바로가기메뉴

본문 바로가기 주메뉴 바로가기

logo

E-ISSN : 2233-5382

Article Contents

Next
e-Submission

Vol.10 No.6
Citation Share

Effects of Advertising Campaign on the Salesperson’s Performance: Should a Multilevel Marketing Firm Advertise Its Brand to Customers?

The Journal of Industrial Distribution & Business / The Journal of Industrial Distribution & Business, (E)2233-5382
2019, v.10 no.6, pp.7-17
https://doi.org/https://doi.org/10.13106/ijidb.2019.vol10.no6.7.
YOO, Changjo
CHO, Yooncheong
YOO,, C. , & CHO,, Y. (2019). Effects of Advertising Campaign on the Salesperson’s Performance: Should a Multilevel Marketing Firm Advertise Its Brand to Customers?. The Journal of Industrial Distribution & Business, 10(6), 7-17, https://doi.org/https://doi.org/10.13106/ijidb.2019.vol10.no6.7.
  • Downloaded
  • Viewed
PDF Download

Abstract

Purpose - The purpose of this study is to explore how advertising for multilevel marketing brands affect the salesperson's activity including customer-salesperson interactivity, work attitude, and perceived and actual performance after the campaign. Research Design, data, and methodology - This study collects experimental data, survey data, and actual sales data and applies statistical analyses such as factor analysis, t-tests, and a structural equation model. Results - The results show that advertising campaign can enhance a salesperson's selling activities and provide wide managerial implications to a multilevel marketing firm by filling the gaps for the field of advertising research. Conclusions - Managerial implications include: i) multilevel marketing firms should consider advertising campaigns as a means of changing customer responses because advertising plays a significant role in increasing familiarity with, and knowledge of, attitudes toward the brand, which also helps salespeople interact with customers; ii) multilevel marketing firms should consider brand advertising as a means to support the sales activities of salespeople including sales effectiveness, work attitudes, and perceived performance, and iii) multilevel marketing firms should consider brand advertising as a means to enhance a salesperson's pride and motivation for selling their brand, which will lead to improved sales performances.

keywords
Multilevel Marketing, Advertising Campaign, Customer-Salesperson Interactivity, Work Attitudes, and Sales Performance

Reference

1.

Alba, J. W., & Hutchinson, W. J. (1987). Dimensions of Consumer Expertise. Journal of Consumer Research, 13, 411-454.

2.

Albaum, G., & Peterson, R. A. (2011). Multilevel (Network) Marketing: An Objective View. The Marketing Review, 11(4), 347-361.

3.

Badovick, G. J. (1990). Emotional Reactions and Salesperson Motivation: An Attributional Approach Following Inadequate Sales Performance. Journal of the Academy of Marketing Science, 18, 123-130.

4.

Badovick, G. J., Hardaway, F. J., & Peter, F. K. (1992). Attributions and Emotions: The Effects on Salesperson Motivation after Successful vs. Unsuccessful Quota Performance. Journal of Personal Selling and Sales Management, 12, 1-12.

5.

Bagozzi, R. (1980). Sales force Performance and Satisfaction as a Function of Individual Difference, Interpersonal, and Situational Factors. Journal of Marketing Research, 15, 519-533.

6.

Berry, R. (1997). Direct Selling: From Door to Door to Networking Marketing. Oxford, England: Butterworth-Heinemann.

7.

Bon, J. L., & Merunka, D. (2006). The Impact of Individual and Managerial Factors on Salespeople’s Contribution to Marketing Intelligence Activities. International Journal of Research in Marketing, 23, 395-408.

8.

Brown, S. P., Cron, W. L., & Slocum, J. W. (1997). Effects of Goal-Directed Emotions on Salesperson Volitions, Behavior, and Performance: A Longitudinal Study. Journal of Marketing, 61(January), 39-50.

9.

Churchill, G. A., Ford, N. M. Jr., & Walker, O. C. Jr. (1979). Predicting a Salesperson’s Job Effort and Performance: Theoretical, Empirical, and Methodological Considerations. In R. P. Bagozzi (Eds.), Sales Management: New Development from Behavioral and Decision Model Research (pp.3-39). Boston, MA:Marketing Science Institute.

10.

Churchil, G., Ford, N. M., Hartley, S. W., & Walker, O. C. Jr. (1985). The Determinants of Sales Performance:A Meta-Analysis. Journal of Marketing Research, 22, 103-118.

11.

Claro, D. P., & Ramos, C. (2018). Sales Intrafirm Networks and the Performance Impact of Sales Cross-Functional Collaboration with Marketing and Customer Service. Journal of Personal Selling and Sales Management, 38(2), 172-190.

12.

Ella, V. G. (1973). Multi-level or Pyramid Sales Schemes:Fraud or Free Enterprise. South Dakota Law Review, 18, 358-93.

13.

Hughes, D. E. (2013). This Ad’s For You: The Indirect Effect of Advertising Perceptions on Salesperson Effort and Performance. Journal of the Academy of Marketing Science, 41(1), 1-18.

14.

Husain, S. (2018). Sales Control and Performance:Moderating Effects of Salesperson and Supervisor Characteristics. The Marketing Review, 18(1), 55-69.

15.

Ingram, T. N., Lee, K. S., & Skinner, S. J. (1989). An Empirical Assessment of Salesperson Motivation, Commitment, and Job Outcomes. Journal of Personal Selling and Sales Management, 11, 25-33.

16.

Johnson, M. W., & Marshall, G. W. (2009). Churchill/Ford/Walker’s Sales Force Management. New York, NY: McGraw-Hill Education.

