• The Journal of the Korea Contents Association
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• v.16 no.2
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• pp.45-56
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• 2016

This study explains about a phenomenon where the structure of the compensation plan for a single salesperson may vary as he/she gains experience. Unlike past studies that implicitly assume the limited effect on salesperson's experience, our result predicts that a salesperson will make an effort at every period early in his/her career without any commissions in order to gain experience. However, if one cannot expect any marginal returns of accumulated efforts, the sales manager must provide commissions on the high volume of sales at each period, to facilitate a high effort of a salesforce at earlier periods. Our paper provides important implications about dynamics in the compensation plan, which has not been addressed in the past studies but has frequently been witnessed in practice.

• Management & Information Systems Review
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• v.33 no.4
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• pp.119-135
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• 2014

This study examines influences of personality and grateful disposition on psychological well-being in service encounter. The results follower like these. First, extroversion, conscientiousness, and grateful disposition have positive effects on psychological well-being, and neuroticism has a negative effect. Second, psychological well-being has a positive effect on prosocial behavior. Lastly, we compared the effects personality and grateful disposition on psychological well-being, and neuroticism has the most effects on psychological well-being and followed by grateful disposition and extroversion. It means grateful disposition can enhances psychological well-being as such personality.

• CRM연구
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• v.3 no.1
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• pp.49-71
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• 2010

This study set out to shed more specific light onto sales managers' coaching and salespersons'organizational commitment and role perceptions, which have been proven to work as important variables in salespersons' performance. It thus conducted an in-depth investigation into the overall sale management activities of sales managers from five high-sales organizations and five low-sales organizations and analyzed differences between them. The interviews of the ten sales managers were combined and analyzed. As a result, the ones from the high-sales organizations demonstrated the following characteristics: first, the salespersons of the high-sales organizations were strongly committed to the goals and values of their organizations. Second, the salespersons of the high-sales organizations had clear perceptions of their roles and showed relatively fewer role conflicts than those of the low-sales organizations. Third, the sales managers of the high-sales organizations demonstrated coaching behavior strongly. They provided positive feedback and role models for the salespersons to follow, thus earning great respect from them and maintaining trust-based relationships with them. And finally, the sales managers' organizational commitment and role perceptions had positive impacts on the salespersons' organizational commitment and role perceptions. Those research findings indicate that sales managers' organizational commitment and role perceptions can be a positive role model to salespersons and that such a role model can have influences on salespersons' performances as part of the characteristics of coaching behavior.

• Journal of Distribution Research
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• v.10 no.2
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• pp.73-97
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• 2005

The importance of emotional factors like as product aesthetics, branding strategies and service quality is increasing in today's marketplace. At the point of fashion product purchases, emotional factor is mainly related to personal selling. Rasearches related to job aptitudity of fashion salesperson are necessary as their role becoming more serious. This study was designed (1) to determine factors of job aptitudity of fashion salesperson; and (2) to examine relations between job aptitudity of fashion salesperson and other variables: demographics, job statistics, fashion involvement fashion innovativeness, ongoing information searching and job satisfaction. As a result, job aptitudty of fashion salesperson was determined into six dimensions by factor analysis: product knowledge, professionalism, involvement to the present profession, marketing cooperator, customer orientation and self management. Marketing cooperator and product knowledge was relatively !ow compared to other aptitudity factors. This finding suggests that the special education programs including textile/fashion product knowledge and value of field information for fashion salesperson is needed to enhance the integrated fashion marketing. The job aptitudity of salesperson was correlated with fashion involvement, fashion innovativeness, ongoing information searching, and job satisfaction. The job aptitudity-related scales which showed significant relation to job aptitudity in this study could be used as the index to examine the job aptitudity of potential employees of fashion retail company.

• Journal of Global Scholars of Marketing Science
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• v.11
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• pp.21-41
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• 2003

This study verified how the salesperson's efforts have an effect upon the result and the self-effect, the competitive mind, the role accuracy, supervisory trust in the important factors that effect the salesperson's efforts. After making up a questionary centering around the large distribution company and analyzing 218 copies, the result are as follows; First, salesperson's working hard has an affirmative effect upon the performance in the salesperson's efforts. Second, the self-effect, the competitive mind, supervisory trust have an affirmative effect in the working hard, and self-effect, supervisory trust have an affirmative effect in the working hard. But the role accuracy has a negative effect. Third, the self-effect, the competitive mind, the role accuracy, and the supervisory trust in the salesperson's performance are ineffectual. But, in the general effect, the self-effect has an affirmative effect and the role accuracy has a negative effect. The individuality and the supervisory trust don't have an effect upon the performance but the effect can rise through the salesperson's efforts, Therefore company should give salespersons the chance they can work hard, and would provide them the concrete aim rather than say to work hard only.

• Journal of Distribution Research
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• v.16 no.3
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• pp.77-104
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• 2011

As business marketers placed greater emphasis on building long-term relationships, trust has assumed a central role in the development of marketing theory(Dwyer, Schurr, and Oh 1987; Mogan and Hung 1994) and practice(Dertouzos, Lester, and Solow 1989). Marketing research on trust primarily focuses on two targets of trust: supplier firms and their salesperson. Trust of firm and trust of salesperson, though related, represent different concepts(Doney and Cannon 1997). Also, the definition of trust proposed by Ganesan(1994) reflects two distinct components: (1) credibility, which is based on the extent to which the buyer believes that the seller has the required expertise to perform the job effectively and reliably and (2) benevolence, which is based on the extent to which the buyer believes that the seller has intentions and motives beneficial to the buyer when new conditions arise, conditions for which a commitment was not made. The existing marketing research focuses on how trust of a firm and its salesperson has a differential effects on loyalty. However, these extant research pays little attention to the moderating effects that explicitly examine how two trust dimensions of salesperson(credibility and benevolence) affects loyalty of firm. The purpose of this study is to provide new insight into boundary conditions(individualism and industry type) that credibility and benevolence influences loyalty.

