The Role of Preference-Based Value Transplantability as A Mediation of Adaptive Selling, Salesperson Brand Personality Congruence, Positive Selling Ambiance to Salesperson Performance (Study at PT. Bank BNI (Persero)Tbk)

2020 ◽  
Vol 24 (04) ◽  
pp. 218-225
Author(s):  
Evi Dian Kartikasari ◽  
Syamsurijal AK ◽  
Zakaria Wahab ◽  
MuchsinSaggaff Shahab
Keyword(s):  
Brand Personality ◽  
Performance Study ◽  
Salesperson Performance ◽  
Adaptive Selling ◽  
Brand Personality Congruence

Empathy, nonverbal immediacy, and salesperson performance: the mediating role of adaptive selling behavior

2016 ◽  
Vol 31 (5) ◽  
pp. 654-667 ◽  
Author(s):  
Yam B. Limbu ◽  
C. Jayachandran ◽  
Barry J. Babin ◽  
Robin T. Peterson
Keyword(s):  
Perspective Taking ◽  
Sales Force ◽  
Nonverbal Immediacy ◽  
Salesperson Performance ◽  
Content Type ◽  
Adaptive Selling ◽  
Mediating Role ◽  
Adaptive Selling Behavior ◽  
Outcome Performance

Purpose Previous studies that examined the role of empathy and nonverbal immediacy on business-to-business (B2B) salesperson performance is limited in scope and yielded inconclusive evidence. Grounded in Plank and Greene’s (1996) framework of salesperson effectiveness, this paper aims to empirically investigate the mediating role of adaptive selling behavior through which empathy and nonverbal immediacy influence sales force performance and the form of empathy (cognitive or affective) that has the most beneficial role in improving relationship (versus outcome) salesperson performance. Design/methodology/approach Using cross-sectional data that were collected from 422 pharmaceutical sales representatives, this study used structural equation modeling to test the hypothesized relationships. Findings Adaptive selling behavior mediates the effect of perspective taking empathy and empathic concern on relationship performance. However, the impact of empathy on outcome performance is not significant through adaptive selling behavior, but perspective taking empathy has a direct influence on outcome performance. Contrary to expectations, nonverbal immediacy is not mediated by adaptive selling behavior but has a direct and positive impact on relationship performance. Research limitations/implications The results of this study have several implications for recruitment, training and assessment of salespeople in a B2B context. Based on the empirical evidence, it is highlighted that firms may use different forms of empathy and nonverbal cues to promote adaptive selling behavior that impact sales force performance (i.e. outcome or relationship). Originality/value To the authors’ knowledge, this is the first study which simultaneously examines the mediating role of adaptive selling behavior in the relationship between three antecedent variables that relate to sales force empathy and nonverbal communication (i.e. perspective taking empathy, empathic concern and nonverbal immediacy) and two aspects of B2B sales performance (relationship and outcome).

Clarifying the influence of emotional intelligence on salesperson performance

2016 ◽  
Vol 31 (7) ◽  
pp. 877-888 ◽  
Author(s):  
Selma Kadic-Maglajlic ◽  
Irena Vida ◽  
Claude Obadia ◽  
Richard Plank
Keyword(s):  
Emotional Intelligence ◽  
Structural Equation ◽  
Equation Modeling ◽  
Data Sets ◽  
Salesperson Performance ◽  
Content Type ◽  
Adaptive Selling ◽  
Sales And Marketing ◽  
Service Sectors

Purpose The purpose of this study is to explore the linkages among emotional intelligence, relational selling behavior and salesperson performance. Although existing research acknowledges the importance of emotional facets in business relationships, the role of emotional intelligence is poorly understood in the literature on salesperson performance. Design/methodology/approach Two data sets from business-to-business salespeople in various industrial and service sectors were analyzed with structural equation modeling. Mediation hypotheses were cross validated through a bootstrapping approach with bias-corrected confidence estimates. Findings The results suggest that two focal types of selling behaviors – namely, adaptive selling and customer-oriented selling – fully mediate the positive relationship between emotional intelligence and salesperson performance. Practical implications The study offers new insights to sales and marketing managers on how individual capabilities (such as emotional intelligence) can be transformed into high sales performance. Originality/value Drawing on the ability view of emotional intelligence and highlighting its conative facet, the current research posits that emotional intelligence affects salesperson performance through relational selling behaviors.

scholarly journals Key Drivers of Salesperson Performance: The Role of Sales Antecedents and Moderating Effect of Customer Directed Extra Role Behavior

2020 ◽  
pp. 22-34
Author(s):  
Bilal Ahmad ◽  
Muhammad Imad ud Din Akbar
Keyword(s):  
Salesperson Performance ◽  
Adaptive Selling ◽  
Role Behavior ◽  
Sales Team ◽  
Managerial Implications ◽  
Adaptive Selling Behavior ◽  
And Performance ◽  
The Relationship ◽  
Moderating Role

The salespersons are considered as one of the important sources while interacting between the company and its prospective customers. The purpose is to develop and test the model that involves salespersons performance in the pharmaceutical sector of Pakistan. Specifically, the study demonstrates the effects of salesperson creativity, adaptive selling behaviour, selling experience and customer directed extra-role behavior on salesperson performance. Adaptive selling behaviour has been taken as a mediator in this study. Individual salespersons in different pharmaceutical companies are the population of this study. Total 500 questionnaires were distributed among the salespersons, 367 useful responses were analyzed through structural education modeling (SEM). The results revealed that salesperson creativity has a positive and significant impact on adaptive selling behavior and performance. Furthermore, salespersons experience has significant impact on salesperson’s performance. Moreover, the adaptive selling behavior has positive and significant impact on salesperson’s performance. The research finding shows that the moderating role is stronger on the relationship among creativity, adaptive selling behaviour and salesperson performance but it is weaker on the relationship between salesperson experience and salesperson performance. This study is helpful to understand some indicators that could be highly influential on salesperson’s performance. The findings of this paper have some managerial implications for improvising sales team performance.

SELF-EXPRESSION THROUGH VOTING? THE CRITICAL ROLE OF LEADER BRAND PERSONALITY

2018 ◽  
Vol 2018 ◽  
pp. 1004-1014
Author(s):  
Sofia Batsila ◽  
◽  
George Panigyrakis ◽  
Anastasios Panopoulos
Keyword(s):  
Brand Personality ◽  
Critical Role

When Does Psychological Fit Matter? The Moderating Role of Price on Self-Brand Congruity

2021 ◽  
pp. 194855062110283
Author(s):  
Joe J. Gladstone ◽  
Emily N. Garbinsky ◽  
Sandra C. Matz
Keyword(s):  
Brand Personality ◽  
Effect Study ◽  
Financial Resources ◽  
High Price ◽  
Psychological Profile ◽  
Psychological Mechanism ◽  
Brand Attributes ◽  
First Time ◽  
Moderating Role

People prefer brands whose perceived image reflects their own psychological profile, a finding referred to as the self-brand congruity effect. For the first time, we test this effect in the field by utilizing over 17,000 real bank transaction records (Study 1, N = 405). We demonstrate that the strength of self-brand congruity is related to the financial resources a person must spend to acquire the brand, such that the effect holds only when the brand being purchased has a high (vs. low) price. We conceptually replicate the effect (Study 2, N = 354) and provide causal evidence through an experiment (Study 3, N = 404), manipulating price and brand personality while holding other brand attributes constant. We also provide evidence for one psychological mechanism underlying why price moderates self-brand congruity, finding personality-matched brands elicit fewer concerns about postpurchase regret, a bigger risk for high-price brands (Study 4, N = 300).

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