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Mintu, Alma T., and Roger J. Calantone. "Role Uncertainty Among Canadian Sales Marketing Executives:." Journal of Global Marketing 5, no. 4 (December 22, 1992): 47–64. http://dx.doi.org/10.1300/j042v05n04_05.
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Johnson, Jeff S., and Joseph M. Matthes. "Sales-to-Marketing Job Transitions." Journal of Marketing 82, no. 4 (July 2018): 32–48. http://dx.doi.org/10.1509/jm.17.0279.
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Careers evolve over time and can take many paths as they develop. Within marketing and sales, a common variant of career progression is to begin in a sales position and then advance internally into a marketing role. Doing so provides employees with unique but complementary sets of skills, experiences, and perspectives that may increase their efficacy as marketers. However, sales-to-marketing job transitions (SMJTs) can also be suboptimal and result in adverse outcomes. Although the sales–marketing interface literature has examined how the two functions work together, the SMJT process is unclear. To provide an understanding of this phenomenon, the authors conduct in-depth interviews across a host of different companies and industries with 56 informants who successfully transitioned intraorganizationally from sales to marketing, informants who transitioned but did not remain in marketing, and executives. They develop a theoretical model consisting of transition motivation, acquisition, preparation, and encounter. They also advance individual and organizational facilitators of SMJTs and discuss SMJTs’ potential positive and negative effects on the organization.
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Cron, William L., Artur Baldauf, Thomas W. Leigh, and Samuel Grossenbacher. "The strategic role of the sales force: perceptions of senior sales executives." Journal of the Academy of Marketing Science 42, no. 5 (February 22, 2014): 471–89. http://dx.doi.org/10.1007/s11747-014-0377-6.
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Bellizzi, Joseph A., and Robert E. Hite. "Supervising Unethical Salesforce Behavior." Journal of Marketing 53, no. 2 (April 1989): 36–47. http://dx.doi.org/10.1177/002224298905300203.
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Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presented to the respondents. Salesperson overall work performance, organizational consequences, and gender significantly influenced various supervisory reactions; however, consequence and work performance influences were observed more consistently. Gender differences were marginal and generally confined to only two issues. The findings indicate that sales managers are more likely to use a harsher form of disciplinary action when poor performers, negative consequences, and salesmen are involved in unethical behavior.
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Stanger, Howard R. "From Factory to Family: The Creation of a Corporate Culture in the Larkin Company of Buffalo, New York." Business History Review 74, no. 3 (2000): 407–33. http://dx.doi.org/10.2307/3116433.
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The Larkin Company of Buffalo, New York, was established in the 1870s as a small soap producer and grew to become a large mail-order house. Larkin's success could be attributed to a unique sales strategy created by Elbert Hubbard, called “The Larkin Idea,” which had as its motto, “From Factory-to-Family: Save All Cost Which Adds No Value.” The company sold its products exclusively through the mail to women in cooperative buying clubs. Employing a variety of marketing, advertising, and employee welfare practices, the Larkin Company built a unified corporate family of “Larkinites“—employees, customers, and executives. Larkin executives also hired architect Frank Lloyd Wright to construct a modern office complex, which became the physical representation of Larkin's culture. But changes in marketing, the departure and deaths of key executives, a seemingly anachronistic corporate culture, and poor business decisions combined to undermine the company in the mid-1920s, and by 1940 the company was virtually dead.
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Mukherjee, Jaydeep. "BBMCI: setting up a distribution channel in India." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–10. http://dx.doi.org/10.1108/20450621111123452.
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Subject area International marketing, distribution channel management, market entry, strategic management. Study level/applicability Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing. Case overview The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation. Expected learning outcomes The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves. Supplementary materials Teaching note.
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Wang, Rui, Aditya Gupta, and Rajdeep Grewal. "Mobility of Top Marketing and Sales Executives in Business-to-Business Markets: A Social Network Perspective." Journal of Marketing Research 54, no. 4 (August 2017): 650–70. http://dx.doi.org/10.1509/jmr.14.0124.
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Kerr, Bruce. "Shopping for loyalty: an executive's wish list." Journal of Consumer Marketing 26, no. 1 (January 23, 2009): 49–51. http://dx.doi.org/10.1108/07363760910927046.
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PurposeThe purpose of this paper is to present a blueprint for loyalty strategy development, and to inform the reader of the basic and not so basic elements that should be considered by companies, academics and executives when determining the future effectiveness and success of a customer loyalty program.Design/methodology/approachThe paper draws on author expertise and know‐how, as well as past experiences and market trends, to present a compelling review of necessary elements for a customer relationship program.FindingsBefore embarking on a loyalty program design companies should be wise to set long‐ and short‐term goals to drive the initial strategy. One should avoid launching a “me too” program by differentiating from one's close competitors. Implement a strategy from top to bottom across the organization. Data and customer engagement are the most important elements to foster.Practical implicationsA well‐planned and executed loyalty strategy can boost growth in incremental sales, increase in‐store traffic, drive higher impact from promotions and significantly boost overall revenues. Customer relationship marketing can also lead to richer data insights about current customers and high‐value potential customers.Originality/valueAn executive with decades of experience building and maintaining customer loyalty programs cites trends for the future of the loyalty discipline.
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Reid, David A., Richard E. Plank, Robert M. Peterson, and Gregory A. Rich. "Examining the use of sales force management practices." Journal of Business & Industrial Marketing 32, no. 7 (August 7, 2017): 974–86. http://dx.doi.org/10.1108/jbim-02-2016-0040.
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Purpose The purpose of this paper is to understand what sales management practices (SMPs) are being used by managers in the current market place, changes over time, insights that can be gained and future research needs. Design/methodology/approach Data for this paper were collected via a cross-sectional internet-based survey using a sampling frame provided by a professional sales publication. ANOVA was used to analyze 159 sales manager respondents. Findings Empirical results indicate that several differences are evident across the 68 SMPs items gathered, especially in terms of the size of the sales force and establish some data on using technology in sales management. However, in spite of significant changes in the sales environment, many SMPs have had limited change. Research limitations/implications The limitations of this paper include a sample frame drawn from a single source and via the internet and, thus, may have excluded some possible respondents from participation and somewhat limit generalizability. Practical implications The results of this paper raise a number of important issues for sales managers to consider. First, which SMPs should they be using? Managers need to give serious thought as to which practices they choose to use. Second, why are so many of them not making more extensive use of sales force technology? Third, is it wise for sales managers to be relying on executive opinion as their most extensively used forecasting method or should they be emphasizing another approach? A fourth issue is the continued heavy emphasis on generating sales volume as opposed to profits. Originality/value The data provide a rare and updated understanding of the use of SMPs by sales managers.
