surveying salespeople from a large computer manufacturer. The three independent variables were: (1) planfulness; (2) tenacity; and (3) locus of control. Multiple dependent variables attempted to measure both objective and subjective measures of sales success. Confirmatory factor analysis was run on the sales-performance measures to check for the unidimensionality of the construct. It was found that the objective and subjective measures were not unidimensional. Based on the sales managers inexperience in rating salespeople, the objective measure of percent of quota was chosen as the best measure of sales success. In general, the data analysis supported the hypothesized effects. While the results support the premise that the personality-sales performance relationship is moderated by the long and short selling cycle situations, the tenacity hypothesis showed weak effects. Results of the dissertation are discussed with respect to the major finding and significance to personal selling research. The dissertation concludes with a discussion of the study limitations and directions for future research. / Ph. D.

by Chung Chi-keung, Ivan and Tang Kwok-chu, Desmond. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: leaf 97. / ABSTRACT --- p.ii / ACKNOWLEDGEMENTS --- p.iii / TABLE OF CONTENTS --- p.iv / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Background of Research --- p.1 / Objectives and Scope of Study --- p.5 / The Research Design Details --- p.6 / Chapter II. --- METHODOLOGY --- p.8 / Survey on Sales Technique Concepts --- p.8 / Structured/Unstructured Interview --- p.9 / Chapter III. --- SURVEY ON SALES TECHNIQUE CONCEPTS --- p.10 / Selling Philosophy --- p.11 / Selling Process --- p.13 / Communication Skills --- p.15 / Objection Handling Skills --- p.17 / Time Management Skills --- p.19 / Call Planning Skills --- p.19 / Presentation Skills --- p.20 / Relationship/Trust Building Skills --- p.22 / Closing Skills --- p.24 / Chapter IV. --- UNSTRUCTURED AND STRUCTURED INTERVIEWS --- p.26 / Results and Discussions --- p.28 / Background of Respondents and Training courses attended --- p.28 / Selling Cycles --- p.32 / Selling Skills --- p.34 / Questioning Skill --- p.35 / Listening Skill --- p.36 / Objection Handling Skill --- p.38 / Time Management Skill --- p.39 / Call Planning Skill --- p.40 / Presentation Skill --- p.41 / Solution Selling Skill --- p.43 / Relationship/Trust Building Skill --- p.43 / Deal Closing Skill --- p.45 / Patience and Tolerance --- p.46 / Negotiation Skill --- p.46 / Price Manipulation Skill --- p.46 / Sales Training vs Sales Commission --- p.47 / Reasons To Attend Sales Trainings --- p.49 / Are Sales Trainings Effective to Improve Sales Performance ？ --- p.51 / Suggested Improvements for Sales Training --- p.54 / Chapter V. --- CONCLUSION --- p.56 / Selling Cycles --- p.56 / Selling Skills --- p.57 / Sales Commission --- p.60 / Reasons to Attend Sales Trainings --- p.61 / Objectives of the Survey --- p.62 / Chapter VI. --- LIMITATION OF THE STUDY AND SUGGESTIONS --- p.65 / Limitation of the Study --- p.65 / Suggestions for Further Study . --- p.66 / APPENDICES --- p.68 / Chapter APPENDIX 1: --- LIST OF SALES TRAINING PROGRAMS INCLUDED IN SURVEY OF SALES TECHNIQUE CONCEPTS --- p.68 / Chapter APPENDIX 2: --- INTERVIEW GUIDE --- p.73 / Chapter APPENDIX 3: --- QUESTIONNAIRE --- p.77 / Chapter APPENDIX 4: --- DEMOGRAPHIC INFORMATION OF RESPONDENTS --- p.81 / Chapter APPENDIX 5: --- DETAILED DATA: SELLING SKILLS INTRODUCED IN SALES TRAININGS --- p.83 / Chapter APPENDIX 6: --- DETAILED DATA: UNDERSTANDING TO THE SELLING SKILLS MADE DIFFERENT BY THE SALES TRAININGS --- p.86 / Chapter APPENDIX 7: --- DETAILED DATA: EFFECTIVENESS OF THE SELLING SKILLS TO IMPROVE SALES PERFORMANCE --- p.90 / Chapter APPENDIX 8: --- DETAILED DISTRIBUTION OF THE SUM OF RATINGS ON EFFECTIVENESS OF SELLING SKILLS BY RESPONDENTS --- p.94 / Chapter APPENDIX 9: --- DETAILED DATA: IMPROVEMENT NEEDED FOR SALES TRAININGS --- p.95 / BIBLIOGRAPHY --- p.97

