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Converging on a New Theoretical Foundation for Selling
This article demonstrates that the sales literature is converging on a systemic and institutional perspective that recognizes that selling and value creation unfold over time and are embedded in broader social systems. This convergence illustrates that selling needs a more robust theoretical foundation. To contribute to this foundation, the authors draw on institutional theory and service-dominant logic to advance a service ecosystems perspective. This perspective leads them to redefine selling in terms of the interaction between actors aimed at creating and maintaining thin crossing points—the locations at which service can be efficiently exchanged for service—through the ongoing alignment of institutional arrangements and the optimization of relationships. This definition underscores how broad sets of human actors engage in selling processes, regardless of the roles that characterize them (e.g., firm, customer, stakeholder). A service ecosystems perspective reveals (1) that selling continues to be an essential activity, (2) how broader sets of actors participate in selling processes, and (3) how this participation may be changing. It leads to novel insights and questions regarding gaining and maintaining business, managing intrafirm and broad external selling actors, and sales performance.
Journal Article
Digital selling: organizational and managerial influences for frontline readiness and effectiveness
To provide much-needed guidance for digital transformations in sales organizations, we draw from change readiness theory to propose a digital selling effectiveness framework. Based on a cross-industry sample of 225 salespeople across 69 sales organizations, findings reveal key organizational and managerial influence mechanisms that impact digital selling readiness, and consequently, effectiveness. We discover that digital selling psychological climate drives digital selling readiness; however, results also reveal the strong influence marketing has over this relationship. Marketing-sales joint rewards increase the influence of digital selling climate on readiness, whereas marketing-sales rivalry weakens such influence. On the managerial side, positive outcome framing, an apprising managerial influence tactic, positively impacts digital selling readiness. At the same time, sanction influence tactics negate the effect of positive outcome framing on readiness while consultation tactics yield little influence. Importantly, we demonstrate an association between digital selling readiness and effectiveness, illustrating a performance-based approach for successful digital transformation.
Journal Article
Principles and Practice of Social Marketing
This fully updated edition combines the latest research with real-life examples of social marketing campaigns the world over to help you learn how to apply the principles and methods of marketing to a broad range of social issues. The international case studies and applications show how social marketing campaigns are being used across the world to influence changes in behaviour, and reveal how those campaigns may differ according to their cultural context and subject matter. Every chapter is fully illustrated with real-life examples, including campaigns that deal with racism, the environment and mental health. The book also shows how social marketing influences governments, corporations and NGOs, as well as individual behaviour. The author team combine research and teaching knowledge with hands-on experience of developing and implementing public health, social welfare and injury prevention campaigns to give you the theory and practice of social marketing.
eBook
Stop selling & start leading : how to make extraordinary sales happen
\"In the Age of the Customer, sales effectiveness depends mightily on the buyer experience. Despite the wealth of research documenting the need for creating value in every step of the buyer’s journey, sellers continue to struggle with how to create that value and connect meaningfully with buyers. New research with 530 B2B buyers in a 2016 Qualtrics Panel Study reveals the 30 behaviors that would cause buyers to be more likely to meet with sellers and more likely to buy from them. Buyer’s preferences are for behaviors that are more often associated with leadership than with sales. This suggests a critical shift in the selling mindset and in the sales role itself is needed, in addition to a behavioral shift, for organizations that want to boost overall sales effectiveness. \"-- Provided by publisher.
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