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Mittal, Vikas, Kyuhong Han, Ju-Yeon Lee, and Shrihari Sridhar. "Improving Business-to-Business Customer Satisfaction Programs: Assessment of Asymmetry, Heterogeneity, and Financial Impact." Journal of Marketing Research 58, no. 4 (June 29, 2021): 615–43. http://dx.doi.org/10.1177/00222437211013781.
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Business-to-business (B2B) companies devote significant resources to measure customer satisfaction but lack guidance on critical aspects of implementing satisfaction programs. Accordingly, executives ask: (1) What are the key strategic attributes driving B2B customer satisfaction? (2) Are the strategic attributes satisfaction balancing, satisfaction maintaining, or satisfaction enhancing based on the pattern of asymmetry? (3) Do the sign and magnitude of asymmetry vary across industry and customer subgroups? and (4) Is there a generalizable link between satisfaction and financial performance for B2B firms? Study 1 uses qualitative and secondary research to identify and validate eight strategic attributes pertinent to B2B companies: quality of product/service, pricing, safety, sales process, project management, corporate social responsibility, communication, and ongoing service and support. Study 2 examines industry-subgroup heterogeneity in the nature of asymmetry across industries, then links satisfaction with performance (i.e., sales). Study 3 finds customer-subgroup heterogeneity in the nature of asymmetry within the customer base of a B2B service provider, then links satisfaction with performance (i.e., dollar value of purchase).
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Dubinsky, Alan J., and Abdalla Hanafy. "Executive Insights: The Super Sales Force—Politicians in the World Market." Journal of International Marketing 4, no. 3 (September 1996): 73–87. http://dx.doi.org/10.1177/1069031x9600400306.
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Exporting has become a popular means for businesses to augment sales and profitability and for countries to improve their gross domestic product and balance of trade. As a complement to export selling, high-level government officials increasingly are providing export promotional assistance to their nations’ industries. Much of what is known about this “high-level government selling, “ however, is based on conventional wisdom and anecdotal evidence. This article reports the results of a study that examined non-U.S. politicians’ export selling efforts. Data were obtained from surveys of foreign embassy diplomats in the United States. Findings offer insights into what government officials are doing to stimulate sales of their countries’ exports.
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Panagopoulos, Nikolaos G., Ryan Mullins, and Panagiotis Avramidis. "Sales Force Downsizing and Firm-Idiosyncratic Risk: The Contingent Role of Investors’ Screening and Firm’s Signaling Processes." Journal of Marketing 82, no. 6 (October 4, 2018): 71–88. http://dx.doi.org/10.1177/0022242918805059.
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Although sales force downsizing represents a challenging marketing resource change that can signal uncertainty about future firm performance, little is known about its impact on financial-market performance. Drawing from information economics, the authors address this knowledge gap by developing a comprehensive framework to (1) examine the impact of the size of a firm’s sales force downsizing on firm-idiosyncratic risk, (2) uncover investors’ screening processes that influence this relationship, and (3) identify firms’ mitigating signaling processes that can alleviate investor uncertainty linked to downsizing. The authors draw from several secondary sources to assemble a longitudinal data set of 314 U.S. public firms over 12 years and model their framework using a robust econometric approach. Findings show that larger sales force reductions are associated with greater firm-idiosyncratic risk. Furthermore, this increase in risk is amplified when firms face high levels of future competitive threats and lack transparency in financial reporting. However, chief executive officers can mitigate these deleterious moderating effects by signaling a commitment to growth (i.e., increasing advertising expenditures) and formally communicating an external strategic focus to Wall Street.
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Allen, B. J., Deepa Chandrasekaran, and Suman Basuroy. "Design Crowdsourcing: The Impact on New Product Performance of Sourcing Design Solutions from the “Crowd”." Journal of Marketing 82, no. 2 (March 2018): 106–23. http://dx.doi.org/10.1509/jm.15.0481.
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The authors examine an increasingly popular open innovation practice, “design crowdsourcing,” wherein firms seek external inputs in the form of functional design solutions for new product development from the “crowd.” They investigate conditions under which managers crowdsource design and determine whether such decisions subsequently boost product sales. The empirical analysis is guided by qualitative insights gathered from executive interviews. The authors use a novel data set from a pioneering crowdsourcing firm and find that three concept design characteristics—perceived usability, reliability, and technical complexity—are associated with the decision to crowdsource design. They use an instrumental variable method accounting for the endogenous nature of crowdsourcing decisions to understand when such a decision affects downstream sales. The authors find that design crowdsourcing is positively related to unit sales and that this effect is moderated by the idea quality of the initial product concept. Using a change-score analysis of consumer ratings, they find that design crowdsourcing enhances perceived reliability and usability. They discuss the strategic implications of involving the crowd, beyond ideation, in helping transform ideas into effective products.
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Madsen, Tage Koed. "Executive Insights: Managerial Judgment of Export Performance." Journal of International Marketing 6, no. 3 (September 1998): 82–93. http://dx.doi.org/10.1177/1069031x9800600309.
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The concept of export performance is very important for managers because they have to evaluate each individual export venture in order to make decisions about future international commitments. This article discusses export performance as it is expressed through the perceptions and goals of export managers. Managers appear to be oriented toward short-term sales when they assess the performance of a particular export venture. Furthermore, they often use a benchmarking approach, comparing the results of a particular export venture with results of other export markets or the domestic market. Consequences of such practices are explored, and alternative managerial judgment criteria are discussed.
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Jham, Vimi. "The Millionaires Club: poised for growth in the United Arab Emirates." Emerald Emerging Markets Case Studies 4, no. 4 (October 1, 2014): 1–10. http://dx.doi.org/10.1108/eemcs-09-2013-0180.
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Subject area The case seeks an intensive reading, research and a stimulating in-class discussion on implementing marketing strategy mixed with creating experience in the service industry creating a Pull branding. The case is also open to other angles as per the other intents and context of the course and course instructor. Some of the course angles are as follows: sales promotion, customer relationship management (CRM), channel sales, international marketing and branding. Study level/applicability The case is suited to many courses including online formats and executive training workshops. It is good for discussion with service industry. Some of the target groups are listed below: MBA Course, core course of strategic management, specialisation courses in service marketing, CRM and sales promotion, executive training workshops on strategy formulations, faculty development workshops on teaching pedagogy through cases and internal marketing and capstone courses. Case overview Millionaires Holidays & Resorts Ltd. (MHRL) is a part of the Leisure and Hospitality sector of the Millionaires Group and brings to the industry values such as Reliability, Trust and Customer Satisfaction. Millionaires Club is a part of the Hospitality sector of the Millionaires Group. Taking advantage of the high income earned by Indians in the UAE, Millionaires Club has taken initiatives of expansion in the UAE market. The case talks about how Millionaires Club has become a Pull brand by providing unmatched family holiday experience in India where members feel proud to be part of special community. The case takes us through different marketing strategies being adopted by the organisation to ensure a successful foothold in the UAE market. Expected learning outcomes Understanding the process of service marketing, understanding how brands are built over time, analyzing deeply and energetically the United Arab Emirates holiday industry, analyzing the importance of customer satisfaction and CRM,, analyzing the importance of corporate social responsibility, understanding the importance of experiential marketing and developing futuristic ideas and thinking to change the way to see the use of marketing strategy in organisations. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Dalecki, Linden. "Sales as entrepreneurship at Ewing Kauffman’s Marion Laboratories." Journal of Research in Marketing and Entrepreneurship 18, no. 1 (July 11, 2016): 14–26. http://dx.doi.org/10.1108/jrme-02-2015-0009.
