Sales Tasks Research Articles

ADOPTION OF STRATEGIC DECISIONS AT THE ENTERPRISE

The process of determining the best way to achieve goals and objectives is called strategic decision making. These are long-term goals and objectives, as well as strategic decision-making tools, that help describe the company's primary goals in order to achieve short-term goals with a broad mission. In the long run, the company gains clarity and consistency in achieving its goals. Strategic decision-making is used in competitive companies to give the company a competitive advantage by changing its scale and the way the company manages its operations. The difference between strategic decision-making and other decision-making processes, such as administrative and operational decision-making, is that strategic decision-making is a long-term process that requires significant resources and is fraught with uncertainty. Administrative decisions are based on short-term goals. Unlike other decision-making processes, strategic decision-making considers the long-term future of the company. Successful business managers do more than just make money and sell products. They not only perform day-to-day sales tasks, but also look at the big picture and make decisions that will lead the company to its desired goal. This is known as strategic decision making, and it occurs when decisions are made in line with the company's goals or mission. This type of decision-making directs the choices made, aligning them with the company's goals. This requires creative thinking as managers must consider future scenarios that may or may not occur. These scenarios will determine the direction of the company's development. Business strategy is a competitive advantage. Businesses need strategies to ensure that resources are allocated in the most efficient way. There has been much research on strategies and much literature outlining the importance of strategies for successful business management. The word "strategy" is probably one of the most used words in business and everyday life [26]. According to Schendel, there are many preparation strategies in the business world for almost every potential activity, from employee management strategies to knowledge management strategies. At first glance, we have the idea that strategy is something simple that refers to the use of resources to realize pre-planned goals. But in practice, strategies differ in terms of time, and its formulation and implementation cannot be perfect. When a firm earns earnings above the average for its industry, the firm is said to have a competitive advantage over its rivals.

Leveraging social supports to cope with sales complexities and facilitate value-based selling in the cross-functional sales team contexts: JD-R perspective

In today's dynamic industrial market, adoption of a value-based selling (VBS) has emerged as a crucial approach, which forces companies to establish cross-functional sales teams. Yet how sales task and team complexities, as challenging/hindrance job demands, require team social supports, as job resources, to buffer against them in implementing VBS, remains an under-researched topic. Based on job demands-resources (JD-R) model, we investigate how sales task and sales team complexities moderate the link between social supports and VBS. Findings reveal that, as challenge job demands, demand ambiguity and task non-routineness positively moderate the instrumental/emotional support–VBS link and the instrumental support–VBS link, respectively. Whereas, as hindrance job demands, team instability negatively moderates the instrumental/emotional support-VBS link, and role ambiguity negatively moderates the instrumental support-VBS link. Additionally, team heterogeneity positively moderates the instrumental support-VBS link while negatively moderates the emotional support-VBS link. The study considers the roles of social supports (job resources) in shaping team VBS behavior under different sales complexities (job demands), not only contributing to the VBS literature by extending the research context to B2B cross-functional sales teams, also providing a insights on how to implement VBS and enhance performance via social supports in various sales situational complexities.

The contingent effects of innovative digital sales technologies on B2B firms’ financial performance

Business-to-business (B2B) firms make large investments to implement innovative digital sales technology (IDST) in the hope of increasing firm performance. While marketing research generally indicates that these investments should pay off, recent experiences from managerial practice suggest that such beneficial payoffs may not necessarily arise. To examine the effects of implementing IDSTs on B2B firm performance, we differentiate between customer-sensing and customer-linking IDSTs: while customer-sensing IDST has the primary purpose of identifying new sales opportunities (e.g., predictive analytics) early within the B2B sales funnel, the purpose of customer-linking IDST (e.g., augmented reality application) is to close sales opportunities. The results of a multi-data study involving 314 B2B firms confirm that implementing customer-sensing and customer-linking IDST can exhibit a complementary, positive effect on firm profit, but this effect strongly varies with the sales task environment in terms of firms’ offering and demand complexity. In unfavorable conditions, extensive digitalization in B2B sales can even harm firm profit. These findings contribute to sales technology research and the literature on marketing capabilities and guide managers on how to ensure successful sales digitalization.

