바로가기메뉴

본문 바로가기 주메뉴 바로가기

logo

  • P-ISSN1738-3110
  • E-ISSN2093-7717
  • SCOPUS, ESCI

An Empirical Study on Eliciting a Competency Required by Salespeople: Differentiating B2B Salespeople and B2C Salespeople

The Journal of Distribution Science / The Journal of Distribution Science, (P)1738-3110; (E)2093-7717
2016, v.14 no.11, pp.103-115
https://doi.org/https://doi.org/10.15722/jds.14.11.201611.103
Ahn, Sung-Min
Park, Chan-Wook

Abstract

Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image and revenue of the company. Since businesses find it apparent that the role of salespeople will become significant in the future, our research aims to provide a foundation for future research on exploring the necessary competencies for salespeople by conducting an in-depth interview as well as survey. Research design, data, and methodology - The methods of our research can be broken down into four steps - an interview on salespeople, eliciting salespeople's potential competency, surveys, and analysis. First, our research team conducted interviews on forty subjects. Second, we strived to elicit potential competency of salespeople based on data gained from previous studies and in-depth interviews. And Third, we came up with our own survey templates. Last but not least, our research team analyzed the results from the surveys to elicit necessary capabilities for the salespeople. Results - The results of our research show a clear distinction between B2B and B2C salespeople on all categories that we measured such as the character fitness, competence of emotion and sales marketing. As for B2B salespeople, the results indicated openness(M: 3.8265) in character fitness, and self-motivation(M: 4.1887), group cognition(M: 3.8735), teamwork(M: 3.9956) in competence of emotion, and previous research(M: 3.8735), proposal of values(M: 4.3873), cooperation with other team(M: 4.0441) in competence of sales marketing. The difference in capability required between B2B salespeople and B2C salespeople was very pronounced. Conclusions - For future studies, enhanced pool of subjects with various backgrounds is needed in order for our research to reach a wide range of population. The results from our research are advised to be used for eliciting the competency required by salespeople and for a practical application to further enhance their competency. Companies need continuous efforts to develop the skills of salespeople based on competence analysis and research of sales representatives.

keywords
Competency of Salespeople, B2B Salespeople, B2C Salespeople

Reference

1.

Avlonitis, G. J., & Panagopoulos, N. G. (2006). Role stress, attitudes, and job outcomes in business-to- business selling: Does the type of selling situation matter?. Journal of Personal Selling & Sales Management, 26(1), 67-77.

2.

Cho, Hyuk-Su, & Yang, Kun-Woo (2011). Antecedents and Consequences of Oversea Buyer Attentiveness to B2B e-Marketplace: Does Oversea Buyer Attentiveness to B2B e-Marketplace Really Matter to Improve Export Volume. Korean Society for Corporate Education, 65(1), 27-46.

3.

Choi, Yoo-Hwan, & Lee, Hee-Su (2013). The Mediation Role of Leaming Transfer in the Influencing Relationship Job Performance Improvement Program and Work Environment of Small and Medium Size Business Sales Workers Have with Individual Job Performance. The Journal of Small Business, 35(4), 165-191.

4.

Fletcher‐Johnston, M., Marshall, S. K., & Straatman, L. (2011). Healthcare transitions for adolescents with chronic life‐threatening conditions using a Delphi method to identify research priorities for clinicians and academics in Canada. Child: care, health and development, 37(6), 875-882.

5.

Hwnag, Chang-Hwan, & Moon, Jong-Bum (2009). The Study of Sales Competency and Improvement of Sales Representatives Job Satisfaction through the Analysis of Customer Relationship Process. The e-business studies, 10(3), 49-71.

6.

Hwang, Ji-Sung, & Kweon Soo-Ae (2006). The Purchasing Behavior and the Satisfation for Door to Door Selling Cosmetics according to Lifestyles. Journal of the Korean Society of Clothing and Textiles, 30(5), 742-752.

7.

Jang, Jeong-hun, & Jeong, Jae-Sam (1999). A Three- Round Delphi Study on Developing a Competency Model of Performance Consultants in Changing Corporate Culture. Journal of Educational Technology, 15(3), 99-127.

8.

Jui-Min, Hsiao (2012). Exploring the effects of salesperson competencies on performance: Case study of a Ford car dealer in Taiwan. Pakistan Journal of Statistics, 28(5), 607-615.

9.

Jung, Dong-Seop, & Park, Poong-sin (2008). Empirical Study On The Influence Of Strategy Type, Sales Force Capability, Organizational Structure, And The Business Performance In Pharmaceutical Industry. Korea academy of Human Resource Management, 16(3), 1-6.

10.

Kang, Yoon-jin, & Song, Young-soo (2013). A Study on Emotional Competency in Individuals and Organizations of Korean Enterprises. The Journal of Training and Development, 26(1), 1-25.

11.

Kim, Hee-Bong, & Song, Young-Su (2014). The purpose of this study is to provide the basic direction and contents of followership. Korean Society for Corporate Education, 16(1), 45-73.

12.

Kotler, P. Keller, & lane, Kevin (2009). Marketing management(Vol.14). Englewood Cliffs, NJ: Prentice Hall.

13.

Lucia, Anntoinette D., & Lepsinger, Richard (1999). The Art and Science of Competency Models: Pinpointing Critical Success Factors in Organization. Wiley Online Library: Personnel Psychology.

14.

Manus & MOHR (1997). Sales competencies for the twenty-first century. Report published using research conducted by Manus and MOHR, Stamford/ Ridgefield, CT: Manus and MOHR.

15.

McClelland, D. C. (1973). Testing for competence rather than for "intelligence". American psychologist, 28(1), 1-14.

16.

Oh, Hyun-Seok, Bae, Jin-Hyun, & Yoon, Jeong-i (2010). A Study on The Core Competencies of Car Salespeople. Korean Society for Corporate Education, 12(1), 41-68.

17.

Park, Chan-Wook (2012). Sales Management for Customer Relationship Building. Seoul, Korea: Cheong-Ram.

18.

Park, Chan-Wook, Ahn, Sung-Min, & Cho, A-Ra (2013), Conceptualization and Measurement of Multidimensionality of Consultative Selling. Journal of Marketing Management Research, 18(4), 161-182.

19.

Rackham, Neil, & De Vincentis, John (1999), Rethinking the Sales Force: Refining Selling to Create and Capture Customer Value. New York. McGraw-Hill.

20.

Saliba, S. J., & Turner, R. E. (1995). Marketing Management: Analysis, Planning, Implementation and Control, Canadian Eighth Edition, Philip Kotler, Ronald E. Turner. Instructor's Manual. Scarborough, Ont.: Prentice-Hall Canada.

21.

Spencer, Lyle M., David C. McClelland, & Sign M. Spencer (1994). Competency assessment methods: History and state of the art, Boston: Hay-McBer Research Press.

22.

Woo, Young-Sun, & Park, Jong-Mu (2014). The Influences of Service Quality on Relationship Quality in B2B Industrial Markets. Journal of Marketing, 22(3), 1-20.

23.

Zoltners, A. A., Sinha, P., & Lorimer, S. E. (2009). Building a winning sales force. Powerful Strategies for Driving High Performance, New York: Amacom.

The Journal of Distribution Science