Recognizing the importance of the sales manager to the success of the organization, researchers are beginning to focus attention on the sales manager. Presents the results of an exploratory study designed to isolate differences in the training of sales managers in smaller and larger organizations. Specifically addresses training approaches, leaders, methods, environments, and content. Provides a discussion of the findings with managerial implications and future research direction.
Notes that researchers and practitioners recognize that listening is a crucial basic skill on a par with reading, writing, and speaking. Although effective listening is important in almost every profession, it seems particularly significant in business‐to‐business selling. Effective listening skills assist the salesperson in adapting to the prospect and to different sales situations. Successful application of these skills contributes to the added value of the personal selling exchange. Presents an initial attempt to explore the relationship between effective listening, adaptive selling behaviors and salesperson performance. In the past, very little has been done to measure the construct of effective salesperson listening and correlate it with key dimensions (adaptive selling and sales performance). Hopes to contribute to discovering a means of measuring the listening phenomena in a sales environment. The subjects for the study were salespeople representing a Fortune 100 international electronics manufacturer. The subjects were participating in a company‐sponsored training program at the time of the survey. Results of the study indicate support for a positive relationship between effective listening and adaptive selling, performance and job satisfaction.
PurposeThe purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment).Design/methodology/approachUtilizing a survey approach, data were collected (and analyzed) from 355 members of two associations: the United Professional Sales Association and the American Society for Training and Development.FindingsFirst, internal training approaches and instructors are most commonly used and perceived as most effective. Second, sales managers are exposed to a wide variety of training content as part of their training activities. Third, the frequency, duration, and assessment of training vary widely among respondent organizations.Research limitations/implicationsThe utilized sample of sales managers and trainers are employed by firms within the USA. Cultural differences could exist in training practices, training content, and perceptions of effectiveness among respondents from other countries.Practical implicationsFirst, sales manager training activities lie on a continuum that complicates effectiveness measurement. Second, sales manager training should be provided in the field by those who are either senior to or more knowledgeable on the training topic(s) than the sales manager. Third, internet‐based training methods are still in their infancy. Fourth, the complexities associated with the sales manager position lead to a need for varied training being delivered by diverse instructors.Originality/valueAlmost a decade has passed since the last empirical studies of the "nuts and bolts" of sales manager training practices were published. The current study builds on previous work by utilizing a larger sample and incorporating technology advances and new content areas (e.g. financial analysis, networking, partnering, cross‐functional activities).