Legislative pressures are being brought to bear on South African employers to demonstrate that occupational assessment is scientifically valid and culture-fair. The development of valid and reliable performance-based assessment tools will enable employers to meet these requirements. The general aim of this research was to validate a performance-based assessment battery for the placement of sales representatives. A literature survey examined alternative assessment measures and methods of performance measurement, leading to the conclusion that the combination of the work sample as a predictor measure and the managerial rating of performance as a criterion measure offer a practical and cost-effective assessment process to the sales manager. The empirical study involved 54 sales persons working for the Commercial division of an oil marketing company, selling products and services to the commercial and industrial market. By means of the empirical study, a significant correlation was found between performance of sales representatives in terms of the performance-based assessment battery for the entry level of the career ladder and their behaviour in the field as measured by the managerial performance rating instrument. The limitations of the sample, however, prevent the results from being generalised to other organisations. / Industrial & Organisational Psychology / M.A. (Industrial Psychology)

Legislative pressures are being brought to bear on South African employers to demonstrate that occupational assessment is scientifically valid and culture-fair. The development of valid and reliable performance-based assessment tools will enable employers to meet these requirements. The general aim of this research was to validate a performance-based assessment battery for the placement of sales representatives. A literature survey examined alternative assessment measures and methods of performance measurement, leading to the conclusion that the combination of the work sample as a predictor measure and the managerial rating of performance as a criterion measure offer a practical and cost-effective assessment process to the sales manager. The empirical study involved 54 sales persons working for the Commercial division of an oil marketing company, selling products and services to the commercial and industrial market. By means of the empirical study, a significant correlation was found between performance of sales representatives in terms of the performance-based assessment battery for the entry level of the career ladder and their behaviour in the field as measured by the managerial performance rating instrument. The limitations of the sample, however, prevent the results from being generalised to other organisations. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Companies within the FMCG sector are continually trying to create value from their brands by increasing their margins and/or selling more of their products. Taking cost out of the value chain gives the company a competitive advantage, but this advantage is short lived as competitors also reduce costs. Differentiating a product through enhanced features and benefits also provides a competitive advantage, but is also subject to imitation by rivals. As competition increases, companies are looking for new avenues to differentiate themselves. Relationships marketing has, as a result, increased its prevalence as a competitive tool to provide that point of difference. This research report analyses the factors that influence the relationship between a Coca-Cola sales representative and his/her customers with the Cape Town region. The geography is unique in that is has a cross section of people who represent different races, religions and languages. This research report examines the impact that age, gender, education and culture have on the ability of a sales representative to build a relationship with a customer. Culture is broken down into four categories. These categories examined the race, language, religion and area of residence of a sales representative relative to a customer and the impact these attributes have on the ability to build a relationship. Positive relationships have an impact on the sales representative's ability to influence the store owner to activate certain in-store drivers which will increase the sales volume of products through an outlet. In-store drivers have been defined as the availability of a product through listing, the amount of forward share allocated to the product and the price of the product. If the profile of a sales representative relative to that of a customer, has an impact on the strength of the relationship, companies could "match" sales