Ready, Set, Fly! Preparedness of Sales Graduates for Entry Roles

Several studies show that while collegiate sales programs effectively prepare students for sales careers, there are various opportunities to improve. In this research, we look at how sales education impacts the career preparedness of recent 4-year college graduates. We focus specifically on the development of self-leadership and sales-related self-efficacy to explore how sales programs can better prepare undergraduates for successful careers in sales. This study uses a multistage process to consider key latent constructs that positively influence sales performance and intention to stay with current employers among recent college graduates. Results reveal how experiential education methods and college experiences positively influence early-stage sales performance and intent to stay and reduce employee turnover. Findings provide insights into recent graduates’ perceptions of preparedness for critical sales tasks provided by their college education and provide practical guidelines to university and business sales educators to enhance the sales education of university sales graduates.

Forming the system of generation of additional sales on the principles of marketing analytics

The aim of the article is consideration of various aspects and indicators of forming an additional sales generation system based on the principles of marketing analytics in the conditions of an aggressive macro-environment. Analyses results. The formation of the system for generating additional sales based on principles of marketing analytics is a necessary step for the enterprises under effect of complex conditions of an aggressive macro-environment impact. Under the analysis of paying demand, the competitive environment and the application of marketing analytics tools, enterprises could gain significant advantages, increase sales and strengthen their competitive position. The use of marketing analytics allows to identify new opportunities for expanding product or service assortment, attracting new target consumer groups, and developing innovative solutions. The utilization of analytical tools enables more accurate demand forecasts, determination of optimal pricing strategies, and the development of effective marketing communications. However, the successful implementation of the system for generating additional sales based on the principles of marketing analytics requires the availability of appropriate resources, qualified personnel and a technological base. An important stage is the collection and processing of a large volume of data, their analysis and interpretation. To accomplish the sales tasks, specialized software tools are needed to be utilized as well as highly skilled analysts should be involved. The article examines various indicators of a sales generation system based on marketing analytics principles such as Potenicial Sales, Repeat Purchase Rate, Customer Retention Rate, Сhurn and Lost Rate, Purchase Frequency , Net Promoter Score, Net Dollar Retention, average check, Price premium Market Share and Value-to-Volume Ratio. Customer Relationship Management & Enterprise Resourse Planning systems. The metioning of ussin CRM and ERP systems is also important. The analysis of solvent demand, the competitive environment and the use of marketing analytics tools are key elements in developing an effective strategy for increasing sales and company revenues. Examining the various factors that influence the decline in demand and markets allows to identify opportunities of value creation for customers and attract them in order to gain additional purchases. The application of marketing analytics in the formation of an additional sales strategy helps companies understand consumer behaviour, predict changes in the market and develop personalized offers to increase customer spending. Therefore, consideration of different aspects of the formation of the system for generating additional sales based on marketing analytics creates the key importance for increasing competitiveness and achieving success in the market. Conclusions and directions for further research. As a result of the study, it was found that the formation of an effective system for generating additional sales in an aggressive macro environment requires a deep analysis of solvent demand, competitive position and the use of marketing analytics principles. The developed methodical aspects of the generation of the system of additional sales based on the indicators of marketing analytics can serve as a basis for making informed decisions and developing effective sales strategies. The results of the research can be used to improve strategic planning, decision-making on sales promotion and increase the competitiveness of enterprises. The application of the principles of marketing analytics allows collecting and analysing large volumes of data about consumers, their behavioural and psychological characteristics, as well as competitive factors. This makes it possible to understand changes in consumer preferences and needs, predict their reactions to market changes and develop personalized sales strategies, as well as identify new opportunities for expanding the range of products or services, attracting new target groups of consumers and developing innovative solutions. The use of analytical tools makes it possible to more accurately determine the volume of demand, substantiate price strategies taking into account the objectives of increasing profits, and develop and implement modern tools of marketing communications in the sales system

