Relevant bibliographies by topics / Sales Coaching

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters

Academic literature on the topic 'Sales Coaching'

Author: Grafiati
Published: 4 June 2021
Last updated: 17 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Sales Coaching.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Sales Coaching"

1

Carter, Tony. "Sales Management Coaching." Journal of Hospital Marketing & Public Relations 16, no. 1-2 (August 30, 2006): 113–25. http://dx.doi.org/10.1300/j375v16n01_08.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Badrinarayanan, Vishag, Andrea Dixon, Vicki L. West, and Gail M. Zank. "Professional sales coaching: an integrative review and research agenda." European Journal of Marketing 49, no. 7/8 (July 13, 2015): 1087–113. http://dx.doi.org/10.1108/ejm-06-2014-0368.

Full text
Abstract:
Purpose – The purpose of this paper is to provide an integrative review of coaching research from different contexts (e.g. athletics, executive coaching, project management and sales), delineate professional sales coaching from other developmental activities and develop a research agenda for stimulating research on professional sales coaching. Professional sales coaching is considered an important sales force developmental program by both sales practitioners and researchers. Yet, research on sales coaching remains fragmented in the extant literature. Design/methodology/approach – An extensive literature review of extant research and theoretical perspectives on coaching as well as insights gathered from exploratory, in-depth interviews of ten sales managers were used to develop the research agenda. Findings – The review and research agenda identify a number of sales coaching-related topics that warrant further research. Specifically, the research agenda addresses salesperson characteristics, sales manager and coach characteristics, selling organization characteristics, sales coaching approaches, nature and effectiveness of the sales coaching process and, finally, outcomes of sales coaching. For each topic, extant research, relevant insights from exploratory interviews and directions for future research are discussed. Originality/value – This paper is the first integrative review of coaching-related research in the sales literature. It offers an updated conceptualization of sales coaching and identifies opportunities for future research.
APA, Harvard, Vancouver, ISO, and other styles
3

Reusche, Uwe. "Kompetenzentwicklung durch Sales Coaching." Sales Excellence 22, no. 5-6 (May 2013): 44–45. http://dx.doi.org/10.1365/s35141-013-0701-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Strayer, Jeanne, and Allison Rossett. "Coaching Sales Performance: A Case Study." Performance Improvement Quarterly 7, no. 4 (October 22, 2008): 39–53. http://dx.doi.org/10.1111/j.1937-8327.1994.tb00649.x.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Khandelwal Das, Komal, Ashwani Kumar Upadhyay, and Subrata Das. "Getting stellar sales performance: why sales managers’ mentoring, coaching and technology capabilities make the difference." Development and Learning in Organizations: An International Journal 28, no. 5 (July 29, 2014): 13–16. http://dx.doi.org/10.1108/dlo-02-2014-0012.

Full text
Abstract:
Purpose – The aim of this viewpoint is to distinguish the importance of sales managers’ attitude and role clarity in the context of mentoring, coaching and technology capabilities to achieve stellar sales force operations and performance. Design/methodology/approach – This report reviews the sales training literature to highlight how managerial interventions enhance competencies, behaviours and advanced level of selling orientation by mentoring and coaching construct. The concept of manager’s creativity and imagination is brought out to explain why it should be adapted and carried out in an era of vibrant and dynamic selling paradigm. Findings – Adapting and implementing the concept of mentoring and coaching in a personal or industrial selling context may provide sales organization and academicians a better reason of how leadership and personality traits of manager enhance learning transfer. Practical implications – Sales managers could develop appropriate new metrics based on market orientation for building strategic relationships, thereby eliminates ambiguity in sales-force function. Social implications – Increased sales result in sales force retention, organizational sustainability and economic growth. Originality/value – This paper introduces the concept of mentoring and coaching touch as improvement tactics to transform average salespeople into exceptional performers in contemporary selling to surpass productivity records.
APA, Harvard, Vancouver, ISO, and other styles
6

Mallin, Michael L. "When performance improvement coaching for your salesperson goes badly: a conceptual approach to dealing with negative reactions." Development and Learning in Organizations: An International Journal 31, no. 4 (July 3, 2017): 5–8. http://dx.doi.org/10.1108/dlo-11-2016-0103.