representatives to customers based on their respective profiles. This "matching" would have a positive benefit for the sales representative and his/her company. The research showed that there was a correlation between the profile of a sales representative and a customer. It is easier for a sales representative to build a relationship with a customer who is a similar age. It is however easier for the sales representative to influence a younger customer. Gender plays no role in a sales representative's ability to build a relationship. With respect to education, a stronger relationship exists between a customer and sales representative of a similar education. Again it is easier for a representative to influence a customer who has a lower level of education. Race does have an impact on the ability to build relationships. The research showed that an African sales representative should service an African customer. The same applies to a Xhosa speaking sales representative. There is a positive link between matching sales representatives and customers who come from similar areas and have the same religion. Understanding what factors can improve or inhibit a relationship provides important insights into how management can influence a competitive advantage in customer relationship marketing. / AFRIKAANSE OPSOMMING: Maatskappye binne die FMCG-sektor probeer deurlopend om waarde tot hulle handelsmerk toe te voeg deur hulle winsmarges te vergroot en/of meer produkte te verkoop. Om koste uit die waardeketting te verwyder, gee die maatskappy slegs vir 'n kort tydjie 'n mededingende voordeel aangesien mededingers ook koste verlaag. Om produkte te differensieer deur kenmerke en voordele te verbeter, bied ook 'n mededingende voordeel maar kan eweneens deur mededingers nageboods word. Soos wat kompetisie toeneem, soek maatkappye nuwe maniere om hulself te differensieer. Verhoudingsbemarking kom gevolglik al meer voor as 'n mededingende instrument om daardie klein verskil te maak. Hierdie navorsing ontleed die faktore wat 'n invloed uitoefen op die verhouding tussen 'n verkoopsverteenwoordiger van Coca Cola en sy/haar mededingers binne die Kaapstad-streek. Die geografie is uniek omdat dit 'n verskeidenheid mense van verskillende rasse, godsdienste en tale omvat. Die navorsingsverslag ondersoek die impak wat ouderdom, geslag, opvoeding en kultuur uitoefen op die vermoe van die verkoopsverteenwoordiger om 'n verhouding met 'n klant op te bou. Kultuur word in vier kategoriee verdeel. Hierdie kategoriee ondersoek die ras, taal, godsdiens en woonarea van 'n verkoopsverteenwoordiger relatief tot 'n klant en die impak wat hierdie kenmerke uitoefen op die vermoe om 'n verhouding op te bou. Positiewe verhoudings het 'n impak op die verkoopsverteenwoordiger se vermoe om die winkeleienaar te beinvloed om sekere aandrywers in die winkel toe te pas om die verkoopsvolume van produkte deur so 'n winkel te verhoog. Hierdie aandrywers in die winkel is geidentifiseer as die beskikbaarheid van 'n produk deur notering, die hoeveelheid aandele wat vooruit aan die produk toegeken word en die prys van die produk. As die profiel van 'n verkoopsverteenwoordiger relatief tot die van die klant 'n impak uitoefen op die kwalitieit van die verhouding kan maatskappye verkoopsverteenwoordigers by klante "pas" op grond van hulle onderskeie profiele. Hierdie "passing" kan 'n positiewe voordeel vir die verkoopsverteenwoordiger en sy/haar maatskappy inhou. Die navorsing het aangetoon dat daar 'n korrelasie bestaan tussen die profiel van 'n verkoopsverteenwoordiger en die klant. Dit is makliker vir 'n verkoopsverteenworrdiger om 'n verhouding op te bou met 'n klant van 'n soortgelyke ouderdom. Dit is egter vir die verkoopsverteenwoordiger makliker om 'n jonger klant te beinvloed. Geslag speel geen rol in die verkoopsverteenwoordiger se vermoe om 'n verhouding op te bou nie. Sover dit opvoeding aangaan, is daar ook 'n sterker verhouding tussen 'n klant en verkoopsverteenwoordiger van soortgelyke opvoeding. Weer eens is dit makliker vir 'n verteenwoordiger om 'n klant met 'n laer vlak van opvoeding te beinvloed. Ras het wel 'n impak op die vermoe om verhoudinge te bou. Die navorsing het aangetoon dat 'n swart verkoopsverteenwoordiger beter vaar met 'n swart klant. Dieselfde geld vir 'n Xhosa-sprekende verkoopsverleenwoordiger. Daar is 'n positiewe gevolg waar verkoopsverteenwoordigers en klante uit soortgelyke areas en met dieselfde godsdiens by mekaar gepas word. 'n Begrip vir die faktore wat 'n verhouding kan verbeter of inhibeer bied belangrike insigte in maniere waarop bestuur 'n mededingende voordeel kan meebring deur verhoudingsbemarking op klante toe te pas.