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Purpose This paper aims to investigate how various sales personas interacted and played a role in the early growth of Ewing Kauffman’s Marion Laboratories in the 1950s. Design/methodology/approach The approach taken is a variation of “retrodiagnosis” – wherein modern psychographic personas are used to profile historical actors. After reviewing trends in both the academic and trade literatures related to professional and entrepreneurial selling in complex environments, the foundational sales force at Marion Laboratories active in the 1950s was assessed using the five sales personas proposed in a 2011 Corporate Executive Board (CEB) study: namely, hard-workers, relationship-builders, lone-wolfs, reactive-problem-solvers and challengers. Findings Individual members of the foundational sales force at Marion Laboratories displayed a number of dominant persona and subdominant persona traits. The relative success and managerial challenges evidenced by individual members of Marion’s foundational sales force are consistent with the CEB sales persona performance patterns. Specifically, those with dominant challenger and lone-wolf personas were especially crucial in driving sales success – to the point that Marion rapidly rose to become the most notable sales force in the American pharmaceutical vertical. Research limitations/implications Given that only a single firm was investigated, along with the interpretive and qualitative nature of the study, the findings are not generalizable. Additional studies in a similar vein with similar findings would add further support to the current findings. Theoretical implications related to customer development and effectuation are touched on. Practical implications The investigation lends qualitative historical support to the CEB study. The question of optimal-sales-team-persona-mix is worth founder’s consideration. Originality/value This is the first study to use contemporary sales personas to investigate a historically significant entrepreneurial sales force.
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Tapar, Archit Vinod, Somraj Bhattacharjee, and Jitender Kumar. "Jindal panther: the creation of a brand." Emerald Emerging Markets Case Studies 11, no. 2 (July 6, 2021): 1–21. http://dx.doi.org/10.1108/eemcs-08-2020-0291.
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Learning outcomes The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business. Case overview/synopsis The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case). Complexity academic level Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.
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Silva, Javier Jorge O., Fernando Zerboni, Maricruz Prado, and Natalia Moscardi. "San Antonio: assessing the key account management system." Emerald Emerging Markets Case Studies 2, no. 6 (August 13, 2012): 1–13. http://dx.doi.org/10.1108/20450621211275147.
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Subject area This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients. Study level/applicability It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, international business, and organizational behavior. Case overview In 2003, after Carlos Etcheverry joined San Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004, when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure, rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would SA's organization need a change? Was this the only solution available? What other factors should be considered? Expected learning outcomes This case may help students to: understand the complexity of key account management (KAM) system implementation, sales force concepts and business-to-business relationships; and analyze the difficulties faced by companies upon implementing a change in their sales strategies and the effects of this change on the sales force, corporate culture and the organization as a whole management system. Supplementary materials Teaching notes and a Technical note are available; also access to audio visual support with an interview to Carlos Etcheverry.
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Ab Rashid, Norasekin, and Jamil Bojei. "The relationship between halal traceability system adoption and environmental factors on halal food supply chain integrity in Malaysia." Journal of Islamic Marketing 11, no. 1 (June 22, 2019): 117–42. http://dx.doi.org/10.1108/jima-01-2018-0016.
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Purpose Muslim consumers have been shocked with the news of cross-contamination issues in the Halal food that they consumed. These issues make them put more effort in ensuring the products that they purchased being monitored throughout the supply chain. In this case, food companies must be prepared to implement systematic traceability system to ensure the authenticity of Halal products and comprehend the importance of Halal industry environmental factors (HIEF) in enhancing integrity of Halal food supply chain and protect from any risk of cross-contaminations. This paper aims to clarify the relationship between the Halal traceability system adoption (HTSA) and HIEFs on Halal food supply chain integrity (HFSCIn). Design/methodology/approach The study opted quantitative research approach by using the self-administrated questionnaires. The questionnaires were distributed during Malaysia International Halal Showcase (MIHAS) 2014 and Halal Fiesta Malaysia (HALFEST) 2014. 127 Malaysian Halal food and beverages companies have been involved in the study. Most of the respondents are the general manager or owner of the company, Halal executives, quality assurance managers, operation managers and sales manager. Findings The study found that there is a significant relationship between HTSA and HIEF on HFSCIn. The study also found that the highest adoptions of Halal traceability system are among the producer and end user, while the highest contributions in influencing the HIEF are the economic and socio-cultural factors. Research limitations/implications This study only focused on Halal food industry particularly the food and beverages category. Thus, future study can explore further on every category in food industry such as raw materials and ingredients; poultry, meat and dairy; fast food and premises and make comparison between pharmaceutical, cosmetics and health care in Halal industry. In addition, the sample size (N = 127) can be considered small; therefore, it is recommended that in future the subject matter be explored with a much larger sample to allow generalization of the result. Originality/value This study provided, perhaps for the first time, an analysis of the relationship between traceability adoptions and HIEF on HFSCIn.
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Beck, Jeffrey A., William Lazer, and Raymond Schmidgall. "Hospitality Sales and Marketing Executives." Journal of Human Resources in Hospitality & Tourism 5, no. 1 (April 6, 2006): 91–102. http://dx.doi.org/10.1300/j171v05n01_06.
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Mehrotra, Sonia, and Uday Salunkhe. "Panasonic life solutions: anchoring its future growth strategy." Emerald Emerging Markets Case Studies 11, no. 1 (May 27, 2021): 1–31. http://dx.doi.org/10.1108/eemcs-06-2020-0247.
