销售论文英文文献翻译及参考文献 第6页
situations. This research is designed to fill a gap in the current literature regarding the specific influence tactics that can be used most effectively with different types of buyers. Past studies have considered whether salespeople adapt, but not whether the adaptation is suitable. McFarland and colleagues employed existing frameworks for categories of influence strategies and for buyer types, allowing this research to be compared to past studies. The buyer type framework was introduced to the literature more than 30 years ago (Sheth, 1976), and is still proving useful. In addition, the research utilizes a dyadic sample, so that the unit of analysis is the dyadic relationship between a salesperson and his or her buyer.
The authors were able to demonstrate that the buyer type matters when different influence techniques are considered. For example, when a buyer has a strong task orientation, recommendations (arguments used to convince a customer that products or services will benefit the customer's firm) work well, but ingratiation, promises, and inspirational appeals do not. When buyers have a high level of self-orientation, promises are effective. When a buyer is interaction-oriented, ingratiation and inspirational appeals provide the best results. In sum, the authors conclude that no sales tactic is universally effective.
Both of the influence tactic studies discussed above are implicitly predicated on the formation of some sort of relationship between the salesperson and the customer. For example, adaptive selling behaviors can take place over the course of a relationship, as a salesperson learns more about a customer and can change behaviors as that knowledge accrues. Similarly, understanding a buyer type or orientation is likely to occur over a series of interactions. For almost 20 years, the selling literature has recognized that buyers and sellers can develop relationships, and that influence and adaptation take place in the context of those relationships (Dwyer, Schurr, & Oh, 1987). Much of the extant research, however, simply assumes that a relationship is already in place.
In light of this, it is interesting to question what must happen at the beginning of a relationship to successfully move it into later phases where transactions actually occur. Campbell, Davis, and Skinner (2006) examine the building of rapport during the early stages of salesperson/customer relationships through the verbal choices salespeople make. Though the authors offer no empirical findings, they do present a model of rapport building that is hypothesized to lead to trust and commitment. For example, they propose that accepting the buyer's objection increases rapport, and that expressing respect for the customer's company or industry can moderate the sales rep's denial of a customer claim during rapport building. These specific recommendations build upon the body of findings regarding adaptive selling behaviors (including the work of McFarland and his colleagues reviewed above) by describing specific influence behaviors that are likely to succeed in the early stages of a relationship.
4. Traditional sales management research issues
The area of study I refer to as “traditional sales management research” investigates questions about factors influencing salesperson performance and outcomes of salesperson performance. Much of this research is based on the model of sales force performance proposed by Churchill, Ford, Hartley, and Walker (1985). A large number of these studies have focused on the effects of role stress on salesperson performance. In that tradition, Avlonitis and Panagopoulos (2006) extend the current literature by examining the moderating effect of the type of selling situation on the interrelationships among salesperson role stress, attitudes, and outcomes. Well-accepted taxonomies of sales jobs usually classify jobs as missionary selling (relationship building), trade selling (sales to organizations who then resell the product), and technical selling (often complex products that meet specific needs of the buyers). These three situations are examined as the basis for this study.
The results show that sales situation does make a difference in the relationships among role stress and other variables. For example, role conflict is positively related to turnover intentions for technical salespeople, but has a negative relationship to turnover intentions among trade salespeople and no relationship to turnover intentions among missionary salespeople. Role ambiguity is the only significant predictor of job performance among missionary salespeople, while role conflict predicts the performance of technical salespeople. In short, different sales positions involve complex trade-offs between positive and negative consequences. This study highlights the potential difficulties of managing a sales force comprised of different sales roles. It also illustrates that there is no one formula for sales force management success. Fortunately, the authors offer some concrete recommendations for managers of each type of sales role.
Rewards are an important aspect of models of sales management, as they are predicted to influence sales behaviors and can be a very attractive aspect of the sales role. Lopez, Hopkins, and Raymond (2006) conducted a study of salesperson preference for commissions over other rewards, surveying a sample of 250 technical salespeople. The paper presents a very comprehensive set of findings that detail preference differences among different types of
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