Danny N. Bellenger

Congruence in Sales Force Evaluations: Relation to Sales Force Perceptions of Conflict and Ambiguity

AbstractThis research examined the relationship between salespersons perceptions of role conflict and role ambiquity from various sources and the degree of agreement between salespeople and sales managers on salesperson performance. Three sources of role ambiguity were found to explain the most variance in performance congruence. Implications for management are discussed.

An Exploratory Study of the Relative Effectiveness of Different Types of Sales Force Mentors

This paper presents the findings of an exploratory study investigating the effects of mentoring in a sales setting. Salespeople who had manager mentors inside the organization where they work had high performance and a low intention to leave. Those with peer mentors inside the organization also had a low intention to leave but lower performance. Salespeople with mentors outside the organization where they work had high performance but also a high intention to leave. Finally, salespeople with no mentor had relatively low performance and a high intention to leave. These results suggest that manager mentors inside the organization produce the best combination of results. Study results also raise serious questions about the effects of peer mentoring and mentors outside the organization. The findings suggest two important hypotheses for testing: (1) that peer mentors produce low turnover intentions and high commitment in poor performers, and (2) that mentors outside the organization produce high turnover intentions and low commitment in high performers.

Buyers’ Trust of the Salesperson: An Item-Level Meta-Analysis

The issue of trust is an important one in the marketing literature. To assess the nomological validity of trust-related measures, this research uses an item-level measurement meta-analysis based on correlations from 32 studies that measure trust-related constructs in the context of a buyer’s assessments of sellers. Analysis reveals that 16-item measures converge into three constructs that are indicative of the seller’s credibility, expertise, and compatibility and three items each that are indicative of trust and trustworthiness. In a structural equation model based on the meta-analysis, a seller’s characteristics are predictive of trust and trustworthiness.

Self-esteem, role stress, and job satisfaction among marketing managers

Abstract The relationship of self-esteem, role stress, and job satisfaction among sales and advertising managers is examined. Role stress is shown to be inversely related to job satisfaction for both groups. High self-esteem was found to lessen the role stress felt by the manager, thereby indirectly affecting job satisfaction. Self-esteem, however, did not relate to job satisfaction directly nor did it moderate the relationship between role stress and job satisfaction.

Assessing Sample Representativeness in Industrial Surveys

While industrial marketing managers have long been concerned about the representativeness of sample information, few direct measures have been available of how accurately the sample represents the population. Suggests the use of characteristics available from sources external to the survey process as a basis for such assessment. Presents procedures for gathering, analysing and interpreting such surrogate measures.

Successful industrial advertising campaigns

Abstract This study investigated the correlation of seven hypothesized factors to outcomes of industrial advertising campaigns. It is based on a survey of advertising agency executives and advertising executives of corporations. The results indicate that the correlates of successful industrial advertising campaigns vary according to the intended objectives of a campaign: awareness, attitude, and sales.

Motivational Segments in the Sales Force

A study of the reward preferences of 241 industrial salespeople suggests three motivational segments: comfort seekers, spotlight seekers, and developers. The personal and organizational characteristics associated with each group imply that different methods are needed to accomplish the sales manager9s motivational task. Varying communications, job responsibilities, compensation plans, incentives, and training by segments may improve the overall level of sales force motivation.

An Examination of Reward Preferences for Sales Managers

AbstractThis article examines the reward preferences for 174 sales managers. Higher-order rewards were found to be preferred over lower-order rewards, and distinct groups were found to exist with significantly different reward preference patterns. The groups were characterized by different stages in the career life style. The findings have some interesting implications for the design of managerial reward and motivations systems for sales managers.

The Diffusion of Marketing Research Techniques in Business: Implications for Marketing Education

The use of more sophisticated research techniques, particularly multivariate statistical procedures, has increased dramatically over the past decade. Graduate education appears to be a significant change agent in this diffusion process. Marketing educators must prepare future managers to effectively use information developed with increasingly complex procedures.