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Learning outcomes The learning outcomes of this paper is as follows: to explain the importance of rationalizing business operations to achieve efficiencies. To explain the importance of constantly re-inventing the product portfolio and the business for the survival and growth of the business. To discuss the use of product-market expansion strategies as used by businesses for growth and sustainability. To evaluate the internal challenges faced by a company as they adopt business strategies for business growth. To discuss a firm’s strategy to exploit significant opportunities in an evolving business environment. Case overview/synopsis Panasonic Life Solutions India Limited (PLSIND) an electrical products company with operations in India – an emerging market has set a Vision 2022 to achieve INR 69.21bn revenue target by the year 2022. PLSIND is marketed through the distributor business to consumer sales channel. To achieve the new growth targets, it was imperative for them to expand the product portfolio and explore marketing through the new business to business (B2B) and business to government (B2G) sales channels. Dinesh Aggarwal the Joint Managing Director of PLSIND was tasked with this responsibility. Both propositions depicted attractive business potential but at the same time came with additional risks of a longer sales/revenue cycle. PLSIND to a certain extent had ventured into new business projects with the launch of home automation, solar solutions for industries and smart street lighting business projects. In 2019, they also made a modest beginning by achieving revenues of INR 3.4bnn (constituting 10% of their aggregate revenues of INR 34bn) from B2B/B2G sales channels. Aggarwal believed that this was a good beginning. However, to achieve 2022 growth targets, they had to aggressively move forward with the new business strategy. Aggarwal had to work with the management team to gain acceptance and then to manage these additional risks for growth that came with this new business strategy. How could he win the confidence of the management team? How could he best reorganize the business teams and processes internally to enhance the required operational efficiencies for business growth? Complexity academic level This case is designed for business students at the MBA or executive MBA level courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Zerfass, Ansgar, and Christine Viertmann. "Creating business value through corporate communication." Journal of Communication Management 21, no. 1 (February 6, 2017): 68–81. http://dx.doi.org/10.1108/jcom-07-2016-0059.
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Purpose The purpose of this paper is to report on a multi-step research project which explores concepts that explain communication value across different disciplines and builds a framework that identifies and systematizes communication goals linked to generic corporate goals. Design/methodology/approach Based on a literature review of work on value creation through communication, drawn from 815 publications in 36 international journals across several disciplines (public relations, marketing, management, etc.) and published from the year 2000 onward, the authors have developed a framework, named “Communication Value Circle.” The application of the framework was discussed with chief communication officers from global companies and was used during a communication alignment process in a global healthcare company. Findings Empirical surveys across several continents show that communication professionals use a multitude of rationales to explain the value of their work to top executives. These range from building reputation, brands and identity, to gaining thought leadership, boosting sales, motivating employees, preventing crises and listening to stakeholders. The researchers have identified four major value dimensions of communication (enabling operations, building intangibles, adjusting strategy, and ensuring flexibility). The framework encompasses 12 specific goals for communication that can be derived from corporate strategy. Research limitations/implications The framework stimulates the debate on the diverse concepts of communication value, performance and measurement, and the need to integrate those approaches into theory and practice. Additional qualitative studies to verify the framework are proposed. Practical implications The communication value circle can be used as a management tool for planning, evaluating, and revising strategic directions for communication in any corporation. Originality/value Explaining the value of communication continues to be one of the most important challenges for professionals and scholars alike. This paper proposes a consistent explanation for the theory and practice of what constitutes corporate communication.
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Rahman, Muhammad Sabbir, Mahmud Habib Zaman, Md Afnan Hossain, Mahafuz Mannan, and Hasliza Hassan. "Mediating effect of employee’s commitment on workplace spirituality and executive’ssales performance." Journal of Islamic Marketing 10, no. 4 (November 11, 2019): 1057–73. http://dx.doi.org/10.1108/jima-02-2018-0024.
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Purpose This study aims to develop a comprehensive framework that conceptualizes and measures the antecedents of the sales executive’s performance with regard to workplace spirituality and employee’s commitment. Design/methodology/approach This research applied a cross-sectional survey design to test the proposed hypotheses. Data were collected from 160 sales executives who are studying MBA and EMBA respectively and are working in various services and manufacturing organizations from Dhaka, Bangladesh. Findings The results suggest, when sales executives experience workplace spirituality; they feel more committed to their respective organizations and influences activities relating to sales performance. Research limitations/implications The study collected data for the constructs from the same source, simultaneously. This can produce the risk of common method variance, leading to an inflation of statistical relationships. A longitudinal research design may also be suitable. Practical implications By improving spirituality climates in the workplace, managers can enhance employee’s commitment, and thus, individual sales officers may boost up their sales performance. It is likely that occurs because sales executives react reciprocally toward their respective company that satisfies their spiritual needs. Originality/value The paper contributes by filling the gaps in literature related to sales management, where empirical studies on workplace spirituality have been scarce till date. This study is the first of a kind to include workplace spirituality, commitment and executive’s sales performance simultaneously in the context of Bangladesh.
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Lee, Hei-wai, and Crystal J. Scott. "Marketing or sales: the executive decision." Journal of Business Strategy 36, no. 5 (September 21, 2015): 43–49. http://dx.doi.org/10.1108/jbs-07-2014-0084.
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Purpose – The purpose of this paper is to explore and analyze the differences in organizations that choose to have a sales executive versus a marketing executive on the leadership team. Design/methodology/approach – Our study examined 315 marketing and sales executives across 246 US firms taken from the S & P 1500. Findings – Our findings suggest that the company choice of marketing or sales executive positions is driven by its customer base, branding strategy, investment in product development, and industry. The choice of executive is also associated with its firm valuation and cash flow performance. Research limitations/implications – Further research might want to examine companies that include both a sales and marketing executive as part of the leadership team and explore industry characteristics and customer base surrounding that decision. Originality/value – Research has looked at the relationship between the marketing and sales functions but has rarely taken into account the performance of companies that emphasize sales and/or marketing leadership in its executive team. This paper analyzes the differences in organizations that choose among marketing versus sales executives or an executive overseeing the dual sales and marketing function.
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Quaye, Emmanuel Silva, and Yvonne Saini. "Kaya FM: the challenge of an afropolitan positioning." Emerald Emerging Markets Case Studies 11, no. 2 (June 25, 2021): 1–35. http://dx.doi.org/10.1108/eemcs-06-2020-0182.
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Learning outcomes Amongst other things, at the end of this case discussion, the student should be able to: diagnose situational factors that contribute to a brand’s positioning; explore important issues in implementing brand positioning strategies; use relevant models for understanding a firm’s internal and external environments to inform strategic decisions about customers and competition; demonstrate an understanding of target audience; identify the unique attributes of the competition to inform a firm’s positioning and competitive strategy. Case overview/synopsis Kaya FM derives its name from the isiZulu word “ikhaya”, which means “home”. The name reflects the mission of the radio station to provide a home for black South Africans who were denied many opportunities during the apartheid era in South Africa. Kaya FM has been broadcasting since 1997, following the deregulation of the media landscape in South Africa. However, by 2018, the radio landscape has become very challenging. Mainstream advertisers still do not consider Kaya FM as a preferred channel to reach their target audience. Overall, radio listenership is dwindling and advertising sales growth is not encouraging. Greg Maloka, Kaya FM’s station manager is considering how to preserve the station’s unique positioning as it competes with both more dominant stations and new entrants so that Kaya FM can truly be a home for Afropolitans for many years to come. Complexity academic level Honour’s and master’s level, as well as executive education delegates. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.
