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Sales Performance (sales + performance)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Interdependence as a Moderator of the Relationship Between Competitiveness and Objective Sales Performance

INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT, Issue 4 2005
Chet Robie
In this study, we investigated the moderating role of interdependence (a personality trait that measures the extent to which individuals desire working in a group-based, cooperative setting) on the relationship between competitiveness and one-year objective sales performance. On the basis of data from 133 sales representatives, results indicated that: (a) competitiveness was related to objective sales performance; and (b) interdependence moderated the relationship between competitiveness and objective sales performance such that competitiveness predicted objective sales performance more strongly for those who scored low in interdependence versus those who scored high in interdependence. Implications for sales selection and reward systems and directions for future research are considered. [source]

Differential effects of strain on two forms of work performance: individual employee sales and creativity

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2002
Linn Van Dyne
In this research, we develop and test a model of the links between psychological strain (subjective experiences of feeling conflict and tension) and work performance. Our model includes two types of strain (work strain and home strain) and two forms of work performance (quantity of individual sales performance and creativity). Thus we acknowledge the importance of work and non-work sources of strain as well as the multidimensional nature of work performance. We test the proposed relationships with data collected over six months from a field sample of 195 hair salon stylists (personal service workers who interact directly with customers and provide services directly to individuals and not to other firms). Results demonstrate a positive relation between work strain and individual employee sales performance and a negative relation between home strain and employee creativity at work. Leader,member exchange moderated the effects of work strain and home strain on creativity. We discuss findings and implications, emphasizing multiple roles, the importance of differentiating types of strain, and the multidimensionality of work performance. We conclude by suggesting that strain may be particularly relevant to work performance of employees in jobs like those in our sample which are characterized by high social interdependence and low task interdependence. Copyright © 2001 John Wiley & Sons, Ltd. [source]

Employee attitudes, customer satisfaction, and sales performance: assessing the linkages in US grocery stores

MANAGERIAL AND DECISION ECONOMICS, Issue 1 2009
Daniel H. Simon
Using store-level panel data for a major supermarket company, we investigate the linkages between employee attitudes, customer satisfaction, and sales performance, while controlling for observed and unobserved differences across stores. We find that employee attitudes positively affect customer satisfaction with service but do not affect customer satisfaction with quality or value. Additionally, we find that customer satisfaction with service positively affects sales performance. Our results suggest that employee attitudes affect sales performance through their impact on customer service. Copyright © 2008 John Wiley & Sons, Ltd. [source]

What about Design Newness?

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2009
Investigating the Relevance of a Neglected Dimension of Product Innovativeness
In several industries, new products are very similar in functional features but compete on their unique design. Firms like Alessi, Apple, Bang & Olufsen, Dyson, or Kartell all follow a design-driven innovation approach and use their products' visual appearance as the main mean for differentiation. In spite of this, design newness is never discussed among the dimensions of product innovativeness. Instead, conceptualizations of product innovativeness mostly focus on a product's technical newness or the changes it implies for the innovating firm or for the market it enters. This paper seeks to build an argument for why design newness should be considered as a dimension of product innovativeness. In addition to providing conceptual rationale, empirical evidence is offered on the influence of design newness on sales performance across a product's life cycle. To be able to put the findings into perspective, the performance effects of design newness are compared with those of technical newness. As several products exemplify that design newness and technical newness can go hand in hand, not only direct performance effects but also interaction effects between both newness dimensions are investigated. The arguments are tested on a sample of 157 new cars launched between 1978 and 2006 in Germany. The automobile industry is selected because of the strategic role of both technical and design aspects in product innovation. Putting a focus on this industry also has the advantage that historical information on car specifics and objective sales data over time are accessible. The results emphasize that both design and technical newness are important drivers of car sales. However, the effects differ widely across the product life cycle. While design newness has a positive impact right after the introduction and persists in strength over time, technical newness drives sales with a lagged effect and decreases toward the end of the life cycle. The test of a combined influence of design newness and technical newness on sales performance produces no significant results. These results open interesting avenues for future research on product innovativeness in general and design newness in particular. For management practice, the findings emphasize the importance of overall product innovativeness, clarify the different performance effects of design and technical newness across the product life cycle, and show the value of creating a unique visual product appearance to positively trigger product diffusion. [source]