• Management & Information Systems Review
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• v.34 no.5
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• pp.191-212
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• 2015

Unlike the existing researches related to salespersons, this study intends to place the focus on salespersons' psychological characteristic as an element affecting their selling behavior. This is because employees' psychological characteristic is very likely to affect their devotion and commitment to relationship with customers and long-term production by a company. In particular, salespersons are likely to get a feeling of fatigue or loss, or make a cynical or cold response to customers because of frequent interaction with them, and to show emotional indifference in an attempt to keep their distance from customers. But the likelihood can vary depending on salespersons' own psychological characteristic; in particular, the occurrence of these phenomena is very likely to vary significantly depending on relationship belief in interpersonal relations. In the field of psychology, under way are researches related to personal psychological characteristics to improve the quality of interpersonal relations and to maximize personal performance and enhance situational adaptability during this process; it is a personal relationship belief that is recently mentioned as such a psychological characteristic. For salespersons having frequent interaction with customers, particularly, relationship belief can be a very important element in forming relations with customers. So this study aims at determining how salespersons' relationship belief affects negative emotion regulation strategies and prosocial behavior to customer. As a result, salespersons' relationship belief was found to have effects on their negative emotion regulation strategies and prosocial behavior to customer. Negative emotion regulation strategies was found to have effects on prosocial behavior. Salespersons with intimate relationship belief try to use active regulation, support-seeking regulation and salespersons with controlling relationship belief try to use avoidant/distractive regulation. Intimate relationship belief was found to have more prosocial behavior, controlling relationship belief was found to have less prosocial behavior to customer. salespersons' negative emotion regulation strategies was found to have effects on their prosocial behavior to customer. Active, support-seeking influence prosocial behavior to customer positively, avoidant/distractive regulation influence prosocial behavior to customer negatively.

• Management & Information Systems Review
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• v.32 no.2
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• pp.289-314
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• 2013

This study analyzed differences in the effects of communication with salesperson's on customer's emotional responses and store loyalty at customer contact focusing on the moderating effects of salesperson's attribute. This study recognized the need for expanding the results of the prior researches to widen the understanding of communication, emotional responses, and store loyalty. This study tried to, first, examine the effects of communication between customers and salespersons on emotional responses and store loyalty at customer contact; second, determine the effects of reliability and attractiveness, which are attributes of salespersons, as moderating variables; third, examine relative influences of verbal and nonverbal communication on emotional responses and store loyalty. The results mainly showed, first, that communication significantly affected emotional responses and also had significant effects on arousal as well as positive and negative emotion, contrary to prior researches; second, that emotional responses significantly affected store loyalty; third, there was no difference in influences on emotional responses between verbal and nonverbal communication; fourth, the effects of communication on emotional responses depended on attributes of salespersons, demonstrating interactive effects between communication and attributes of salespersons. This study intended to provide theoretical expansion over relations between variables including the dimension of communication beyond empirical reconfirmation of prior researches. In addition, a strategic scheme was presented to manage positive relations with customers at customer contact.

• Management & Information Systems Review
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• v.30 no.4
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• pp.45-71
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• 2011

This study aims at reviewing the effect of the non-verbal communication of salespersons at service encounter on customers' non-verbal communication and responses. The previous studies overlooked the correlation between salespersons' non-verbal communication and customers' non-verbal communication at service encounter, although non-verbal communication of salespersons has potentialities evoking customers' non-verbal communication and emotional responses in various ways. If it is a salesperson who a customer first encounters within a shop, the non-verbal communication of salesperson affects his/her non-verbal communication and these non-verbal communication affect his/her emotional responses, and these emotional responses affect his/her behavior. This phenomenon is based on the theory of emotional contagion, mimic, and face feedback. Therefore the non-verbal communication such as greetings, postures and eye-contact manners through the personal interactions between salespersons and customers, can be said to be an antecedent variable which affects the positive responses of customer. As a result of the study, the kinesic of salesperson's non-verbal communication was found to affect customers' non-verbal communication, and customers' non-verbal communication affect emotional responses experienced at service encounter, and customers' positive emotion affect customers' behavior responses. This result provides an opportunity which makes one turn eyes on salespersons' non-verbal communication at sales encounter both practically and scientifically, through introducing salespersons' non-verbal communication as an important factor which can enhance customers' positive responses but has been passed over by the previous studies.

• Fashion & Textile Research Journal
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• v.6 no.3
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• pp.314-320
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• 2004

The purposes of this paper were to investigate the effect of customer orientation on salespeople performance and the effects of sales training on customer orientation and salespeople performance. Data were obtained from 297 apparel salespeople working at 6 department stores in Daegu, Statistics used for data analysis were frequency, t-test, ANOVA, and regression analyses. The unanticipated result was found that the customer orientation of salespeople did not influence their performance. Though there was found the significance of the anticipated results that sales training affected customer orientation and salespeople performance, the results were not strong.