Harry A. Harmon

Exploring the sales manager’s feedback to a failed sales effort

Observes that previous research on the value and effect of supervisory feedback has focused on the recipient of the feedback (the salesperson). The research reported in this article examines the feedback construct from the provider’s perspective (the sales manager). Explores the relationship between Sujan’s failed sales effort attribution model and the feedback provided typology developed by Jaworski and Kohli. The results confirm a direct relationship between failed sales effort attributed to poor strategy and positive feedback directed to salesperson behavior. A direct relationship is reported between the failed sales effort attributed to lack of effort (or intensity) and negative feedback provided by the sales manager that is directed to the salesperson’s output.

Customer satisfaction and corporate culture: A profile deviation analysis of a relationship marketing outcome

Customer satisfaction has been identified as an important relationship marketing outcome. As such, firms should continually track and assess customer satisfaction. The following study examines how four elements of corporate culture combine to form an optimal mix that encourages attention to and measurement of customer satisfaction. Culture is operationalized as a pattern of values and beliefs that aid individuals in understanding organizational functioning. A profile deviation analysis reveals that an optimal mix of the marketing corporate culture elements of adhocracy, clan, market, and hierarchy does exist and is positively related to customer satisfaction assessment activities.

University performance and strategic marketing: an extended study

Purpose – Extending a previous study of business schools across the USA, this further analysis of the research data aims to investigate the organizational deployment of the selection of strategic marketing initiatives prescribed by a national quality programme, and to cross‐index the results to the organisational characteristics of the responding institutions.Design/methodology/approach – Data were collected by postal questionnaire from the deans of 225 business schools. Descriptive statistics analyze organizational characteristics, marketing planning activities and the use of “faculty awards” for an identified set of performance groups. Cluster analysis identifies distinct segments representing unique combinations of marketing activities undertaken and awards used. Performance levels are compared across the clusters, and the typical organizational structures of their members described.Findings – Analysis yields marketing intelligence relating to the extent that eight categories of strategic marketing eff...

University strategic marketing activities and business school performance

This article reports the application of marketing planning in an unusual context. It reports the results of a national survey of business school deans in the USA, and examines the possible effects on university business school performance of the use or non‐use of selected marketing planning activities and of selected faculty awards (proxy indicators of the level of importance that business schools might place on certain areas of faculty effort). The relationships that these activities and awards have with one another are measured. Best practices are identified. The number of respondents who employ the various marketing practices is reported, conclusions drawn, limitations identified, and suggestions made for future research.

INTERORGANIZATIONAL CLIMATE WITHIN MARKETING CHANNELS: ANALYSIS OF A MEASURE

The psychometric properties of the 1987 Anderson, Lodish, and Weitz Interorganizational Climate Scale were examined by applying the scale in a different setting. The construct was studied within the context of the relationships between manufacturers and distributors as perceived by the manufacturers. The scale which was described as unidimensional in the original study in presenting relationships of manufacturer and sales agent was observed through application of factor analysis to be multidimensional in this study. Suggestions for research were provided.

PILOT STUDY COMPARING MARKET ORIENTATION CULTURE OF BUSINESSES AND SCHOOLS OF BUSINESS

A market orientation culture has been described as one that blends an organizations commitment to customer value with a process of continuously creating superior value for customers. Developing such a culture is further described as (1) obtaining information about customers, competitors, and markets, (2) examining the gathered information from a total organizational perspective, (3) deciding how to deliver superior customer value, and (4) implementing actions to provide value to customers. A market orientation culture focuses on the customer, identifies issues in the competitive environment, and coordinates all functional areas to achieve organizational objectives. Research has found businesses with higher market orientation are more successful in achieving organizational objectives. The measurement of market orientation within businesses has been empirically tested and validated. However, empirical research on market orientation in nonprofit organizations such as universities has not been examined. This study investigated market orientation within the university setting specifically Schools of Business Administration, and compared these data with previously published data within the business sector. Data for comparative purposes were collected via a national survey. Hypothesis testing was conducted. Results indicated significantly lower market orientation culture within the schools of business as reported by AACSB Business School Deans vis-à-vis managers of business enterprises.

Market Orientation within University Schools of Business as Perceived by Deans and Chief Academic Officers: An Item by Item Comparison Using Narver and Slater’s Scale

Narver and Slater’s (1990) market orientation scale is reworded to measure market orientation of university schools of business as perceived by deans and chief academic officers. Items measure market orientation toward students, parents of students, and employers of graduates. Data were collected via mailed survey. This study is part of a larger effort. While mean scores for overall market orientation and its three components (customer orientation, competitor orientation, and coordination) are reported elsewhere, the focus of this study is limited to examination of the individual items of the reworded (for university schools of business administration) Narver and Slater (1990) market orientation scale. Specifically, the objectives of the study are to answer the following research questions: 1. What are the mean scores of the individual items used to measure market orientation of schools of business administration toward students, parents of students, and employers as perceived by university academic Vice Presidents and business school Deans? 2. Do individual perceptions of the items used to measure market orientation of schools of business administration toward students, parents, and employers vary based on title or position of the administrator?

A gender blind system for promotion in the salesforce

Explores equity theory and its implications for the promotion system in a sales organization. Argues that the increasing number of female sales representatives will encourage the promotion of women to sales management positions and increase the perception of inequity by male sales managers. Offers several propositions; notes the consequences of perceived inequity; suggests preventive measures; and discusses future research implications.

Do Patterns of Levels of Faculty Effort Affect Overall Business School Performance? An Application of Profile Deviation Analysis

The results of a national survey of levels of business faculty effort expended toward various activities (teaching, research, service, advising) are analyzed with the objective of determining the relationship, if any, between patterns of levels of effort and business school self reported performance. Specifically, we identified two research questions. First, is there an “ideal” pattern of levels of effort devoted by business school faculty to teaching, advising, research, consulting, and service activities? Second, if so, what is that ideal pattern of faculty effort?

Perceptions of Personal Selling: Is There a Trend?

The perception of personal selling as a career choice by college students is examined. Previous research indicates that while college students generally believe that personal selling offers opportunities such a promotion and higher earnings, it frequently is not a preferred career choice. This paper extends existing literature by including a description (although in vague terms) of the sales position under consideration. Previous research has used a general statement about a sales career that does not define a personal selling career. A randomized block design is used to assign students to 1 of 4 possible selling situations. Contrary to previous research, MANOVA did not reveal a significant difference between gender, race, or major in the students’ perception of personal selling. The results did confirm earlier research in that the students sampled did perceive personal selling as offering positive career opportunities but again students were not desirous of a career in sales. Implications for management are offered.