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Markovitz, Harvey B., Mary M. Long, Deborah Fain, and Dennis Sandler. "The Challenge of Sales and Marketing Silos in University Curricula." International Journal of Marketing and Sales Education 1, no. 1 (January 2018): 31–48. http://dx.doi.org/10.4018/ijmse.2018010103.
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A mixed-methods design was used to investigate the skills required for college graduates of sales and marketing programs to be successful. Opinions were sought from campus recruiters, sales and marketing executives, and recent alumni. Online job postings and course syllabi were also examined to identify skills that are both sought and taught. While there are specific skill sets for each discipline, a problem-solving, analytical mindset will go a long way towards landing an entry level job. The curricula must satisfy the needs of both marketing and sales executives, bridging the silos that often exist in university programs between the two disciplines. Recommendations for curriculum development are discussed.
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Yang, Xueyan, Xiaoni Zhang, Samuel Goh, and Chad Anderson. "Curvilinear effects of e-loyalty in China’s online tourism industry." Nankai Business Review International 8, no. 2 (June 5, 2017): 174–89. http://dx.doi.org/10.1108/nbri-12-2016-0044.
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Purpose The purpose of this paper is to understand e-loyalty in the travel industry. Specifically, this paper aims to examine the curvilinear relationship between predictors and e-loyalty. Design/methodology/approach An empirical study was conducted using an online survey with one of the largest travel companies in China. Structural equation modeling was used to test the models, and pair-wise nested F-tests were used to compare the models. Findings Results show that the curvilinear model has greater explanatory power of loyalty than traditional linear models. The results of pair-wise nested F-tests show that the loyalty model exhibits statistically significant R2 improvement compared to the linear model. However, the R2 improvement in the integrated model is not statistically different from that in the linear model. Confirmation and satisfaction are found to be salient factors influencing loyalty. Research limitations/implications This study makes important contributions to the online community literature by understanding the drivers of loyalty in the travel industry. However, there are limitations. First, this study addressed member loyalty of an online travel community with data collected from one company. Thus, generalizability is limited. Online communities and firms may have different characteristics, resulting in different factors influencing consumer loyalty. The authors plan in the future to collect data from other online travel companies and examine their model with different samples so as to check the generalizability of the current findings. Second, the authors collected a snapshot view on loyalty. Both researchers and managers note that small changes in loyalty and retention can yield disproportionately large changes in profitability (Reichheld et al., 2000). Consumer loyalty may change over time, so to maintain and increase profits, it is important to monitor such change. In the future, the authors plan to conduct a longitudinal study of community members to evaluate their loyalty over time. Practical implications As China seeks to gain additional market share in the global tourism market, travel companies should make use of websites as a marketing tool to attract and retain customers. These actions enable a travel company to enhance its competitiveness. More and more people use the internet for tour deals, bookings and finding tour-related information. Effective use of websites can affect the competitiveness of ecommerce companies. E-vendors could assess and adopt the dimensions recommended in this paper to help better understand areas for improvement. It is common today for consumers to buy travel products online instead of going through a travel agent. Considering the importance of reciprocity in formulating consumer satisfaction and loyalty in the virtual environment, companies should monitor reciprocal behavior on the virtual community. With advancement in technologies, consumer behaviors have changed and more consumers prefer social interactions in the virtual world. Companies can analyze posts in the virtual environment to assess reciprocity and may design a mechanism to foster reciprocal behaviors. By leveraging reciprocity, firms can better connect satisfaction with loyalty. More than 70 per cent of executives surveyed by McKinsey (2012) said that they regularly generate value through their Web communities. In addition, to pay attention to consumer to consumer reciprocity in the virtual world, companies should listen to what customers say in their online community, as this attention is an indication of reciprocity between consumers and companies. The ideas and opinions expressed in the online community tell the company customers’ perception of the value of its products and customers’ needs. Such attention to the voices in the online community will help companies to better tailor products/services to meet customers’ needs. Furthermore, the voices expressed in the virtual community are also effective in developing and maintaining new internet marketing opportunities such as email marketing, giveaways, search engine optimization, pay per click and shopping comparison marketing. Companies interested in retaining and attracting customers should leverage their established virtual communities and pay close attention to online posts and evaluate members’ satisfaction. Such effort will provide tangible benefits. As shown in Ye et al.’s study, traveler reviews produce a significant impact on online sales (Ye et al., 2011), with a 10 per cent increase in traveler review ratings, boosting online bookings by more than 5 per cent. This finding suggests that businesses should link online user-generated reviews to business performance in tourism. Finding incentives for users to share might be one way to improve interactivity and further create stickiness on the part of the website. Originality/value This paper is one of the first studies to address the need to move beyond linear models of e-loyalty and to additionally examine potential curvilinear and interactive effects. This study also identifies key variables such as reciprocity and satisfaction as determinants of e-loyalty in the Chinese online travel and tourism industry.
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Pandit, Deepak, Shalini Rahul Tiwari, and Arun Sahay. "Sonalika’s foray into passenger vehicles." Emerald Emerging Markets Case Studies 8, no. 4 (September 27, 2018): 1–27. http://dx.doi.org/10.1108/eemcs-05-2017-0091.
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Subject area This case is most suited for the course on Strategic Management. Study level/applicability The case can be used for post graduate management students and executive education participants. It should be used in the section dealing with capabilities of an organization. Case overview Sonalika Group, situated in Punjab, India, started its operations in 1969 by manufacturing agricultural implements and equipment’s. By 1990, the firm graduated into manufacturing tractors. It gradually expanded its wings in countries like Nigeria, Argentina and Brazil and became the third largest tractor manufacturer of India in FY 2012. The year 2005 was a landmark year when it entered the passenger vehicle segment through its subsidiary International Cars and Motors Limited that launched a multi-utility vehicle (MUV) named Rhino. The vehicle was expected to fill up the vacant spot created by the withdrawal of “Qualis”, which was a highly popular MUV manufactured by Toyota. However, the enthusiasm of launching Rhino waned with time because its sales did not pick up as expected. After selling around 5,000 units of Rhino, the company stopped its production as the product had started showing up teething problems. The marketers and designers burnt midnight oil to bring out an improved version of Rhino. This version was christened “Extreme” and launched in 2012. Despite all marketing, sales and service efforts, “Extreme” also failed to take off. The group is wondering when it was so successful in tractors why it has not been successful in passenger vehicle category. It has to work out a strategy to be successful in passenger vehicle segment as well. Expected learning outcomes Expected learning outcomes are as follows: to analyse the external and internal environment for a business and understand its impact on business decision-making; to understand the relationship between operational capabilities and dynamic capabilities; to identify opportunities and match it with internal capabilities; to analyse the reasons for product failure and identify remedial measures; to understand the process of technology diffusion and thereby strategic planning. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject Code: CSS 11: Strategy
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Thiruvattal, Eappen, and Arun Prasad. "Determinants of turnover intentions among marketing and sales representatives in the UAE." International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (December 24, 2017): 411–18. http://dx.doi.org/10.30585/icabml-cp.v1i1.35.