17.

Katsikeas, C. S., Aug, S., Spyropoulu, S., & Menguc, B. (2018). Unpacking the Relationship Between Sales Control and Salesperson Performance: A Regulatory Fit Perspective. Journal of Marketing, 82, 45-69.

18.

Kustin, R. A., & Jones, R. A. (1995). Study of Direct Selling Perceptions in Australia. International Marketing Review, 12(6), 60-67.

19.

Lamont, L. M., & Lundstrom, W. J. (1977). Identifying Successful Industrial Salesmen by Personality and Sales Management. Journal of Personal Selling and Sales management, 6, 517-529.

20.

Nasri, W., & Charfeddine, L. (2012). Motivating Salespeople to Contribute to Marketing Intelligence Activities: An Expectancy Theory Approach. International Journal of Marketing Studies, 4(1), 168-175.

21.

Oliver, R. L. (1974). Expectancy Theory Prediction of Salesmen’s Performance. Journal of Marketing Research, 11, 243-253.

22.

Panagopoulos, N. G., Rapp, A. A., & Ogilvie, J. L. (2017). Salesperson Solution Involvement and Sales Performance: The Contingent Role of Supplier Firm and Customer-Supplier Relationship Characteristics. Journal of Marketing, 81, 144-164.

23.

Peterson, R. A., & Wotruba, T. R. (1996). What is Direct Selling? Definition, Perspectives, and Research Agenda. Journal of Personal Selling and Sales Management, 16(4), 1-16.

24.

Peterson, R. A., & Albaum, G. (2007). On the Ethicality of Internal Consumption in Multilevel Marketing. Journal of Personal Selling and Sales Management, 27(4), 317-323.

25.

Phelps, J., & Thorson, E. (1991). Brand Familiarity and Product Involvement Effects on the Attitude Toward An Ad – Brand Attitude Relationship. in Rebecca H. Holman and Michael R. Solomon (eds.). Advances in Consumer Research, 18, 202-209.

26.

Sparks, J. R., & Schenk, J. A. (2001). Explaining the Effects of Transformational Leadership: An Investigation of the Effects of Higher Order Motives in Multilevel Marketing Organizations. Journal of Organizational Behavior, 22, 849-869.

27.

Sparks, J. R., & Schenk, J. A. (2006). Socializing Communication, Organizational, Citizenship Behaviors, and Sales in a Multilevel Marketing Organization. Journal of Personal Selling and Sales Management, 26(2), 161-180.

28.

Stammerjohan, C., Wood, C. M., & Chang, Y., &Thorson, E. (2005). An Empirical Investigation of the Interaction between Publicity, Advertising, and Previous Brand Attitudes and Knowledge. Journal of Advertising, 34(4), 55-67.

29.

Sujan, H. (1986). Smarter Versus Harder: An Exploratory Attributional Analysis of Salespeople’s Motivation. Journal of Marketing Research, 23, 41-49.

30.

Sujan, H., Weitz, B. A., & Kumar, N. (1994). Learning Orientation, Working Smart, and Effective Selling. Journal of Marketing, 58, 39-52.

31.

Sundaram, D. S., & Webster, C. (1999). The Role of Brand Familiarity on the Impact of Word-of-Mouth Communication on Brand Evaluations. Advances in Consumer Research, 26, 664-670.

32.

Vander Net, P. J., & Keep, W. W. (2002). Marketing Fraud: An Approach for Differentiating Multilevel Marketing from Pyramid Schemes. Journal of Public Policy & Marketing, 21(1), 139-151.

33.

Vroom, V. H. (1964). Work and Motivation. New York, NY: John Wiley and Sons, Inc.

34.

Walker, O. C., Churchill, G. A., & Ford, N. M. (1977). Motivation and Performance in Industrial Selling:Present Knowledge and Needed Research. Journal of Marketing Research, 14, 156-168.

35.

Walker, O. C., Churchill, G. A., & Ford, N. M. (1979). Where Do We Go From Here? Selected Conceptual and Empirical Issues Concerning the Motivation and Performance of the Industrial Salesforce. In A. Gerald & G. A. Churchill (Eds.), Critical Issues in Sales Management: State-of-the Art and Future Research Needs (pp.10-75). Eugene, OR: Eugene College of Business Administration/University of Oregon.

36.

Weiner, B. (1985). An Attributional Theory of Achievement Motivation and Emotion. Psychological Review, 92, 548-573.

37.

Weitz, B. A. (1981). Effectiveness in Sales Interactions: A Contingency Framework. Journal of Marketing, 45, 85-103.

38.

Weitz, B. A., Sujan, H., & Sujan, M. (1986). Knowledge, Motivation, and Adaptive Behavior: A Framework for Improving Selling Effectiveness. Journal of Marketing, 50(4), 174-191.

39.

Williams, K. C., Spiro, R. L., & Fine, L. M. (1990). The Customer-Salesperson Dyad: An Interaction/Communication Model and Review. Journal of Personal Selling Sales Management, 10, 29-43.

40.

Yoo, C., Youn, D., & Yeo, J. (2008). A Structural Model of Salesperson Characteristics, Sales Behavior, and Sales Performance: Extension of Prior Model/ Journal of Korean Marketing Association, 23, 1-21.

41.

Yoo, C., & Lee, S. (2011). Can Implicit Memory Performance be an Index for Brand Familiarity Level? Journal of Korean Marketing Association, 26, 67-92.

The Journal of Industrial Distribution & Business

e-Submission OA Policy