When and how information and communication technology orientation affects salespeople’s role stress: the interplay of salesperson characteristics and environmental complexity

PurposeAs empirical insights into when salespeople should integrate information and communication technology (ICT) into their sales tasks are limited, the purpose of this study is to investigate the impact of salespeople’s ICT orientation on role stress by considering the interplay of individual salesperson characteristics and the complexity of the selling environment, differentiating between customer and supplier complexity.Design/methodology/approachThe authors develop an empirical framework based on the Job Demands-Resources model and previous research in the area of technology in sales. They test their hypotheses by means of a survey of 255 business-to-business salespeople which is analyzed using ordinary least squares regressions.FindingsThe results of this study show that ICT orientation generally helps salespeople to reduce role ambiguity. However, the benefits salespeople derive from ICT orientation to reduce role conflict depend on an interplay of both their job tenure and the average relationship duration with customers as well as the complexity of the selling environment.Originality/valueThis study contributes to research on the impact of technology use on salespeople by enhancing the understanding of contexts that make ICT valuable for them. In particular, the findings of this study demonstrate that the impact of ICT orientation on salespeople’s role stress depends on an interplay of individual salesperson characteristics, that is, resources, and environmental complexity characteristics, that is, demands.

The effectiveness of AI salesperson vs. human salesperson across the buyer-seller relationship stages

Given the infusion of artificial intelligence (AI) in B2B sales, AI salespeople perform required sales tasks more effectively than human salespeople in some contexts but not in others. To gain insights about the contexts in which the relative effectiveness of AI over human salespeople varies, this conceptual paper develops a framework which systematically organizes contingency factors. Further, by combining the relationship lifecycle theory with AI job replacement theory, this paper provides well-grounded propositions about when AI or human salespeople perform better for buyers in distinct relationship stages with the seller. The paper concludes with implications and future research directions on the adoption of AI in B2B sales. In doing so, this paper provides a solid foundation which future researchers can build upon and enriches the discussion about the contingency factors, the changing roles of human salespeople, and how to structure sales organization with AI and human salespeople.

STUDY OF SELLING BEHAVIOR OF SALESPERSON

Today's sales management faces difficult sales management problems in order to achieve the desired performance. Company performance is closely tied to how effectively sales represent perform sales tasks. Sales need to be flexible and adapt their sales style to all different situations, as they need to deal with different customers and work on different sales situations. The behavior of a salesperson in coordinating a sales approach is known as adaptive sales behavior. The ability of a salesperson to perform a sales task depends on being able to practice adaptive sales behavior during and during sales with the customer. This study focuses on management and empowerment management techniques and looks at their simultaneous impact on the adaptive behavior of sales. The survey was conducted on a sample of a Grocery Shops. Ten Big Grocery Shops participated in the survey, (Big bazaar, Reliance, Lots Etc.) with a total of 100 responses. The results show that activity management and empowerment practices for encouraging decision-making participation, expressing trust, and providing autonomy are closely linked to sellers' adaptive sales behavior practices. Implications, research limitations, and improvements for future research were discussed. Keywords #salesperson #grocery #customers #sales #sales management #salesbehavior #sales #research #researchproject

Valuations, marketing and uncertainty: a field study of financial analysts and salespeople

