Salesperson Adaptive Selling Research Articles

Insurance Companies’ Salesperson Lead Qualification Skills and Salesperson’s Performance: Mediating Role of Salesperson’s Adaptive Selling Behavior

Examining the role of salesperson adaptive selling behavior (SPASB) as a mediator in the relationship between salesperson lead qualification skills (SPLQS) and salesperson performance (SP) in Ugandan insurance firms was the main research objective. A positivistic, explanatory design, 346 salespersons from a population of 3278 licensed insurance firms using proportionate stratified and simple random sampling techniques was utilized. A self-administered questionnaire was utilized, and data were analyzed using SPSS version26 and Hayes Process Macro version 4.0. This study suggests that adaptive selling behavior plays a crucial role in connecting lead qualification skills to salesperson performance, giving significant results. Practical implications include the need for policymakers to implement a policy of rewarding and supporting adaptive salespeople and organizing professional conference dialogues to train salespersons in analyzing customer needs, categorizing, and qualifying leads. The empirical evidence in this study was that adaptive selling behavior is a mechanism through which lead qualification skills positively influence salesperson performance.

Adaptive Selling Behavior and Salesperson Performance in the Ugandan Insurance Industry: An Empirical Study

Despite extensive research on salesperson performance, insurance salespersons continue to report lowperformance, which has attracted the attention of scholars, practitioners, and policymakers. This researchpresents empirical data that promises to resolve the conundrum surrounding the debate on whethersalespeople who exhibit adaptive selling behavior can perform better. The study investigated theassociation between salesperson adaptive selling behavior and salesperson performance amongsalespeople in the insurance industry in Uganda, using adaptive selling behavior and expectancy theoriesas theoretical foundations. It employs a positivistic paradigm and an explanatory design. Primary datawere obtained via a questionnaire. from a sample of 328 licensed insurance salespersons using aproportionate stratified simple random technique. The study reveals a positive and statistically substantiallink between salesperson adaptive selling behavior and salesperson performance and concludes that theimproved performance of salespeople is influenced by possession of adaptive selling behavior. It suggestsextensive interviews and evaluations conducted by insurance companies in order to identify and selectsales representatives who possess the ability to discern and comprehend customer requirements, adapttheir communication techniques, and tailor sales strategies in accordance with the unique preferences andcircumstances of each customer and. Forthcoming studies ought test proposed model in a different countrywith a mixed‐methods approach with a longitudinal design to verify the results.

Investigating Salespeople's Performance and Opportunistic Behavior: Adaptive and Customer-Oriented Responses.

This study investigates the role of value congruence and top management support on salespeople's customer-oriented selling behavior and adaptive selling behavior. Moreover, this study has also explored the effects of salespeople's customer-oriented selling behavior and adaptive selling behavior on sales performance and opportunistic behaviors, respectively. An online survey was administered to collect the data from salespeople in South Korea, and a total of 204 responses were undergone for formal analysis. Partial least squares structural equation modeling (PLS-SEM) was conducted to test the proposed hypotheses. The results showed that salespeople's value congruence has a significant positive effect on customer-oriented selling behavior and top management support has a significant positive effect on salespeople's adaptive selling behavior. The salespeople's customer-oriented selling behavior has a significant positive effect on sales performance and a significant negative effect on opportunistic behavior. Similarly, salespeople's adaptive selling behavior has significant positive effects on sales performance and opportunistic behaviors. Based on these findings, the implications for theory and practice are discussed in detail.

Paving the path for retail salesperson’s adaptive selling behaviour: an intervening and interactional analysis

PurposeIn hypercompetitive markets, retail brands should fuel their sales employees’ to responsively serve customers. In connection, the study aims to unpack the direct and indirect, via psychological flourishing, the role of inclusive leadership in paving the path for retail salesperson adaptive selling behaviour. Additionally, the study also empirically investigates the moderating role of work centrality to offer critical insights for effective managerial interventions.Design/methodology/approachDrawing upon conservation of resource theory to test the nexuses of the model, time-lagged survey data were collected from 313 retail salespersons from the leading retail brands. Data were analyzed using the bootstrapping method.FindingsResults revealed the direct positive association between inclusive leadership and adaptive selling behaviour and indirect association via psychological flourishing. Furthermore, the direct association between inclusive leadership and adaptive selling becomes more pronounced for employees high on work centrality.Practical implicationsFindings can help retail brands to enhance adaptive selling behaviour, which enables them to provide efficient solutions and gain sustainable competitive advantage.Originality/valueThe study offers several important contributions to the sales literature by establishing the direct and indirect link between inclusive leadership and adaptive selling via psychological flourishing. Moreover, the result of the interaction effect highlights the critical aspects of work centrality in the retail sales context.

