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Journal of the Academy of Marketing Science

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01.06.2010 | Original Empirical Research

Antecedents and consequences of adaptive selling confidence and behavior: a dyadic analysis of salespeople and their customers

verfasst von: Sergio Román, Dawn Iacobucci

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 3/2010

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Abstract

Personal selling is thought to be a very effective marketing vehicle. The notion of adaptive selling suggests that it should work better than any other means of communication because salespeople are able to develop a unique message for each customer. This research proposes a model of key antecedents and consequences of adaptive selling. In particular, we distinguish, measure, and model the attitudinal and behavioral aspects of adaptive selling, something that is encouraged but not thoroughly examined in the literature. Hypotheses are tested using data from 210 salesperson-customer dyads. The results indicate that a salesperson’s perception of the firm’s customer orientation has an effect on adaptive selling behavior through the salesperson’s adaptive selling confidence, role ambiguity, intrinsic motivation and customer-qualification skills. Adaptive selling behavior increases salesperson’s outcome performance, customers’ evaluations of satisfaction with the product and with the salesperson, which enhance customers’ anticipation of future interactions with the salesperson. The implications for management and theory are discussed.

Vorheriger Artikel Great expectations and broken promises: misleading claims, product failure, expectancy disconfirmation and consumer distrust

Nächster Artikel Sales promotions and channel coordination

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A remarkable exception is the recent work by Rapp et al. (2006). Yet even so, they only predicted a direct positive effect of working smart (a construct that includes adaptive selling) on customer service (a construct closely related to customer satisfaction), and furthermore, their data did not support the relationship.

One exception is the Marks et al. (1996) study, which attempted to distinguish the factors. However, those authors acknowledged inadequate reliabilities, except for the behavioral items (p. 63), and Chakrabarty et al. (2004, p. 131) pointed to a lack of correspondence with the original scale.

To test agreement across customer responses on satisfaction with the product, with the salesperson, and anticipation of future interaction, we estimated within-group interrater reliability for each multi-item scale (James et al. 1984, p. 88). This reliability is interpreted similarly to other reliability coefficients, e.g., a value of 0.70 or higher is said to be good. In our study, the average interrater reliabilities for customer satisfaction with the product, the salesperson and anticipation of future interaction were 0.84, 0.91 and 0.90 respectively. These results provided evidence that customer ratings were reasonably stable.

The item “after-sales service” from the firm’s customer orientation scale was eliminated.

Having developed the salesperson’s customer-qualification skills scale and demonstrated its psychometric characteristics (unidimensionality, reliability, convergent and discriminant validity), we tested whether it relates to other theoretical constructs as predicted by theory. In particular, prior research (e.g., Sujan et al. 1988) has shown that such skills increase sales performance, and we were able to verify this relationship (see the significant correlation between qualification skills and performance in Table 1).

Alternatives also were suggested by an anonymous Reviewer to consider the Mowen (1999) 3 M model (“Meta-Theoretical Model of Motivation”) as a theoretically useful framework in which to organize our conceptualization and proceed with empirical testing. However, we had not considered the 3 M model in the outset and design of our study, and we did not wish to create a post hoc claim in such a restructuring. Our conceptual framework is closer to the expectancy theory of Vroom (1994), long ago adopted by marketers studying sales performance (cf., Oliver 1974).

Although this GFI is below .90, this index is known to be is sensitive to model complexity and sample size (Stevens 1996). Given the sensitivity of this index, it has become less popular in recent years and it has even been recommended that this index should not be used (Sharma et al. 2005, p. 941). The other indices suggest reasonable fit.

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Titel: Antecedents and consequences of adaptive selling confidence and behavior: a dyadic analysis of salespeople and their customers
verfasst von: Sergio Román
Dawn Iacobucci
Publikationsdatum: 01.06.2010
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 3/2010
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-009-0166-9

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