PurposeThis paper aims to explore how sell-side analysts and salespeople make sense of uncertainty on their market knowledge, valuation and marketing outputs.Design/methodology/approachData is collected by direct observations of and interviews with analysts and salespeople in the Turkish stock exchange, an emerging market with considerable global fund management activity.FindingsAnalysts face considerable uncertainty on their market value forecasts but dismiss it as local dynamics not incorporable to valuation practices in global sell-side business. Salespeople, despite paying more attention to such dynamics owing to their sales tasks, limit themselves to analyst output in marketing. Both actors recognise the importance of analyst work to be able to have “a right to speak” in global sell-side business.Research limitations/implicationsChanging market conditions and regulations since the time of study have been shaping analysts and salespeople work in global sell-side business, for example, the way sell-side is compensated by buy-side, buy-side’s move to receiving sell-side services from fewer brokers and hence shrinking sell-side teams. The paper does not address these. Nonetheless, it shows how valuation and marketing can be two distinct lines of work in sell-side business irrespective of market conditions and raises the question for future research as to how sell-side professionals manage this distinction, and how they make sense of and cope with broad market dynamics beyond sell-side and buy-side relations (e.g. automated trading machines, online retail trading).Originality/valueThe paper provides rare observation-based insights into analyst and salespeople work, including their sensemaking of uncertainty. It shows the importance of market identities and associated knowledge in valuation and marketing work in sell-side business.

Sales management function at the enterprise

The definition of the essence of sales management activities at the enterprise is presented. The list of sales functions at the enterprise is developed, the point of view on their composition is revealed. The content of the «sales market research» function as an initial function in the sales management system is clarified. Emphasis is placed on the functions of motivating employees who carry out the sales management activity and motivating other objects that are participants in the sales process. It is studied that the purpose of sales planning is to ensure sales tasks on the part of individual structural divisions of the enterprise. It is indicated that the sales market research function is performed in most cases by a separate specialized marketing department (marketing research department). It is concluded that regulation as a function of sales management is the development and implementation of measures based on the results of sales control aimed at improving its activity. It is noted that in the definition of the «sales management» concept, it is worth pointing out that it is aimed at the performance of its functions. Considerable attention is paid to the organization of sales activities. It is noted that it includes the creation of a sales service, organization of sales, delivery of goods to consumers, organization of distribution channels, organization of relations between the sales department and other structural units, etc. It is emphasized that an important function of sales management at the enterprise is its planning. Emphasis is placed on the content types of sales plans. Such a function of sales management is considered as operative work. It is noted that one of the sales functions is accounting of sales activities, and its types are outlined. A significant place is given to consideration of the motivational function of sales activity. The final function of the sales management process, which is sales control and regulation, is indicated. It is determined that the main functions of sales can be combined into three groups: planning, organization, control and regulation. It is emphasized that the final function of sales management is sales control and regulation.

A Study of the Effects of the Internal Characteristics of Fashion Brand Salespeople on Core Sales Tasks

The purpose of this study was to reveal the effects of internal characteristics, such as fashion involvement, personality characteristics, and customer orientation of fashion brand salespeople on the core sales tasks, and how the core sales tasks and internal characteristics differ depending on differences in the way salespeople are remunerated. The data were collected as a questionnaire to fashion brand salespeople in Gwangju from September to October 2020. Using 235 responses, the data were analyzed with SPSS 21.0 for frequency analysis, reliability analysis, t-test, factor analysis, and regression analysis. The research results were as follows. First, fashion involvement comprises factors such as ‘fashion passion and sense’and ‘fashion trend interest’, and the greater the ‘fashion passion and sense’, the better the ‘sales management’and ‘customer relationship management’jobs. Second, 'esthetic openness', 'responsibility' and 'extroversion' of the big five personality characteristics have a positive impact on 'sales management' and 'customer relationship management' tasks. Third, customer orientation comprises factors such as ‘customer-centric understanding’and ‘gain customer trust’, the greater the customer-orientation, the better the ‘sales management’and ‘customer relationship management’tasks. Fourth, according to the position of the salesperson, the group of professional salespeople at manager level had high responses in core sales tasks, fashion involvement, customer orientation, and characteristics such as ‘agreeableness’, 'esthetic openness', and 'responsibility'.

