• 한국콘텐츠학회논문지
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• 제21권10호
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• pp.388-408
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• 2021

본 연구는 B2B맥락에서 공급기업의 CSR명성이 영업사원의 소진에 미치는 영향을 밝히고자 했다. 최근 B2B마케팅 연구들은 CSR이 기업성과에 미치는 영향에 주목하고 있다. 동시에 영업사원은 B2B마케팅의 핵심자원으로서 많은 연구들에서 다루어져 왔다. 하지만 B2B 맥락에서 CSR명성이 영업사원에게 주는 영향 메커니즘을 밝히는 연구는 아직 미흡하다. 이에 본 연구는 B2B CSR 효과에 관한 새로운 시각을 제공하는 것을 목적으로 영업사원의 소진을 도입하여 연구모형을 수립하였다. 본 연구에서는 공급기업의 CSR명성이 구매기업의 고객시민행동과 장기지향성을 증가시키고, 이러한 고객에게서 영향을 받는 영업사원은 낮은 수준의 소진을 경험할 것으로 예상하고 실증분석을 위해 양자적 자료(dyadic data)를 수집하였다. 고객기업의 구매담당자 161명은 공급기업의 CSR명성, 고객시민행동, 장기지향성을 평가하였고 이들을 담당하는 영업사원은 소진 경험에 대한 설문에 응답하였다. 분석결과 공급기업의 CSR명성은 2개의 다중매개 경로를 통해서 영업사원의 소진을 낮추는 것을 확인하였다. 연구의 결과는 CSR이 고객에게 주는 영향뿐만 아니라 영업사원의 소진으로까지 연결되는 통합적 메커니즘을 제시했다는 점에서 이론적 이해를 넓혔으며, B2B CSR의 전략적 활용에 대한 실무적 시사점도 제공하였다.

• 벤처창업연구
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• 제14권1호
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• pp.17-32
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• 2019

영업사원들은 자동차산업에서 유통시스템의 핵심적인 역할을 담당하고 있다. 자동차라는 상품의 특성상 고객들은 구매의사 결정과정에 있어 높은 수준의 정보와 지원을 요구한다. 영업사원들은 고객의 요구사항에 맞춰 서비스를 제공함으로써 고객의 결정과정을 돕는다. 따라서 자동차 영업사원의 개인적 역량은 자동차 판매 성과를 높이는데 있어 매우 중요한 영향을 미치게 된다. 이와 같은 배경을 바탕으로 본 연구는 자동차 영업사원의 개인역량이 판매성과 정(+)의 영향이 있을 것으로 보고 실증 분석하였다. 본 연구에서는 개인역량을 1) 판매기술 전문성 2) 영업사원의 태도 및 고객과의 관계형성 3) 감성활용 4) 감성조절 네 가지의 독립변수로 구분하여 종속변수인 판매성과와의 상관관계를 측정하였다. 연구 가설을 검증하기 위해 기존의 선행연구와 문헌을 토대로 가설을 설정하고 검증하였으며 경기도와 강원지역의 자동차 대리점에 근무하는 영업사원 300명을 대상으로 설문조사를 실시하였다. 회수된 유효 설문지 268부는 통계 프로그램 SPSS WIN24.0를 이용해 분석하였다. 실증분석 결과 자동차 영업사원의 개인역량의 요인으로 판매기술 전문성과 감성활용은 영업사원의 판매성과에 정(+)의 영향을 미치는 것으로 나타났다. 반면, 태도 및 관계형성과 감정조절이 판매성과에 정(+)의 을 미칠 것이라는 가설은 기각되었다. 이와 같은 결과는 개인역량은 영업사원을 채용하는데 있어 고려해야할 중요한 요소임을 시사한다.

• 유통과학연구
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• 제14권11호
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• pp.103-115
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• 2016

Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image and revenue of the company. Since businesses find it apparent that the role of salespeople will become significant in the future, our research aims to provide a foundation for future research on exploring the necessary competencies for salespeople by conducting an in-depth interview as well as survey. Research design, data, and methodology - The methods of our research can be broken down into four steps - an interview on salespeople, eliciting salespeople's potential competency, surveys, and analysis. First, our research team conducted interviews on forty subjects. Second, we strived to elicit potential competency of salespeople based on data gained from previous studies and in-depth interviews. And Third, we came up with our own survey templates. Last but not least, our research team analyzed the results from the surveys to elicit necessary capabilities for the salespeople. Results - The results of our research show a clear distinction between B2B and B2C salespeople on all categories that we measured such as the character fitness, competence of emotion and sales marketing. As for B2B salespeople, the results indicated openness(M: 3.8265) in character fitness, and self-motivation(M: 4.1887), group cognition(M: 3.8735), teamwork(M: 3.9956) in competence of emotion, and previous research(M: 3.8735), proposal of values(M: 4.3873), cooperation with other team(M: 4.0441) in competence of sales marketing. The difference in capability required between B2B salespeople and B2C salespeople was very pronounced. Conclusions - For future studies, enhanced pool of subjects with various backgrounds is needed in order for our research to reach a wide range of population. The results from our research are advised to be used for eliciting the competency required by salespeople and for a practical application to further enhance their competency. Companies need continuous efforts to develop the skills of salespeople based on competence analysis and research of sales representatives.