Full text
Abstract:
Purpose The purpose of this paper is to provide a framework and conceptualization of approaches to salespersons’ negative reactions to performance-improvement coaching. This is done by first depicting “negative reaction to coaching” (such as defensiveness, reluctance, fear, confusion, or apathy) as the manifestation of an underlying psychological “basic issue” held by the salesperson. Next, from the sales coaching and psychology literature, the theoretical underpinnings of the following coaching approaches are introduced: humanistic, behavioral, cognitive, and psychodynamic. Finally, applications of coaching conversations are presented for each “basic issue” and “coaching approach” pairing. Design/methodology/approach This study is conceptual and is depicted using a framework illustration (table) of how each negative reaction to coaching (i.e. basic issue) maps to a theoretical approach rooted in the psychology and coaching literature. Findings Dealing with a rep’s negative reaction to performance-improvement coaching should be treated like the process of handling any sales objection, issue, or concern. This process consists of, first, recognizing, clarifying, or attempting to better understand the rep’s negative reaction; and second, responding to the negative reaction using the appropriate psychology-rooted coaching approach to clarify or explain the purpose or rationale for coaching. Examples and sample coaching conversations are presented for each negative reaction–coaching approach pairing. Research limitations/implications The conceptual research presented in this paper provides scholars one way to view and understand such negative reactions to performance-improvement coaching from salespeople, as it maps to the underlying psychological basic issues (behind negative reactions) and theoretical basis (to coaching approaches). Using the framework of Argyris and Schon, this paper conceptualizes these negative reactions to coaching as “action strategies” as a rep’s means to protect him/herself psychologically. Practical implications For practicing sales managers (coaches), a better understanding of negative reactions to performance-improvement coaching and underlying theoretical approaches to responding to them could better help shape the most constructive coaching conversations with reps. These conversations should follow the same format as responding to a customer objection (e.g. better understand the reaction and then respond to it). Originality/value This conceptual paper blends the theory and practice of sales coaching by providing a framework to aid sales managers in overcoming and minimizing the obstacles posed by salespeople when they are not open to coaching conversations.
APA, Harvard, Vancouver, ISO, and other styles
7

Sijabat, Rauly, and Pramudianto Pramudianto. "Efektifitas Executive Coaching Pada Tipe Kepemimpinan Transformasional Dan Transaksional." Jurnal Administrasi Bisnis 8, no. 2 (November 19, 2019): 101–10. http://dx.doi.org/10.14710/jab.v8i2.25257.

Full text
Abstract:
Executive coaching that considers leadership types has the potential to change behavior that can improve individual and organizational performance. This is what prompted a study to determine the effectiveness of giving executive coaching on the types of transformational and transactional leadership.The design of the study designed in this study is mixed-factorial design 2x2 between-within subject. The first factor is executive coaching which consists of two levels, namely executive coaching and no executive coaching and the second factor is the type of leadership which consists of two levels, namely transformational and transactional on proactive influence tactics rational persuasion, inspirational appeals, consultation, collaboration. The data measured or observed in this study is the sales performance of the experimental participants consisting of sales heads and key account heads in automotive multinational companies.The findings of this study indicate that this type of transformational leadership with executive coaching has proven to be more effective in improving sales head and key account head sales performance. Furthermore, this study also shows that in the type of transformational leadership, the proactive collaboration and consultation influence tactics proved to be more effective while the transactional leadership type will be more effective in proactive rational and inspirational tactics.
APA, Harvard, Vancouver, ISO, and other styles
8

Little, Bob. "Virtual value soars for sales-related skills." Industrial and Commercial Training 46, no. 5 (July 1, 2014): 265–69. http://dx.doi.org/10.1108/ict-02-2014-0009.

Full text
Abstract:
Purpose – The purpose of this paper is to outline an unusual – and online-based – approach to sales and negotiation training and coaching. Design/methodology/approach – Interviews with organisations involved, augmented with case studies. Findings – The “Learn, Implement, Support” method of developing sales and negotiating skills is effective. It combats, cost effectively, the criticism that 30 per cent of all learning is forgotten within 30 days of receiving training unless it is reinforced in a practical way. Practical implications – Organisations of all sizes – not just global multinationals – can now increase productivity and profitability from the online delivery of relevant learning materials, followed immediately by virtual coaching and support for a period of at least 12 months. Social implications – People can learn how to sell products and services more effectively and efficiently, via online-delivered learning and coaching, which contains a high degree of video. Originality/value – Organisations of all sizes – not just global multinationals – can now experience and benefit from the knowledge, skills and experience of a master-performer in the fields of sales and negotiation, thanks to the advent of a system of online learning delivery followed by virtual coaching.
APA, Harvard, Vancouver, ISO, and other styles
9

Drake‐Knight, Nick. "Training and coaching boost performance of sales staff at B&Q." Human Resource Management International Digest 20, no. 1 (January 20, 2012): 14–17. http://dx.doi.org/10.1108/09670731211195918.