Studying the antecedents and outcome of social media use by salespeople using a MOA framework

The innovative impact of digital technologies on sales forces is largely unexplored. Particularly, the understanding of drivers of social media use by salespeople remains fragmented and scant. Drawing on motivation-opportunity-ability theory, this study develops an integrative framework. The individual's opportunities to use social media, including perceptions about market readiness, peer influence, and organizational support are considered as important antecedents of individuals' motivation (perceived usefulness) and ability (perceived ability to integrate social media in the sales tasks) to use social media in their job. Next to a positive effect of social media use on sales performance also a potential negative impact through distraction is accounted for. The framework and hypotheses are tested using a sample of 345 salespeople. The results largely support the model and hypotheses. Market readiness, peer influence, and organizational support positively affect salesperson motivation, and except for organizational support, the individual's ability to integrate social media in his/her sales job too. Findings further show that motivation and ability together drive social media use in sales, but that a lack of ability shuts down the positive influence of motivation on social media use. Finally, a positive effect of social media use on sales performance is detected, suggesting that social media can be an important tool to enhance sales growth. Support for a dark side effect of social media is not found.

Collaborative intelligence: How human and artificial intelligence create value along the B2B sales funnel

The B2B sales process is undergoing substantial transformations fueled by advances in information and communications technology, specifically in artificial intelligence (AI). The premise of AI is to turn vast amounts of data into information for superior knowledge creation and knowledge management in B2B sales. In doing so, AI can significantly alter the traditional human-centric sales process. In this article, we describe how AI affects the B2B sales funnel. For each stage of the funnel, we describe key sales tasks, explain the specific contributions AI can bring, and clarify the role humans play. We also outline managerial considerations to maximize the contributions from AI and people in the context of B2B sales.

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Rapid growth in advance technologies haschanged the life of sales force. Sales Force Automation (SFA) ismarketing tool which provides the functions to sales team andmanagers to monitor sales, forecast sales and analyze employeeperformance. Acceptance of the SFA tools such as phone, pagers,wireless devices etc., in sales tasks will remain an issue for salesforce. Researcher wants to investigate the impact of SFA systemon performance of salesman from Pakistani Fast MovingConsumer Goods (FMCG) perspective. They have selected 162salespersons from Lahore based companies (who are usingautomated sales devices), and sample size and MANOVA(Multivariate Analysis of Variance) were utilized to find out therelationship between independent and dependent variables. Ithas found that SFA system has positive relationship withimprovement in performance and sales of salesforce.

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Rapid growth in advance technologies haschanged the life of sales force. Sales Force Automation (SFA) ismarketing tool which provides the functions to sales team andmanagers to monitor sales, forecast sales and analyze employeeperformance. Acceptance of the SFA tools such as phone, pagers,wireless devices etc., in sales tasks will remain an issue for salesforce. Researcher wants to investigate the impact of SFA systemon performance of salesman from Pakistani Fast MovingConsumer Goods (FMCG) perspective. They have selected 162salespersons from Lahore based companies (who are usingautomated sales devices), and sample size and MANOVA(Multivariate Analysis of Variance) were utilized to find out therelationship between independent and dependent variables. Ithas found that SFA system has positive relationship withimprovement in performance and sales of salesforce.

Impact of Sales Force Automation System on Performance of Salesman: Pakistani Companies’ Perspective

Rapid growth in advance technologies haschanged the life of sales force. Sales Force Automation (SFA) ismarketing tool which provides the functions to sales team andmanagers to monitor sales, forecast sales and analyze employeeperformance. Acceptance of the SFA tools such as phone, pagers,wireless devices etc., in sales tasks will remain an issue for salesforce. Researcher wants to investigate the impact of SFA systemon performance of salesman from Pakistani Fast MovingConsumer Goods (FMCG) perspective. They have selected 162salespersons from Lahore based companies (who are usingautomated sales devices), and sample size and MANOVA(Multivariate Analysis of Variance) were utilized to find out therelationship between independent and dependent variables. Ithas found that SFA system has positive relationship withimprovement in performance and sales of salesforce.

