Hiram C. Barksdale

Business relationships: an examination of the effects of buyer‐salesperson relationships on customer retention and willingness to refer and recommend

Examines the effect of the quality of a salesperson’s relationship with a customer on the likelihood of retaining that customer’s business. Assesses the effects of high/low‐quality buyer‐salesperson relationships on obtaining referrals and recommendations from a customer. Results indicate that buyers who rated the quality of their relationship with their salesperson as above average were more likely to remain. In addition, above average buyer‐salesperson relationships were more likely to generate recommendations and referrals from customers. Suggests that a salesperson’s efforts to build relationships are rewarded by greater customer retention and increased business through referrals and recommendations.

Relationship selling behaviors: antecedents and relationship with performance

Examines the effect of relationship selling activities on salesperson performance. It further explores the link between demographic selection criteria and the propensity of a salesperson to perform relationship selling behaviors. Relationship selling behaviors as examined in this study include interaction intensity, mutual disclosure, and cooperative intentions. The study was based on a sample of 487 business‐to‐business insurance salespeople. Findings indicate that interaction intensity and mutual disclosure have a significant effect on salesperson performance. Cooperative intentions do not influence performance. Results further demonstrate that some demographic criteria appear to be related to a salesperson’s likelihood of engaging in relationship selling.

What national account decision makers would tell salespeople about building relationships

Examines the responses of national account decision makers to open‐ended questions asking for their views on what salespeople need to do to build relationships, and categorizes the results. Eight categories of responses were found. These categories address a number of salesperson behaviors and attitudes ‐ some of which have not been empirically examined in the sales literature. Based on the findings of this study, presents managerial and theoretical implications of these results and implications for future research into buyer‐seller relationships.

Single Source Supply Versus Multiple Source Supply: A Study into the Relationship Between Satisfaction and Propensity to Stay Within a Service Setting

The relationship between buyer satisfaction and the propensity of a buyer to stay in a relationship may be more complex than earlier research suggests. Building on prior research, two facets of satisfaction are examined. Our findings suggest that satisfaction with the firm and satisfaction with the salesperson each play an essential role in a firm’s decision to stay in a business-to-business relationship. In addition, our results indicate that both the number of suppliers and a buyer’s perception of available alternatives moderate the relationship between satisfaction with the salesperson and a buyer’s propensity to stay in the relationship.

Salesperson behavior: antecedents and links to performance

Examines the impact of selling behaviors on performance. The time spent actually selling and servicing clients is shown positively to influence salesperson performance. Having a spouse in the profession, past sales experience, higher vocational esteem for selling and service, and a higher extrinsic reward orientation are antecendents to behaviors that relate to higher performance.

Salesperson Performance and Commitment and Buyer Relational Behaviors as Antecedents of Buyer’s Desire for Business Relationship with Suppliers: An Abstract

Many account executives (AE) are responsible for expanding a buyer’s scope of business with suppliers and building relationships between the two parties to leverage mutual benefits. The AE plays a central role in developing relationships and is the focus of substantial investment by firms. The question this paper addresses is: How does the AE influence the buyer’s desire for a relationship with its suppliers?

APPLICATIONS TO SELECT SERVICE SECTORS

The authors report the findings of a survey of architecture firm principals concerning the status of marketing in the architecture profession. Among other key findings, the vast majority of responding principals consider marketing essential to new business development, and believe marketings importance to firm success is increasing. However, fewer than half of the responding firms have a marketing plan in place. Architecture firms are more oriented toward public relations than marketing, and large firms are more involved in marketing than small firms. Overall, the results suggest a somewhat limited understanding of marketings role and potential, and the need for architecture firms to either develop better internal marketing expertise or rely more heavily on experienced marketing consultants.