Full text
Abstract:
PurposeThe purpose of this paper is to describe a Model of Excellence™ that has helped to improve the performance of sales staff at retailing giant B&Q, among other organizations.Design/methodology/approachThe paper explains the background to the Model of Excellence™ and some of the results it has achieved.FindingsThere are three levels of influence of the Model of Excellence™ – explicit standards, consistency and sustainability. The paper reveals how the Continue & Begin™ fast‐coaching model for on‐the‐spot coaching of sales employees and their colleagues is being used by many of the world's leading automotive and retail operators to reinforce sales training.Practical implicationsThe paper shows that the fast‐coaching approach is ideal for use when observing sales behaviors in situ as well as being a proven method for making the most of mystery‐shop video footage or telephone‐call recordings.Originality/valueThe paper highlights the importance of creating an explicit set of standards (the sales process) that people can relate to, that they believe could be achievable, that they can incorporate into their daily lives, and training sales staff to deliver them.
APA, Harvard, Vancouver, ISO, and other styles
10

Reday, Peter, Anthony Kos, M. Kassawat, and Frank Sole. "COACHING SALES PRESENTATIONS - MODELS FOR ASKING PROBING QUESTIONS." Journal of Academy of Business and Economics 19, no. 1 (March 1, 2019): 79–90. http://dx.doi.org/10.18374/jabe-19-1.7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Sales Coaching"

1

Nguyen, Carlin A. "Essays on Sales Coaching." Scholar Commons, 2017. http://scholarcommons.usf.edu/etd/6917.

Full text
Abstract:
In general, scholars and practitioners agree that sales coaching enhances sales performance. Sales firms continue to invest billions of dollars towards coaching endeavors. However, despite the positive benefits of sales coaching, the fact is that most sales coaches are ineffective. In three essays, this dissertation aims to offer insight that will help companies and coaching programs improve the effectiveness of their sales coaches. The first essay explores the sales coaching process and how it is affected by factors related to the sales manager (coach) and the salesperson (coachee). Using in-depth interviews, we identified various skills, behaviors, and abilities that reflect the overall effectiveness of the sales manager as a coach, as well as gained a better understanding of how effective sales coach indirectly affects a salesperson’s performance. We also identified different behaviors, preferences, and characteristics related to the salesperson that affect the sales coaching process. The second essay is focused on the development and validation of a sales coaching effectiveness scale (SCES). We identified, measured and validated a three-factor, 16-item scale that reflect dimensions of effective sales coaches: involvement, rapport, and adaptability. The SCES scale is distinguished from previous coaching scales that were designed and validated in non-coaching contexts. The SCES scale offers benefits to practitioners and academics. The third essay is focused on measuring how effective sales coaches affect sales performance. Drawing on self-determination theory, we proposed a dual-process model in which effective sales coaches influence performance through motivation and through sales development. One, the results suggested that effective sales coaches intrinsically (versus extrinsically) motivate salespeople to exert extra effort towards selling, which increases their overall sales performance. Two, the results suggested that effective sales coaches enhance the selling confidence among salespeople, which allows them to adapt their selling behaviors to various selling situations and buyers, thus increasing their overall sales performance.
APA, Harvard, Vancouver, ISO, and other styles
2

Pousa, Claudio Eduardo. "The impact of coaching on salesperson's performance and the mechanisms that regulate this relationship." Thèse, Université de Sherbrooke, 2012. http://hdl.handle.net/11143/6104.