• 산업경영시스템학회지
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• 제43권3호
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• pp.191-203
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• 2020

This study aims to present the differentiating factors of B2B salesperson competency through comparing the suppliers and buyers in Korean steel industry in their perception on the importance and priority of B2B salesperson competency. Based on previous studies, analysis on B2B salesperson competency has been analyzed using the B2B salesperson performance competency measure factors and appropriately reorganizing them for better application to the steel industry. The required performance competencies of B2B salesperson can be categorized into 3 different types, namely social exchange competency, advisory sales competency, and skill & knowledge competency. AHP analysis was performed for analyzing the relative importance of B2B salesperson competency based on the factors of previous studies, in which categorization of the aforementioned types had been done. As the result, first, it has been confirmed that there is a difference in 1st layer main factors between the supplier group and buyer group. The supplier group valued the advisory sales competency, while the buyer group valued skill & knowledge competency. Second, it has been proved that there is same result of relative importance in 2nd detailed factors between the supplier group and buyer group. Both group confirmed that customer member, identify customer needs and communication skill are very important factors. Third, as the result of analysis on the gap between B2B salesperson competency of the suppliers and buyers, the gap in the product knowledge and sales team member need improvement for buyer's satisfaction according to overall results of relative importance and priority. The steel supplier was able to develop B2B salesperson competency according to the buyers' needs based on the result of this study, and furthermore it is expected that this study will be able to contribute to increase in buyer competitiveness through differentiation in B2B salesperson competency.

• 디지털산업정보학회논문지
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• 제17권1호
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• pp.45-55
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• 2021

Recently, competition in the interior remodeling business is fierce. However, the interior remodeling business is basically B2B, and in this business, sales are basically dictated by the capabilities of salespeople. Therefore, in this study, we intend to develop a model for the core competency of salespeople in the interior remodeling business. To this end, based on the research on the existing competency and competency modeling, the competency model of the salesperson was derived using Dubois' overlay method. A total of 12 core competencies could be defined through the first and second modeling. The subject of this study was focused on LG Hausys, the most representative interior remodeling company in Korea. Based on the core competencies developed in this way, overall sales competencies can be raised through the development of a training course to enhance the sales competencies of salespeople, and a more efficient and objective HR.

• 유통과학연구
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• 제14권6호
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• pp.53-63
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• 2016

Purpose - This study examines the effects of the influence strategies on sales representative and headquarter trust, and investigates how sales representative trust plays a mediating role in the relationship between influence strategies and headquarter trust. For these purposes, a structural model which consists of several constructs was developed. In this model, influence strategies that consist of relational influence strategies (information exchange, recommend, promise) and mandatory influence strategies (legal plea, request, threat) were proposed to affect the sales representative trust and in turn, increase the headquarter trust. Thus, this study proposed that sale representative trust plays a core mediating role in the relationship between relational and mandatory influence strategies and headquarter trust in B2B food materials distribution context. Research design, data, and methodology - For these purposes, the authors collected the data from 208 B2B specialized complex agents. We used the 2,200 B2B specialized complex agents which trade with CJ, Ottogi, and Daesang firms and supply food materials to restaurant, school cafeteria, supermarket and traditional market as a sample frame. Once we identified 330 B2B specialized complex agent owners, CEOs, and/or Directors who had agreed to participate in this study, we dropped off a questionnaire at each B2B specialized complex agent and explained the purpose of this study. The survey was conducted from October 1, 2015 to December 15, 2015. A total of 230 questionnaires were collected. Of these collected questionnaires, 28 questionnaires excluded since they had not been fully completed. The data were analyzed using frequency test, reliability test, measurement model analysis, and structural equation modeling with SPSS and SmartPLS 2. Results - First, information exchange, recommendation, and promise of relational influence strategies had positive effects on sales representative trust. The threat of mandatory influence strategies had a negative effect on sales representative trust, but legal plea and request did not have a significant effect on sales representative trust. Second, information exchange and recommendation of relational influence strategies had positive effects on headquarter trust, but promise did not. Also, legal plea, request, and threat of mandatory influence strategies did not have a significant effect on headquarter trust. Third, this findings show that sales representative trust plays a partial mediator between information exchange and headquarter trust, and threat and headquarter trust, and a full mediator between promise and headquarter trust, and recommendation and headquarter trust. Conclusions - The aim of this study was to examine the effects how diverse dimensions of relational and mandatory influence strategies relate to sales representative trust and headquarter trust. To do so, we integrated the influence strategies and the trust transfer theory to hypothesize that various influence strategies increase sales representative and headquarter trust. The findings of this study suggest that headquarter firms should establish and enforce proper influence strategies guidelines to make clear what proper actions sales representatives should implement in relationship with B2B specialized complex agents. Also, relational and mandatory influence strategies must be regarded as a long-term and ongoing strategy that eventually build a long-term orientation with B2B specialized complex agents and guarantee a company's sustainable growth and success.