published_or_final_version / Business Administration / Master / Master of Business Administration

Sales management researchers and practitioners give considerable attention to early employment expectations, attitudes, and behaviors primarily because of a desire to specify the cognition process leading to performance and retention of salespeople. While a massive body of literature exists concerning turnover of employees and determinants of employee performance, more empirical study specific to the sales force as a research population is needed to assess the nature of turnover and performance. Because the bulk of salesperson turnover occurs in early employment, particular attention needs to be devoted to the cognitive process of newcomers to the sales force. The present work examines expectation-based and perception-oriented models of performance and retention for sales force new hires. Interests of this investigation focus on the initial expectations of newly hired sales representatives and on how the degree of fulfillment of these expectations relates to subsequent performance and retention behavior. Extant research suggests that the degree to which expectations are met positively influences mediating variables such as job satisfaction and organizational commitment, and indirectly influences outcomes such as job performance and retention of newcomers. Alternatively, some researchers contend that these results are due to improper measurement of met expectations. A longitudinal research design and alternative measurement methods are employed here to better assess the role of met/unmet expectations. The proposed study is based on theoretical research from a variety of academic disciplines, and the results of the study will have multi-disciplinary implications. Contributions include: (a) replication and extension of theoretical research concerning processes leading to performance and retention of sales force newcomers, (b) a thorough examination of met expectations as a precursor to early sales force outcomes, and (c) methodological advances in the measurement of met expectations.

The purpose of this study was to identify and analyze sales people's perceptions of performance appraisal criteria in a telecommunications corporation. The study was prompted by the perceived disillusionment of the sales people with the current performance appraisal criteria. The perceptions of 67 sales people were assessed using a questionnaire developed by the researcher. One-way analysis of variance procedures (ANOVA) were used to determine if there were statistically significant differences in premise and telemarketing sales people's perceptions of performance appraisal criteria. Findings indicated that there were no statistically significant difference in premise and telemarketing sales people's perceptions of the 38 performance appraisal criteria statements. Findings did not indicate a statistically significant difference in premise and telemarketing sales people's perceptions of the performance criteria statements, the attitude or satisfaction statements, and the peripheral issue statements. Based on this study, the sales people appear to have clear perceptions of the performance appraisal criteria.

Small retailers are searching for a basis of competitive advantage to compete against larger retailers. The independent sales representative (rep) may represent such a basis. Little is known about how the role of reps and their performance is perceived by suppliers and retailers. We do not know what is expected from reps, if the reps' performance meets suppliers and retailers expectations, or whether met expectations lead to a basis of competitive advantage. Primarily, the study was designed to identify the role and contributions reps in the interactions between the supplier and retailer in the channel of distribution.

The study investigated the predictive validity of the California Psychological Inventory (CPI) as a tool for sales selection. Two analyses were conducted. Study 1 consisted of 20 male home improvement representatives. The average net and gross closing ratios for a six month period were used as the criteria. The results indicted that none of the CPI scales differentiated between poor and good performers when correlated with the secondary criterion of gross closing ratios. These findings were contrary to a previous concurrent validity study. Study 2 investigated month to month retention/separation for 61 home improvement representatives, to determine if the CPI differentiated between short and long term success. Phi coefficients showed no statistical significance between retention/separation and the CPI profile score over time.