Full text
Abstract:
Companies worldwide are facing a severe competition from an increasing number of domestic and foreign competitors, who put extra pressure on the achievement of market efficiency and performance. In this context, research and transference of managerial tools aimed at increasing performance has become decisive for organizations. One particular tool, the coaching of the sales force, has been largely praised by practitioners and scholars alike as a central managerial activity increasing employee's performance. As salespeople's performance is a key antecedent of organizational performance, research on sales coaching as a tool for increasing performance is critical. Despite its importance, research on coaching has been scarce and inconsistent, and published work has been predominantly practice-driven and guru-led, lacking solid theoretical basis. Additionally, the relationship between coaching and performance has not received conclusive support, and the mediating variables linking coaching with performance have not been studied; these restrictions limited the explanations and predictive capacity of present models. This research tries to close the gap between what is presently known about coaching and what should be known in the opinion of both practitioners and scholars, by answering two general research questions: 1) does coaching by the sales manager have an impact on salesperson's performance?; and 2) what are the mediating mechanisms that turn coaching by the sales manager into salesperson's performance? This dissertation presents a model based on two institutionalized' theories, Leader-member Exchange (LMX) Theory and Goal-setting Theory; LMX is a dyadic, relational theory, useful to explain the high quality relationship developed between coach and coaché during the coaching intervention, and some of the proximal outcomes of this relationship; goal-setting theory is particularly useful in sales contexts, where salespeople have clearly defined goals, to understand how the coaching intervention can mobilize salesperson's cognition and motivation in order to achieve the goals. The model explores the motivational and cognitive process enacted by the coaching intervention that have an impact on salesperson's performance, and proposes different ways through which coaching could be translated into increased performance; according to the model, the coaching intervention helps the salesperson to develop new task-specific strategies , which increases his capacity of adapting to different selling situations; additionally, the characteristics of the coaching intervention increases his goal commitment and his self-efficacy ; in consequence, the salesperson will spend more effort , with greater persistence , and will choose better strategies; as a consequence of increased sales adaptability, new strategies, goal commitment, self-efficacy and effort, salesperson's performance will also increase. The model was tested using data collected early in 2011; a local Latin-American branch of a global industrial company and a Canadian bank accepted to participate in the study, and invitations to take a web-based survey were sent to their sales forces. I received 186 complete, usable responses, for a total response ratio of 40.43%, which were used to test the model using Structural Equation Modeling. Results supported the main hypotheses; the conclusion of the dissertation is that the coaching intervention actually enacts motivational and cognitive mechanisms in the salesperson that allows him to increase his performance. These mechanisms are increased effort, adaptive selling, sales planning, new strategies, goal commitment and self-efficacy. The dissertation contributes to the solution of the research problem in several ways. First, it proposes a model of coaching mediators, an issue that has not been addressed by previous research. The model represents an original perspective that advances the field of coaching research by enlarging our understanding of the processes addressed by the coaching intervention. Second, the model proposes two complementary ways for achieving performance; one that considers the motivational aspects of the coaching intervention, where an increased performance is achieved through increased goal commitment and effort; the other one considers the cognitive aspects of the coaching intervention, where an increased performance is achieved through increased adaptive selling and sales planning behavior, and the development and implementation of new task-related strategies. These two ways are consistent with present research on adaptive selling and sales performance. Third, the model is based on two institutionalized theories: LMX and Goal-setting Theory. The use of these theories is an original approach, useful to understand how coaching work in sales contexts. As the proposed model is not based on any particular practitioner's model or set of experiences, it can potentially be generalized through a large series of organizational settings. Finally, the results of this research contributes: 1) to the advancement of scientific knowledge through the development of an original, theory-based model of coaching mediators, as well as 2) to the solution of a managerial problem by providing practical insights to practitioners willing to implement successful coaching processes in their organizations.
APA, Harvard, Vancouver, ISO, and other styles
3

Öberg, Joachim, and Daniel Zammit. "Att utveckla en säljstyrka : En undersökning angående Securitas Aroundios säljutbildning och coachning." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-766.

Full text
Abstract:

Sammanfattning

Denna uppsats syftar till att utvärdera företaget Securitas Aroundios säljutbildning och

coachning utifrån de berörda anställdas perspektiv i Linköping. Det är av vikt för företaget att

få en uppriktig återkoppling från de anställda rörande utbildningen och coachningen. Ingen

tidigare utvärdering har skett där utomstående parter varit delaktiga. Genom att utföra en

utvärdering kan ett företag se om något behöver åtgärdas eller förändras.

Denna uppsats bygger på en kvalitativ undersökning där de anställda på Securitas Aroundio i

Linköping intervjuades. Samtliga intervjuer skedde på Aroundios huvudkontor i Linköping

den 5 maj 2008. Samtliga av respondenterna gav sitt medgivande till att intervjuerna spelades

in och i samband med detta fördes även anteckningar. Intervjufrågorna utgick från en

semistrukturerad intervjuguide, vilken behandlade undersökningsområdena bestående av

säljutbildningen och coachningen hos Aroundio.

Resultatet som erhölls från intervjuerna indikerar att Aroundios säljutbildning och coachning

upplevs som adekvat. Detta grundas på att samtliga parter generellt sett är nöjda med

säljutbildningen och coachningen. Slutsatsen är att Securitas Aroundio uppfyller deras mål

med utbildningen och coachningen, då företaget ger säljarna de verktyg de behöver för att

kunna arbeta självständigt och det stöd de behöver i sitt arbete.