How Adaptive Selling Behavior Influences Performance

Sales behavior is a key criterion for judging the selling performance of salespeople. This study explores how salespeople use social networking sites (SNSs) to improve their selling performance. Accordingly, the authors examine the mediating role of adaptive selling behavior on SNSs and consider the relation between performance and service leadership. In this study, 422 salespeople are brought in direct contact with customers in Taiwan, and it is found that SNS infusion and service leadership are crucial to salespeople's adaptive selling behavior. The results provide strong evidence for the mediating effect of adaptive selling behavior on the relation between each antecedent and SNS infusion.

Drown or Blossom? The Impact of Perceived Chronic Time Pressure on Retail Salespeople's Performance and Customer–Salesperson Relationships

For retail salespeople chronic time pressure, a perpetual perception of being rushed for time, is a prevalent and pervasive phenomenon in their daily sales jobs. Despite this practical relevance, consequences of perceived chronic time pressure on retail salespeople's selling behaviors, such as adaptive selling, and selling performance are not well understood. Thus, the authors investigate the effect of retail salespeople's perceived chronic time pressure in interactions with customers and its impact on retail salespeople's adaptive selling behavior, customers’ purchase outcomes, as well as salespeople's overall objective performance. Analysis of dyadic data from 291 salesperson–customer interactions from a large B2C furniture retailer revealed an inverse U-shaped curve for the relationship between retail salespeople's perceived chronic time pressure and their adaptive selling behavior. The chronic time pressure–selling outcome relationship strongly depends on the contingencies of retail salespeople's goal orientations and perceived organizational support and has implications for retail research and practice.

Can sales leaders with humility create adaptive retail salespersons?

AbstractAlthough humility in leadership has been recognized as vital in leading salespeople to cope with unpredictability and unknowability in customers, the role of sales leader humility in promoting sales behaviors has remained underexplored. Our research aims to unfold how and when sales managers’ leadership humility nurtures retail salespersons’ adaptive selling behavior. Grounded on the dataset from managers and employees working in retail shops of a large telecommunication and computer company in Vietnam, the results reveal the role of retail salespersons’ customer knowledge, adaptive self‐efficacy, and customer‐oriented harmonious passion as the mediation paths for the linkage between sales leader humility and retail salespeople's adaptive selling behavior. The findings further provide evidence for the role of sales managers’ adaptive selling as an enhancer for the impacts of sales leader humility on these mediators.

The Effect of Salesperson's Adaptive Selling Tactics on Shopping Value, Commitment, and Product Satisfaction - Focused on Small and Medium Enterprises’ product -

The purpose of this study is to investigate the effect of salesperson's adaptive selling tactics on consumers who purchase Small and Medium Enterprises’ product with the help of salespeople in the store. Specifically, we examine whether salesperson's adaptive selling tactics affect consumers hedonic shopping value and utilitarian shopping value. Furthermore, we try to figure out the effect of shopping value on the salesperson relationship commitment and consumer product satisfaction. The subjects of this study have surveyed the consumers with experience in purchasing SME‘s products through salespeople in the Gyeongnam area. As data process, SPSS 21.0 was used as the analysis tool and AMOS 21.0 was used to analyze the structural equation model. The implications of these findings are as follows. First, the salesperson's role has a positive effect on the consumer's product satisfaction. Second, it can be suggested that the salesperson's adaptive selling tactics are an important variable affecting the consumer's shopping value. Third, the results on the consumers who have hedonic shopping value have a strong positive influence rather than the consumers who have the utilitarian shopping value. The adaptive selling tactics of the salesperson should be encouraged to increase sales performance. In order to generate more performance in a competitive market environment, it is necessary to continuously strive to increase contact between the salesperson and the consumer in order to improve the quality of the relationship.

The role of lead management systems in inside sales performance

Understanding how the use of IT influences the performance of inside sales is imperative, yet there is a lack of research in this area. This study empirically validates a conceptual model based on the Technology-Task-Fit theory, capturing the impact of lead management systems (LMS) on inside sales performance through the following mediators: task characteristics (call quantity and lead follow-up intensity), selling behavior (adaptive selling), and salesperson characteristics (technical and salesmanship skills). Using PLS-SEM on 108 responses collected from sales professionals, our analysis shows that the use of LMS in inside sales affects performance via improving salespeople's adaptive selling and lead follow-up intensity, technical and salesmanship skills; together these variables explain over a half (55%) of the variance of sales performance. Our findings aim to inform academics and practitioners on the key enablers of inside sales performance and IT usage approaches that can optimize marketing output in the inside sales industry.