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This article identifies four determinants of turnover intentions among the marketing executives and sales representatives (reps). Influence of these dimensions on such employees is investigated in an emerging market’s Fast Moving Consumer Goods (FMCG) distribution environment.
Extensive review of the current literature on employee turnover intentions and specific review of turnover intentions among reps and marketing executives are conducted
This study identifies four dimensions of determinants of turnover intentions among marketing and sales representatives of FMCG in an emerging market. The results indicate that coordinated efforts by management to satisfy these dimensions lead to decreased turnover among marketing and sales reps of FMCG distributors.
This study offers understanding of the determinants of turnover intentions of turnover intentions among marketing and sales reps of FMCG distributors.
This article conceptualizes the influence of performance appraisal, developmental pay, talent acquisition and training, and learning and development on turnover intentions of Marketing and sales reps working in FMCG distribution industry. The article contributes to fill the knowledge gaps on the influence of these dimensions on turnover intentions.
Key words – Turnover intentions; Marketing and Sales representatives; Performance appraisal; HR strategies, Developmental pay, Talent acquisition.
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Jones, Eli, Lawrence B. Chonko, and James A. Roberts. "Sales force obsolescence: Perceptions from sales and marketing executives of individual, organizational, and environmental factors." Industrial Marketing Management 33, no. 5 (July 2004): 439–56. http://dx.doi.org/10.1016/j.indmarman.2003.08.014.
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Roser, Hugh N. "International (strategic?) marketing and sales." ISA Transactions 30, no. 3 (January 1991): 5–7. http://dx.doi.org/10.1016/0019-0578(91)90017-y.
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Jones, David L., and Seyhmus Baloglu. "What Hotel Sales and Marketing Executives Should Know Before Investing Dollars in Sales Technology." Journal of Convention & Event Tourism 8, no. 1 (January 2006): 31–44. http://dx.doi.org/10.1300/j452v08n01_02.
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Dani, Vinit Vijay, and Meeta Dasgupta. "GoBhaarati- contributing to the “Journey of Healthy Living”." Emerald Emerging Markets Case Studies 11, no. 1 (April 27, 2021): 1–19. http://dx.doi.org/10.1108/eemcs-08-2020-0283.
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Learning outcomes The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations. Case overview/synopsis GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically. Complexity academic level Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.
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Morgan, Neil A., Hui Feng, and Kimberly A. Whitler. "Marketing Capabilities in International Marketing." Journal of International Marketing 26, no. 1 (March 2018): 61–95. http://dx.doi.org/10.1509/jim.17.0056.
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There has been a significant increase in scholarly research focusing on marketing capabilities as an important aspect of marketing theory–based explanations of firm performance. This growing research interest in marketing capabilities has also been reflected in the international marketing literature. However, it is unclear whether and how thinking and research about international marketing capabilities differs from that of marketing capabilities in a domestic market context. To explore this question, the authors conduct a review of studies of marketing capabilities in the most influential journals publishing research in international marketing. They supplement this with insights from interviews with executives in firms engaged to varying degrees in international marketing. The study suggests that there remain numerous important unanswered questions in conceptualizing and empirically researching international marketing capabilities.
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Polakova, Gabriela. "Sales Executives’ Reward Attitude Survey in the International Company and their Socio- Economic Consequences on the Sales Performance in Global Markets." SHS Web of Conferences 92 (2021): 03023. http://dx.doi.org/10.1051/shsconf/20219203023.
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Research background:As a universal rule applicable worldwide, the salary satisfaction and employees´ financial well-being, in general, are ones of key drivers in ensuring corporate business goals and performance in global markets.Purpose of the article:The aim is to find out how sales executives are satisfied with their financial well-being and earnings gained in one international company making business worldwide. The analyzed company needs to support sales executives´ motivation to meet sales goals and positively influence their engagement in making business all over the world, and thus globally improve corporate performance.Methods:The methodology of the procedure begins with the formulation of research questions. Subsequently, a questionnaire is compiled, the basic and sample of respondents are identified, and a questionnaire survey is conducted. The processing of the obtained data is performed using statistical methods (software IBM SPSS statistics) when the results are processed using frequency and contingency tables, graphs, and verbal description. The final step is answering research questions.Findings & Value added:The data include general sales executives´ reward attitudes, their subjective feelings, and opinions if their pays reflect their sales performance in international business or not. Such survey usefully provides relevant information to competent decision-makers about sales executives´ financial satisfaction and well-being and gives them a good background to ensure that payment will be in such a competitive level of market price that will attract and retain the people the organization needs for retaining current global business operations and for searching new business challenges around the world.
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Lacmanović, Darko. "NEGOTIATION TECHNIQUES IN SELLING HOTEL ROOMS." Tourism and hospitality management 11, no. 2 (December 2005): 99–110. http://dx.doi.org/10.20867/thm.11.2.9.
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Traditional sales management duties are being dramatically changed by buyer behavior dynamism, sales automatization, salesperson empowerment, and shifts to new marketing channels. Sales executives in the hospitality market face many challenges as they combat operating with less administrative help and dealing with tighter-fisted clients. With appearance of paradigm the relationship marketing, negotiation can be noticed as consumer effort (I) which take part in developing the desired configuration of products, (2) provide valuable marketing information, and (3) become long term coproducent of marketing mix in company. The negotitation and negotiation techniques are constituent part in manner of performance sale activities, specially in hotel business. The negotiation in essence could be based on conflict or nonconflict situation. The example of conflict negotiation is overbooking situation. The example of non-conflict negotiation is selling hotel rooms, specially selling by allotment contract.
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Snyder, Kevin, Steve McKelvey, and William Sutton. "All together now? Exploring sales and marketing integration." Sport, Business and Management: An International Journal 6, no. 1 (March 14, 2016): 2–18. http://dx.doi.org/10.1108/sbm-08-2013-0027.