Responsible Leadership and Salespeople’s Creativity: The Mediating Effects of CSR Perceptions

Although sales tasks require creative thinking, salespeople’s creativity has been identified as one of the most under-researched topics in the sales literature. This study contributes to filling this gap by understanding how responsible leadership and corporate social responsibility (CSR) perceptions can contribute to fostering salespeople’s creativity. This study’s empirical analysis is based on information provided by 176 supervisor–salesperson dyads from 96 companies, and the results indicate that responsible leadership is positively related to salespeople’s creativity. Furthermore, our findings confirm that the relationship between responsible leadership and salespeople’s creativity is mediated by salespeople’s CSR perception, their job satisfaction, and their identification with the organization. Sales leaders should recognize that by practicing responsible leadership behavior, they can create this type of work environment for their subordinates.

USULAN DESAIN KEMASAN PRODUK ASAM JAWA DENGAN MENGGUNAKAN METODE KANSEI ENGINEERING Studi Kasus : Umkm Asam Jawa Jl. Pangeran Hidayat, Kec. Tembilahan

Along with the development of increasingly complex era occurs the addition of functional values ​​and the role of packaging in marketing is recognized as a major force in market competition. Packaging has an important meaning in influencing consumers directly or indirectly in determining the choice of products to be purchased. Packaging performs many sales tasks ranging from attracting the attention of customers, describing the product to selling it. In this study the authors raised the title of Propose Design Packaging Asam Jawa products that will be authored by using the Kansei Engineering Method as the foundation. Kansei Engineering is a very suitable method for designing a packaging because this method is based on the feelings of consumers who buy and consume the product. The end result of the elimination process by Kansei Enggineering method is 5 cans and the percentage of influence on the design that will be applied in the design of Asam Jawa packaging that will be made; color is interesting, not tacky, bright and patterned as much as 12,4%, characteristic, character, memorable, unique, different with others as much as 14,4%, picture packing of acid picture, origin of food as much as 14,4%, informative, number phone manufacturer, net weight, expiration date, there is a composition, here is a brand as much as 25.2% and there is a halal code with as much as 8.4%. While the remaining 25.2% influenced by other factors. And based on the results of the questioner obtained an increase in the value of new Asam Jawa packaging made based on the engineering kansei method of 33,93% compared with the old packaging.

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Authentic leadership, as a new leadership concept emerging from the demand for honest and reliable leaders, has attracted the attention of the business community. The relationship between authentic leaders and their followers is being investigated across many disciplines. This study focuses on authentic leadership in sales management and explores how it affects the task-related outcomes of salespeople, such as learning orientation, customer orientation, intrinsic motivation and working hard. The data for the study were obtained from 364 salespeople and analysed using the partial least squares method. The results indicate that authentic leadership has significant positive effects upon learning orientation (β=0.251; p<0.01), customer orientation (β=0.358; p<0.01), intrinsic motivation (β=0.334; p<0.01), and working hard (β=0.251; p<0.01). As the theory suggests that authentic leadership makes important contributions to the development of followers, this study is the first to explore these contributions upon salespeople’s activities that they undertake within their sales tasks and leads to success in personal selling. Findings indicate that authentic leadership has significant positive effects upon salespeople’s individual task related outcomes.

Hiring and Promotion Policies in Sales Force Management: Some Antecedents and Consequences

The conceptual framework developed in this paper suggests that firms hire salespeople at the entry level and promote salespeople from within the organization to sales management positions, when their sales tasks involve transaction specific skills and they have difficulty hiring salespeople. Hiring at entry level and promotion from within increase salespeople's trust in the organization, and reduce sales force turnover and opportunistic behavior. A test of the framework using survey data collected from 161 firms indicates that firms tend to promote from within when salespeople possess transaction specific skills. Hiring salespeople at the entry level results in greater level of mutual trust between the sales force and the firm and less opportunistic behavior by the salespeople.