Frontline employee authenticity and its influence upon adaptive selling outcomes

PurposeFrontline employee authenticity has been investigated in relation to both potentially positive and negative outcomes, but largely from the employee perspective. The current paper aims to investigate frontline authenticity in a sales/service context from the customer perspective, specifically examining the influence of adaptive selling in relation to a customer’s perception of salesperson authenticity. Effects on customer’s perceptions of final benefits and value are examined.Design/methodology/approachSurvey data collected from customers of an insurance firm in South Korea were used to investigate the proposed model. Customer perceptions of salesperson adaptive selling, authenticity, key benefits delivered and organizational value provision were all captured.FindingsThe results suggest that authenticity does indeed positively influence perceptions of beneficial outcomes related to a transaction with a salesperson. These benefits then fully mediate the linkage from adaptive selling to a customer’s perceived value, gained from the salesperson’s organization.Research limitations/implicationsThe collection of data from only the customer’s perspective is both a strength and a weakness. Although all of the key variables investigated are important to evaluate via the lens of the customer, such a data collection always introduces the potential problem of common method bias.Practical implicationsManagers should be aware of the importance of a salesperson behaving in an authentic manner. Although many frontline contexts have desired and scripted narratives for interacting with customers, deriving key benefits through the customers’ eyes may come more strongly by allowing the frontline employee to act naturally.Originality/valueAuthenticity has been investigated in managerial and brand contexts, but an understanding of its importance in a frontline context is in its early stages. Similarly, the importance of understanding conditions that moderate the effectiveness of adaptive selling is consistent with calls in the literature.

The Relationship between Salesperson’s Adaptive Selling Behavior, Rapport, Job Satisfaction, and Organizational Commitment in the Distribution Channel

Background/Objectives: This study investigates the relationship between the salesperson's adaptive selling behavior, rapport, job satisfaction, and organizational commitment in the distribution channel. Methods/Statistical analysis: The salespeople working at a distributor of a food-related manufacturer were asked to complete a survey questionnaire. The participants were asked to answer the questionnaire from the perspective of a salesperson. The reliability and the validity were tested. This study tested the hypotheses through Structural Equation Modeling analysis. Findings: This study attempted to examine the relationship between salespersons' adaptive selling behavior, rapport, job satisfaction, and organizational commitment in the distribution channel. The results of hypotheses testing indicated that hypothesis 1, which stated that adaptive selling behavior of salespeople has positive effects on rapport, was supported. In addition, hypotheses 2 and 3, which stated that rapport has positive influence on job satisfaction and organizational commitment, were supported. Finally, hypothesis 4, which stated that job satisfaction of salesperson has a positive influence on organizational commitment, was also supported. Improvements/Applications: By substantiating the relationship between adaptive selling behavior, rapport, job satisfaction, and organizational commitment, the process of adaptive selling behavior influencing job satisfaction and organizational commitment was identified.

Role of adaptive selling and customer orientation on salesperson performance: Evidence from two distinct markets of Europe and Asia

ABSTRACTAdaptive selling and customer orientation have been considered imperative for successful salespeople. Although these topics have been frequently studied in the literature, most studies have been conducted in a developed country environment and such studies are limited in other cultural contexts. Moreover, cross-country/cultural comparison of the role of adaptive selling and customer orientation is even scarcer. Therefore, the objective of the current study is to examine the role of adaptive selling and customer orientation on salesperson performance in two distinct markets of Europe and Asia—namely Finland and Macau. Using personal interviews, data were collected from salespeople operating in both countries. The study results indicate that customer orientation had significant effect on sales performance, customer satisfaction, and adaptive selling behavior of salespersons. Furthermore, salesperson adaptive selling behavior had significant effect on sales performance and customer orientation but not on customer satisfaction.

Not all adaptive selling to omni-consumers is influential: The moderating effect of product type

Computer-mediated technologies have resulted in a proliferation of the omni-channel consumer (OCC) who shops for products and services using mobile, online, and traditional retail channels. While OCCs may have greater access to information, they do not necessarily have access to accurate information; hence the salesperson has both a challenge as well as an opportunity to use adaptive selling techniques when selling to the OCC. To better understand under what circumstances the salesperson can best be utilized to bring about the sale with the OCC, this research develops and evaluates a model of adaptive selling behaviors when selling to omni-channel consumers around the globe. Adaptive selling behaviors are conceptualized as having two dimensions, non-interactive and interactive adaptation. The efficacy of these two types of adaptive selling behaviors depends upon product type (utilitarian, hedonic) and OCCs' perceived control over the buying situation. To test the hypotheses, survey data was collected from global OCCs in four different countries and evaluated using path analysis. Results suggest salesperson’s influence depends upon product type and salesperson's adaptive selling behavior.