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Purpose – Building on prior research in interactions between sales and marketing departments, the purpose of this paper is to investigate departmental alignment among professional hockey teams. By using a single industry sample, the authors are able to identify high and low performers, along with structural antecedents that lead to higher alignment (Rouse and Daellenbach, 1999). Expiring inventory, customer knowledge, and volatile demand enhance the need for alignment and suggest opportunities for innovative mechanisms to share information among departments (Mullin et al., 2007). Design/methodology/approach – Through the usage of Kotler et al.’s (2006) survey instrument, the authors survey NHL Vice Presidents of sales and marketing to assess levels of structural alignment. The authors further explores strategies for alignment through qualitative interviews of select team executives. Findings – The authors find examples of high alignment, achieved through structural elements of proximity, cross-functional tasks, financial incentives, and new technologies. The qualitative interviews provide insight into how organizations attempt to create high levels of alignment. Originality/value – These results help advance the literature by identifying high performers and going inside organizations for the source of a competitive advantage, thus following Rouse and Dallenbach’s (1999) approach for theory development. The authors also contributes by identifying strategies for practitioners to apply as they attempt to design optimal work structures.
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Wilson, Timothy L. "International After-Sales Services." Journal of Global Marketing 13, no. 1 (October 18, 1999): 5–27. http://dx.doi.org/10.1300/j042v13n01_02.
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Lee, Kam-hon, Gong-ming Qian, Julie H. Yu, and Ying Ho. "Trading Favors for Marketing Advantage: Evidence from Hong Kong, China, and the United States." Journal of International Marketing 13, no. 1 (March 2005): 1–35. http://dx.doi.org/10.1509/jimk.13.1.1.58535.
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This study examines the risk-taking paradigm in the context of international marketing activities. It explores the causes of questionable business practices of Hong Kong executives in international marketing activities and further substantiates the findings with two replication samples (i.e., Mainland Chinese executives and U.S. executives). The authors find that the nature of the corruption proposal and the operating business environment affect Hong Kong executives’ risk-taking behavior (i.e., risk recognition, risk adjustment, and risky choice). The behaviors of Mainland Chinese executives and U.S. executives show a different picture. Developmental and cultural differences among the three economies explain the discrepancies.
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Yasmin, Afrina, Sadia Tasneem, and Kaniz Fatema. "Effectiveness of Digital Marketing in the Challenging Age: An Empirical Study." International Journal of Management Science and Business Administration 1, no. 5 (2015): 69–80. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.15.1006.
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Marketers are faced with new challenges and opportunities within this digital age. Digital marketing is the utilization of electronic media by the marketers to promote the products or services into the market. The main objective of digital marketing is attracting customers and allowing them to interact with the brand through digital media. This article focuses on the importance of digital marketing for both marketers and consumers. We examine the effect of digital marketing on the firms’ sales. Additionally the differences between traditional marketing and digital marketing in this paper are presented. This study has described various forms of digital marketing, effectiveness of it and the impact it has on firm’s sales. The examined sample consists of one hundred fifty firms and fifty executives which have been randomly selected to prove the effectiveness of digital marketing. Collected data has been analyzed with the help of various statistical tools and techniques.
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Rahman, Rahis, Mehmood Faheem, and Zeda Peerzada. "Analysis of Sales Predictions from the Point of View of the Increase in Daily Newspaper Sales." Journal of Asian Multicultural Research for Economy and Management Study 2, no. 3 (May 4, 2021): 1–5. http://dx.doi.org/10.47616/jamrems.v2i3.126.
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This study aims at Analysis of Sales Predictions from the Point of View of the Increase in Daily Newspaper Sales. The methods of this research is gather evidence through a variety of approaches, including library analysis and field research. This paper makes use of both qualitative and quantitative evidence. Primary data sources, namely data collected from respondents or direct interviews with business executives, specifically about marketing strategies, especially those relating to promotion. Secondary evidence. Promotional operations are carried out optimally, which is facilitated by sufficient costs, especially in potential areas. Apart from repeat buyers, the organization offers its goods in store, which enables the company to monitor its output figures accurately and seamlessly.
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Horak, Sven, and Katrin Nihalani. "Social networks, vertical core competencies and sales management in Korea." Management Decision 54, no. 8 (September 19, 2016): 1929–46. http://dx.doi.org/10.1108/md-06-2015-0230.
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Purpose The purpose of this paper is to investigate the influence of informal Korean social networks (Yongo) on sales activities in Korea, by focussing in particular on required vertical core competencies. Design/methodology/approach The authors draw on expert interview data gathered in Korea in two waves (2009 and 2012). Whereas first-wave interviews served to identify the influence of Yongo on sales management in general, second-wave interviews data – gathered from a Korean auto maker, a Korean supplier, and an international supplier – served to derive vertical core competencies vital for sales executives in Korea. Findings The authors find Yongo to be an indispensable aspect of relationship management in Korea. Further, the authors propose ten vertical core competencies and skills sales managers in Korea need to possess, e.g., respecting strong hierarchical supplier-customer relations, the ability to engage in relational contracts, establish trustful relationships, and perform in a risk-taking manner in a dynamic environment. Originality/value So far neither Yongo nor its impact on successful sales management in Korea has been analyzed. Hence, this research provides initial insights into the modes of action of Yongo in sales management, which is of particular importance for management consultants and international sales managers and executives.
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Anell, Barbro I., and Timothy L. Wilson. "Channel Structures of International After-Sales Service Networks." Journal of Marketing Channels 9, no. 1-2 (September 2001): 93–124. http://dx.doi.org/10.1300/j049v09n01_05.
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Koponen, Jonna, Saara Julkunen, and Akiko Asai. "Sales communication competence in international B2B solution selling." Industrial Marketing Management 82 (October 2019): 238–52. http://dx.doi.org/10.1016/j.indmarman.2019.01.009.
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Schmitz, Christian, Janina-Vanessa Schneider, Jan Helge Guba, Michael Ahlers, and Jan Wieseke. "Development and Analysis of a Sales-Based Leading Indicator for Economic Developments." Marketing ZFP 43, no. 1-2 (2021): 54–66. http://dx.doi.org/10.15358/0344-1369-2021-1-2-54.
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As official statistics concerning macroeconomic changes are often presented with delay, economic barometers with the ability to forecast developments have a high relevance for managerial and political decision makers. Despite the sales function being frequently named as one central source of information for business forecasts, it is often neglected in this context. The aim of this paper is the development of a sales-based leading indicator using a first empirical validation with a sample of 3,584 respondents over a period of 15 quarters (2017-2020). Through an explorative study, the authors demonstrate that this indicator has the capacity make predictions about GDP developments. The paper provides first results showing specific circumstances under which the forecast is stronger. This paper offers an alternative perspective for the development of a leading indicator, therefore provides an important addition to this research field. It shows that sales executives are important to be considered in this context.
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Watson, Iain, Steve Wood, and John Fernie. "“Passivity”: a model of grocery retail price decision-making practice." European Journal of Marketing 49, no. 7/8 (July 13, 2015): 1040–66. http://dx.doi.org/10.1108/ejm-01-2014-0047.