Summary

The purpose of this thesis is to evaluate Securitas Aroundio’s sales training and coaching

from the view of the firm’s employees. It is of great importance for Securitas Aroundio to

receive an honest opinion about their sales training and coaching. No previous evaluation has

been made by external researchers. By continuous evaluation of a firms sales training and

coaching, the firm can get an awareness of matters that need to be changed or fixed.

This thesis is based on a qualitative approach where the employees at Securitas Aroundio in

Linköping were interviewed. All interviews took place at Aroundio’s headquarters in

Linköping on the 5th of May 2008. All of the respondents gave consent for the recording of

the interviews. Also notes were taken during the interviews. The questions asked during the

interviews were based on a semi structured interview format, dealing with the two areas of the

investigation, Aroundio’s sales training and coaching.

The result indicates the sales training and coaching provided by Securitas Aroundio is

adequate. This statement is based on the overall satisfaction of the employees concerning the

sales training and coaching provided by the firm. The overall indication is that the salespeople

are provided with the tools and support they need to work autonomously. In conclusion,

Securitas Aroundio’s goals with the sales training and coaching are being met.

APA, Harvard, Vancouver, ISO, and other styles
4

Charvátová, Veronika. "Význam koučinku v přímém prodeji na příkladu společnosti Southwestern." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-142198.

Full text
Abstract:
The main objective of this thesis is to explore the dependence between coaching and sales results of sales people during the Southwestern Company internship. In the theoretical part, I describe the concept of coaching and its history, on the basis of available literature and internet sources. Further, I devote to coaching models and tools that coaches use for improving the performance of coached people. At the end of the theoretical part, I define the specifics of direct sales and I depict the importance of direct sales nowadays. The practical part is devoted to the Southwestern Company, which uses direct sales to distribute educational products. I introduce the history of the company, its product portfolio and summer Southwestern Advantage Internship for university students. The centre of this thesis is the research, which I did during the summer 2012, when I applied coaching in communication with the sales people I worked with. The conclusion of this thesis is the link between theory and experience and also the following recommendations to apply coaching to increase the volume of production of the Southwestern sales people.
APA, Harvard, Vancouver, ISO, and other styles
5

Minelli, Mauro Kühn Richard. "Verhaltensorientierte Verkaufsführung : ProMes : eine wirkungsvolle Form des "sales coachings" /." Wiesbaden : Gabler, 2008. http://opac.nebis.ch/cgi-bin/showAbstract.pl?u20=9783834913241.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Minelli, Mauro. "Verhaltensorientierte Verkaufsführung ProMES: eine wirkungsvolle Form des Sales Coachings /." Wiesbaden : Gabler, 2008. http://sfx.metabib.ch:9003/sfx_locater?sid=ALEPH:DSV01&genre=book&isbn=978-3-8349-1324-1&id=doi:10.1007/978-3-8349-9966-5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Minelli, Mauro. "Verhaltensorientierte Verkaufsführung ProMES: eine wirkungsvolle Form des Sales-Coachings." Wiesbaden Gabler, 2005. http://d-nb.info/99008793X/04.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Dinse, de Salas Simone [Verfasser], Christian [Akademischer Betreuer] Spannagel, Carsten [Akademischer Betreuer] Rohlfs, Christian [Gutachter] Spannagel, and Carsten [Gutachter] Rohlfs. "Digitale Medien im Unterricht – Entwicklung professionellen Wissens und professionsbezogener Einstellungen durch Coaching / Simone Dinse de Salas ; Gutachter: Christian Spannagel, Carsten Rohlfs ; Christian Spannagel, Carsten Rohlfs." Heidelberg : Pädagogische Hochschule Heidelberg, 2019. http://d-nb.info/1186559268/34.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Zhuang, Jing-Yu, and 莊瀞瑜. "Studying the Role of the Coaching in the Sales－An Example of salespeople." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/87265424990265576342.