The influence of formal and informal sales controls on customer-directed selling behaviors and sales unit effectiveness

Adaptive selling (AS) and customer-oriented selling (COS) constitute two key customer-directed selling behaviors for the success of the modern sales force. However, knowledge regarding the organizational factors that can induce salespeople to engage in those behaviors is strikingly limited. Against this background, we develop a comprehensive model that delineates the influences of formal and informal sales controls on AS and COS and, through them, on sales unit effectiveness. Based on a sample of sales managers in a major European Union country, we present new evidence that (a) formal and informal sales controls exert differential impact on salespeople's AS and COS behaviors; (b) AS directly and positively influences sales unit effectiveness; (c) COS affects sales unit effectiveness only indirectly, i.e. by fostering AS; and (d) outcome and cultural controls directly improve sales unit effectiveness. We conclude with a discussion of our findings for academics and practitioners.

Salesperson CLV orientation's effect on performance

Previous studies show how strategies based on the customer lifetime value (CLV) can lead to an increase of profitability for a firm. In this context, marketing serves the purpose of maximizing CLV and customer equity (the CLV of current and future customers). For most types of service firms, salespeople are direct participants in implementing the CLV concept. However, prior research does not answer the question of whether or how salesperson CLV orientation can enhance profits. Using data on salespeople in a large Chilean retail bank, this study shows that the effect of salesperson CLV orientation on salesperson performance follows an S-shaped function (which is first convex and then concave). Additionally, data does not support the idea that the optimum level of CLV orientation depends on salesperson customer orientation, salesperson adaptive selling behavior, or salesperson experience (i.e., CLV-oriented behaviors could be effective across a wide range of salespeople). As such, this study addresses an important concern among researchers and managers that is related to how to increase the salesperson performance. The findings of this study suggest that firms need to monitor individual salesperson CLV orientation more closely.

Adaptive to customers: The roles of learning climate and customer knowledge

Based on the theory of organizational socialization, the present study evaluates the effect of learning climate on salespeople's adaptive selling behaviors by reviewing and incorporating their knowledge of customers. The study also explores the mediating role of customer knowledge for learning climate and adaptive selling behaviors. A total of 350 salespeople in 35 consumer electronics and appliances stores located in Taiwan were analyzed using hierarchical linear modeling (HLM), producing results that support the proposed model. More specifically, learning climate was positively related to customer knowledge and adaptive selling behaviors, and customer knowledge was directly related to adaptive selling behaviors. In addition, learning climate was associated with adaptive selling behaviors through customer knowledge. These findings highlight the importance of enhancing the learning climate and salespeople's customer knowledge to enable retailing organizations to improve salespeople's adaptive selling behaviors.

Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills

This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively.

The Effects of Salesperson's Adaptive Selling Behavior and Perceived Organizational Support for Product Sale on Rapport

The Effects of Salesperson's Adaptive Selling Behavior and Perceived Organizational Support for Product Sale on Rapport

An exploratory study of the influence of firm market orientation on salesperson adaptive selling, customer orientation, interpersonal listening in personal selling and salesperson consulting behaviors

The purpose of this study was to study one important firm level antecedent of salesperson's behaviors, namely the firm's market orientation. There have been many studies of personal antecedents of salesperson behaviors and performance, with little predictive success. But there are few studies of firm level influences on salesperson behaviors such as adaptive selling, customer orientation, listening and consulting. The purpose of this study was to examine the direct and indirect relationships between market orientation and those behaviors. Results suggest that the relationship between market orientation and salespersons' consulting behaviors is indirect, through significant influences on adaptive selling, customer orientation and listening. The author discusses explanations for the results and implications for managers and researchers.

An Exploratory Study of the Influence of Sales Training Content and Salesperson Evaluation on Salesperson Adaptive Selling, Customer Orientation, Listening, and Consulting Behaviors

The purpose of this exploratory study was to examine the possible impact of the content of consulting oriented sales training and evaluation on salesperson behaviors, based upon the perceptions of salespeople. The behaviors studied were adaptive selling, customer orientation, listening, and consulting. Four hundred and twenty non‐retail salespeople were surveyed. Results indicated that listening behaviors positively influence customer orientation behaviors, which, in turn, influence adaptive selling behaviors, which influence listening behaviors, resulting in a feedback loop of reinforcing behaviors. Consulting oriented salesperson evaluation is a stronger influence on salesperson behaviors, compared to sales training. Contrary to expectations, consulting oriented sales training did not have a significant impact on salesperson behaviors. Comparing the salesperson's responses to the responses of sales managers in another study indicated differing correlations of the variables of interest. The authors discuss possible explanations for these differences and offer suggestions to managers based on the results.