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Purpose – This paper aims to explore the applied context of grocery retail pricing practice to understand how pricing executives approach “regular price” decision-making (as opposed to promotional pricing). The study seeks to inductively develop a model of regular price decision-making in grocery retailing. Design/methodology/approach – The research uses an inductive methodology involving interviews with pricing executives working for grocery retailers that account for approximately 85 per cent of the UK, and 64 per cent of USA, grocery market retail sales. The approach is appropriate given the underdeveloped research insights into regular pricing within food retailers. Findings – It is found that regular pricing is undertaken with little sophistication, typically, on the basis of simple, inflexible rules that result in conflicting goals. A typology of three pricing roles was identified, although all share an underdeveloped understanding of the effects of price changes on customer demand and the implications of competitor reactions. These contexts, causes and conditions lead to a range of consequences; notably, a degree of pricing inertia, “customer-less” pricing and “enforced symbiosis” – coping outcomes. Taken together, a theory of “passivity” pricing is identified. Originality/value – The research presents a contribution to new knowledge in the field of retail marketing by developing theory in retail pricing. In contrast to much extant research on grocery pricing, this paper accesses the insights and opinions of the pricing executives themselves. It exposes the realities of regular price decision-making across two developed retail markets and offers managerial insights.
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Sattar, Muhammad Muzamil, and Farhan Shahzad. "Kazmi agency’s performance. Should distributor invest more?" Emerald Emerging Markets Case Studies 11, no. 1 (March 19, 2021): 1–35. http://dx.doi.org/10.1108/eemcs-07-2020-0254.
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Learning outcomes The learning outcomes of this paper are as follows: understanding the complexities of persuading a distributor to increase investments in the Pakistani fast moving consumer goods (FMCG) context. Understanding the data handled by an area sales manager (ASM) for effective territory management, along with the path taken for a focused approach to territory growth. Comparing the distinct perspectives of a company and an intermediary (e.g. distributor) who are pursuing similar business goals. Experiencing hands-on calculations of return on investment (ROI) for a distributor, in a straightforward situation. Case overview/synopsis In June 2015, Shah Mir, an ASM at PurePack Pakistan, was face-to-face with an irate distributor named Amir Kazmi, who ran Kazmi Agency in Sukkur, Sindh. PurePack Pakistan, a multinational organization dealing with FMCG products, had a turnover of approximately PKR 7.5bn1 and was a fully owned subsidiary of PurePack Limited, UAE. Shah’s predecessor, Noor Azam, had managed the central Sindh territory very well and had recorded phenomenal growth. The retail outlet coverage had increased during Noor’s time, along with Amir’s investment in the territory. Knowing he was up against an outstanding past achievement, Shah had studied the data of the area and Kazmi Agency’s performance for the past two years and had concluded that there was still greater potential in the area. Amir Kazmi, owner of Kazmi Agency, was an astute businessman who visited his Sukkur market regularly. He knew the distribution business well and had benefitted from it. He was fully aware of the importance of working on relationships with his retailers in the FMCG industry because competition was high and loyalties needed to be nurtured. Like any businessperson, he was concerned about the growth and profitability of his business. Kazmi’s business had increased quite rapidly from a turnover of around PKR 8.7m in 2008 to one of around PKR 54m in 2014, indicating the potential in the Sukkur district. Shah, who was new to the territory and early in his career, was still grappling with the fact that the growth in central Sindh had been phenomenal and that expectations were high for him. He had gotten working on the territory while keeping in mind advice from his boss, Nabeel Asad, who had told him to identify one area at a time so that he could go about achieving his growth targets in a focused manner. This case brings out the challenges that young ASMs face while in the field, when they have to deal with experienced distributors in the Pakistani retail trade, especially in the smaller towns where relationships can greatly affect business. Students will gain an understanding of the key performance indicators required to focus on developmental issues in a territory. It will enable students to appreciate financial considerations as a major tool in dealing with intermediaries (distributors, in this case) and get hands-on experience in a method of convincing a distributor of his past investments and profitability and paving the way for further investment for retail expansion. Complexity academic level This case is designed for use at the postgraduate level in sales management, channel management and strategic marketing courses, as well as in executive management programs. It can be used at later stages of a course and show a link between a company’s requirements and a distributor’s goals. The students should have field experience or aspire to get into roles dealing with intermediaries, such as distributors. The case gives students a practical, hands-on experience in working on simple profitability calculations and pushes them to challenge the assumptions that need to be made. The case attempts to trigger a discussion on distributor management and its challenges in Pakistan, where managing relationships while keeping in mind the business perspective is imperative. Identifying the right geographical territories to focus on and working on the financials of the distributor are the key learning deliverables. The case is accompanied by a spreadsheet with calculations. This spreadsheet is for the instructor’s use and is for demonstrating calculations as the class progresses. By using the spreadsheet, the instructor can practically demonstrate the effects that changes in investments, expenses, etc. have on the distributor’s profits. It can even be used to build a far more complex situation than the one given in the case (advice for which is provided in this teaching note). Subject code CSS 8: Marketing. Supplementary materials Teaching notes are available for educators only.
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Mascarenhas, Oswald A. J. "Exonerating Unethical Marketing Executive Behaviors: A Diagnostic Framework." Journal of Marketing 59, no. 2 (April 1995): 43–57. http://dx.doi.org/10.1177/002224299505900204.
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Although unethical marketing behaviors of corporations have been studied and some normative frameworks suggested for judging their ethicality, no research has focused on assessing individual responsibilities of marketing executives for the consequences of their unethical actions. The author identifies major factors that exonerate executive responsibility and those that enhance. He derives ten testable research propositions that constitute the framework for the diagnostic model. The model challenges marketing executives to go beyond legal and attributional responsibilities to appropriational responsibilities of commitment to consumers they serve.
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Tse, David K., Kam-hon Lee, Ilan Vertinsky, and Donald A. Wehrung. "Does Culture Matter? A Cross-Cultural Study of Executives’ Choice, Decisiveness, and Risk Adjustment in International Marketing." Journal of Marketing 52, no. 4 (October 1988): 81–95. http://dx.doi.org/10.1177/002224298805200408.
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The authors investigate whether a manager's home culture significantly influences his or her international marketing decisions. They also examine whether the impact of home culture diminishes in an open economy with intense exposure to international markets, giving way to a process of “globalization.” Decision making in four simulated international marketing situations was studied with executives from the People's Republic of China, Hong Kong, and Canada. The findings confirm that home culture has predictable, significant effects on the decision making of the executives from the People's Republic of China and Canada. Chinese executives from Hong Kong were influenced by a combination of Western and Chinese cultural norms.
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Keszey, Tamara, and Wim Biemans. "Trust in marketing’s use of information from sales: the moderating role of power." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 258–73. http://dx.doi.org/10.1108/jbim-09-2015-0169.
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Purpose This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm. Design/methodology/approach Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses. Findings The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship. Research limitations/implications This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales. Originality/value This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.