Full text
Abstract:
碩士
亞洲大學
國際企業學系碩士班
101
In such a highly competitive market, products or services offered by different companies are more and more similar. In recent years, enterprises have gradually begun to consider coaching as crucial. By interacting with employees, coaching can promote employees’ performance and thus enable enterprises to maximize their firm performance. This in turn allows enterprises to be outstanding in the rapidly changing market. Employees are also one of the indispensable elements of an enterprise. If an enterprise wants to sustain its operation, it must cultivate its employees' organizational commitment. When employees feel satisfied with their job, they will put more efforts into their job and help their companies grow up. This is because people with high organizational commitment are more willing to devote themselves to their organizations. Therefore, the salespeople of Taiwanese enterprises are the research objects of this study. This study develops a research framework to investigate relationships among goal orientation, affective organizational commitment, job satisfaction, and coaching. Altogether, this study distributed 200 questionnaires and gathered 110 useable questionnaires. This represents an effective response rate of 55%. Finally, this study used structural equation modeling to test the research framework. The results show that: (1) Learning goal orientation does not have significant effects on affective organizational commitment and job satisfaction; (2) Performance goal orientation does not have a significant effect on affective organizational commitment but has a positive effect on job satisfaction; (3) Avoiding goal orientation is not significantly related to affective organizational commitment and job satisfaction; (4) Coaching has a positive and significant effect on affective organizational commitment and job satisfaction
APA, Harvard, Vancouver, ISO, and other styles
10

Cheng, Yu-Ting, and 鄭羽婷. "Coaching Behavior and Psychological Characteristics on Customer Service, Customer’s Responses and Sales Performance: An Investigation of Salespersons." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/99700155034802972344.

Full text
Abstract:
碩士
長庚大學
企業管理研究所
95
The research is to explore the relationships between the supervisors, employees and customers, and explore how coaching behavior and employees’ psychological characteristics influence customer service. To avoid the defect of self-report questionnaires, data collected from supervisor-subordinate-customer dyads of a biotech company, a diversified technology company, a shipping company and a bank in Taiwan; and there were 46 valid supervisor questionnaires, 170 valid salespersons questionnaires, and 488 valid customer questionnaires returned. Results show that coaching behavior has a significant influence on employees’ customer service behavior, while taking employees satisfaction as an intermediate variable. Employee’s psychological characteristics positively affect their customer service behaviors. Employees’ extra-role services have positive influences on customer responses and sales performance, while in-role services have negatively impacts on them. The implication of the study and future research will be discussed thereafter.
APA, Harvard, Vancouver, ISO, and other styles

Books on the topic "Sales Coaching"

1

Herndl, Karl. Sales Coaching by Benedict. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-02525-0.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Herndl, Karl. Sales Coaching by Benedict. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Rosen, Keith. Coaching Salespeople into Sales Champions. New York: John Wiley & Sons, Ltd., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Garofalo, Gene. Sales manager's training and coaching kit. Englewood Cliffs, N.J: Prentice Hall, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Richardson, Linda. Sales coaching: Making the great leap from sales manager to sales coach. New York: McGraw-Hill, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Sales coaching: Making the great leap from sales manager to sales coach. New York: McGraw-Hill, 1996.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Coaching the Sale. Naperville: Sourcebooks, Inc., 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Feed your Eagles: Inspiring and coaching your sales team to the top. Chicago, Ill: Probus Pub. Co., 1994.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Marks, Ron. Managing for sales results: A fast-action guide for finding, coaching, and leading salespeople. Hoboken, N.J: Wiley, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Ursiny, Timothy E. Coaching the sale: Discovering the issues, discussing solutions and deciding an outcome! Naperville, Ill: Sourcebooks, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Sales Coaching"

1

Guenzi, Paolo. "Team leadership and coaching." In Sales Management, 335–63. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-1-137-28574-4_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Herndl, Karl. "Die Sales-Ordnung." In Sales Coaching by Benedict, 141–222. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Herndl, Karl. "Die Sales-Ordnung." In Sales Coaching by Benedict, 121–79. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-02525-0_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Herndl, Karl. "Die Benediktiner." In Sales Coaching by Benedict, 83–103. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Herndl, Karl. "Die Ausgangssituation." In Sales Coaching by Benedict, 1–26. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Herndl, Karl. "Auf meinem Pilgerweg." In Sales Coaching by Benedict, 27–55. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Herndl, Karl. "Benedikt von Nursia – Heiliger und moderner Manager?" In Sales Coaching by Benedict, 57–82. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Herndl, Karl. "Die Benediktsregel." In Sales Coaching by Benedict, 105–40. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Herndl, Karl. "Am Hauptsitz der Benediktiner." In Sales Coaching by Benedict, 223–35. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Herndl, Karl. "Arbeiten mit der Sales-Ordnung – eine Erfolgsbilanz." In Sales Coaching by Benedict, 237–49. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-13317-7_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Sales Coaching' for particular source types:
Journal articles Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography