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Selling and sales managementLeslie M. Finea1 Key topics
This article is organized around four key topics, the first of which is ethics and the sales force. In addition to examining the difficult and pressing ethical dilemmas that face real salespeople, I review a provocative paper studying negative stereotypes of salespeople as perpetrated by the media. This review shows that art and life are often imitators, and that ethical issues continue to be both practically and theoretically important. The second topic is research published in the area of salesperson influence tactics. This topic is important because one of the unique competitive advantages of the salesperson as a marketing tool is his or her ability to actually affect the behavior of the buyer through influence tactics. The third topic examines the antecedents and outcomes of salesperson performance, which I call the “traditional” core of research in selling and sales management. The fourth topic examines sales and sales management in the larger organizational and environmental context. If there is one unifying factor in the research reviewed here, it is that the management of selling and sales people is a highly complex and highly contextual challenge, taking place within organizations seeking to attain larger strategic goals through customer satisfaction. Regardless of the question, there is no one answer that will work across sales organizations, sales jobs, individual salespeople, or even across the salesperson’s career.
2 Ethical issues: From fiction to fact
This review begins in an unusual way: by considering media portrayals of selling and salespeople. I believe this is an apt way to start thinking about research in sales management because much of what the general public knows and believes about selling has been shaped by characters in the movies and on television. The undergraduate student marketing-major population, often viewed as the salespeople of tomorrow, come to the discipline with a negative view of selling and sales management, even while recruiters are begging them to accept lucrative and interesting sales jobs. Undoubtedly, they have been watching movies and television shows their entire lives, films and programs which reinforce negative stereotypes. Published in the summer of 2006, a provocative review by Katherine Hartman (2006) of the portrayal of salespeople in the media helps to explain why selling and salespeople have a “bum rap.”
It is generally believed that the salesperson stereotype created by the media has been universally negative. Until Hartman published her review, however, this hypothesis went untested. Studying the portrayal of salespeople during the period 1903 to 2005, Hartman divided the span into four epochs:
(1) The 1903 to 1940 era included the birth of the cinema and the growth of Hollywood studios.
(2) The 1941 to 1970 era saw the advent of television, the growth of epics and war movies, and the beginning of the independent film movement.
(3) The 1971 to 1995 era witnessed the popularity of blockbuster films and sequels, and the growth of cable movie channels and home video.毕业论文
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http://www.youerw.com/(4) The final era studied, that covering 1996 to 2005, was characterized by advanced special effects, computer-generated films, and growing popularity of independent films.
The cumulative time period created a rich data base in which to examine the issues. Hartman studied 211 movies, 44 movie shorts, and 26 television movies or series across genres (comedy, drama, etc.), in which a total of 284 salesperson characters were portrayed. Interestingly, many distinct stereotypes were cataloged. For example, the “antihero” is often depicted as a lovable loser who is inept or living a mundane life. The “trickster” is a comedic protagonist who accidentally, or by design, gets caught up in a comedy of errors. The “shape-shifter” experiences a role transformation in the plot, either to learn a life lesson or to escape from the sales role itself. Of the 284 characters studied, 39 were classified as “villains,” portrayed negatively or very negatively as people who deceive or trick others. Approximately half of the characters were identified as negative or very negative, often linked with despicable characteristics. Viewed in this light, it's no wonder that introductory sales or sales management classes often begin with an attempt to debunk some of the negative stereotypes.
Given the publicity surrounding ethical scandals involving several of the world’s most notable businesses, it seems as though some of the negative media stereotypes are based on uncomfortable realities. Even in highly ethical firms, salespeople do engage in unethical behaviors. How are those ethical breaches perceived by sales managers? Joseph Bellizzi (2006) examined this question among United States sales managers from a variety of industries. Bellizzi's noted past research indicates that, when behaving unethically, top sales performers are usually disciplined more leniently than poorer performers. This might occur because of the intense pressure on sales managers to produce sales volume. In addition, violations of a less serious nature might be treated less harshly than violations of a more serious nature.
In conducting his study, Bellizzi presented managers with scenarios depicting unethical behavior and offered them choices as to how to respond to the salesperson's behavior, with options ranging from recommending the salesperson for promotion to recommending the salesperson for termination. There were two different scenarios representing the seriousness of the ethical breach, and two different scenarios depicting the seriousness of the consequences of the unethical actions. In half the scenarios, the salesperson was described as an excellent performer; in the other half, the salesperson was described as a poor performer. The expected main effects did occur. Top performers were treated more leniently, as were less serious breaches and those with less serious consequences. Across all scenarios, top performers were consistently and significantly treated less harshly. Therefore, there is some
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