Ken Grant

SME marketing in practice

Acknowledges that SMEs (small to medium‐sized enterprises) cannot do conventional marketing because of the limitations of resources which are inherent to all SMEs and also because SME owner/managers behave and think differently from conventional marketing decision‐making practices in large companies. In this context the discussion focuses on SME characteristics and how these impact upon marketing characteristics within SMEs. In a search for “alternative” marketing approaches, the inherent existence of the owner/manager’s “network” in its various guises such as personal contact networks, social networks, business networks and industry and marketing networks and how these networks are used is considered. Some evidence from an empirical study carried out simultaneously in Northern Ireland and Australia is presented which illustrates how and why networking is used by SME owner/managers as a tool or approach for carrying out meaningful marketing.

Antecedents and consequences of salesperson burnout

Investigates the antecedents and outcomes of salesperson burnout. Prior research on burnout in personal selling is extended by including a more complete set of predictors of burnout, and by testing the conceptual model of burnout using a multi‐company sample of field salespeople in an international setting. Relationships among burnout, attitudes, and behavior are predicted based on relevant literature, and are tested using survey results from 148 field salespeople in Australia. Path analysis results show that the proposed conceptual model fits the data well. Intrinsic motivation, role ambiguity, and role conflict are all significant antecedents of burnout. Job satisfaction and salesperson performance are direct outcomes of burnout, and also mediate the indirect influence of burnout on organizational commitment and intention to leave. Implications for salesforce management and future research are discussed.

Investigating the relationships among sales, management control, sales territory design, salesperson performance, and sales organization effectiveness

Abstract A conceptual model is developed and empirically tested, examining the relationships among the sales management control system, sales territory design, salesforce behavior and outcome performance, and sales organization effectiveness constructs. A sample of 58 Australian chief sales executives and 146 field sales managers was used to test the model. The hypotheses based on the conceptual model were tested using LISREL 7. The test result were significant and in the direction hypothesized. Managerial implications and research directions are discussed.

The Role of Satisfaction with Territory Design on the Motivation, Attitudes, and Work Outcomes of Salespeople

The primary emphasis of previous research concerning salespeople has been focused on their attitudes and behavior. The relationship between organizational variables and salesperson attitudes and behavior has received very limited attention. Sales territory design is largely uncontrollable by the salesperson, yet is acknowledged by managers and researchers as an important factor enabling salespeople to perform well. The objective is to examine satisfaction with territory design from the perspective of the salesperson. A conceptual model and hypotheses are developed linking the satisfaction with territory design with role ambiguity, intrinsic motivation, job satisfaction, and performance. Role conflict, met expectations, organizational commitment, and intention to leave are also included in the model. Survey results provide strong support for 19 of the 21 hypotheses examined. The findings offer significant insights concerning the role of territory design satisfaction in face-to-face selling and its consequences. Several managerial implications and avenues for future research are discussed.

Price setting in SMEs: some empirical findings

Some consideration of the specific SME (small/medium sized enterprises) literature outlining perspectives on pricing practice in SMEs is given in this paper. Outlines some empirical findings gathered from in‐depth interviews with 40 SME owner‐managers in Northern Ireland. The findings provide corroboration of previous studies and expand the understanding of the price perspective for SMEs. Some conclusions are drawn as a result of this study. This paper examines the real implications of pricing in SMEs and shows how pricing fits with marketing in SMEs.

Examining the antecedents of sales organization effectiveness: an Australian study

Examines the impact of manager and salesforce antecedents on sales organization effectiveness, using a sample of 146 Australian sales units. Indicates that sales manager monitoring, directing, evaluating and rewarding activities distinguish between high and low sales unit profitability and managers’ satisfaction with their units. Suggests that sales territory design displays significant differences between high and low sales/market share and unit satisfaction. Discovers that several salesperson characteristics and performance were significantly different between high and low customer satisfaction effectiveness and managers’ satisfaction with sales units. Highlights significant antecedent roles for sales manager and salesforce antecedents of sales organization effectiveness.

“Experiential” research methodology: an integrated academic‐practitioner “team” approach

Considers how to research small and medium‐sized enterprise (SME) entrepreneurs’ decision making in the context of their own environment, in order to reach some in‐depth understanding of such phenomena. Previous work has called for the use of more appropriate methods for understanding and assessing SME management decision making. The discussion takes account of the characteristics of SME entrepreneurs, academic researchers’ approach to carrying out research and the contribution that can be made by consultant researchers with experience of SMEs. A research design incorporating the contribution of all three parties (entrepreneurs; academics; practitioner consultants) is described, detailing the research process in action. Finally the advantages of such a research design is illustrated.

Managing strategic change in small and medium‐sized enterprises: how do owner‐managers hand over their networks?

This paper considers the concept that the owner-managers of small and medium-sized enterprises (referred to as SMEs) develop networks during the life of their businesses and that these networks by necessity, change over time. Some evidence from an exploratory empirical study carried out simultaneously in Northern Ireland and Australia is presented to examine the principal issues. The main themes of the article are as follows. The examination of owner-manager networks and how they are used. How and why SME owner-managers use networking at different periods in enterprise development as a means of adding value to their management activities in attaining and sustaining strategic advantage. The difficulties experienced by SME owner-managers in handing over their networks to other managers in delegating control or retiring from the enterprise. Copyright

In Search of Excellent Sales Organizations

Analyses salesforce performance and examines high and low performance Australian sales organizations. Chief sales executives in 99 companies describe their sales organizations′ characteristics, management priorities, salesforce performance and sales organization effectiveness. The companies are divided into two performance groups and compared across 31 salesforce performance activities. Important differences between the high and low performance groups concern expense control, sales presentation effectiveness, and sales results performance of salespeople. Identifies important performing issues and indicates guidelines for improving sales organization performance.

Removing Salesforce Performance Hurdles

Examines how sales managers can affect and improve salesforce performance. Describes the similarities and differences between high‐ and low‐performance salesforces and the ways in which sales management can create the opportunity for salespeople to perform well. Discusses research implications and offers management guidelines to improve the effectiveness of sales organizations.