• Asia Marketing Journal
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• v.15 no.2
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• pp.175-194
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• 2013

The purpose of this study is to investigate the effects of the locomotion orientation on salespeople' sales performance with the mediating effect of selling behavior(adaptive selling behavior, SOCO). And we figure out the relationship between customer-oriented selling behavior and adaptive selling behavior because those relationships are not clear. The authors infer research hypotheses based on literature review. We have confirmed the reliability and validity test and those results can be acceptable. Hypotheses test were conducted with structural equation modeling, AMOS. All paths in the research model reasoned by authors have been supported statistically at the significant level. This study with the theoretical implications is as follows. First, this study is the first attempt to investigate the path between locomotion orientation and adaptive selling behavior and SOCO. Secondly, there is an empirical conflict between our study and Franke and Park(2006)'s study. Our study was contradictory to Franke and Park(2006)'s consequences. And so, figuring out clearly those causal paths remains. This study with practical implications are as follows. First of all, the salespeople' selling performance was affected by adaptive selling behavior, customer-oriented selling behavior, and sales-oriented activities, such as the importance of selling behavior once again proven. It is necessary to enhance the capabilities that can be transformed into action appropriate to the needs of customers each sales step-by-step in the process of salespeople for various system through education and incentives, and to interact with customers and understand their customers relative to salespeople will. In order to enhance adaptive selling behavior, the company needs to do educational program and monitoring system with the positional promotion when salespeople get the high adaptive selling behavior. Secondly, the locomotion orientation of the salespeople is to cause this selling behavior. Management style to increase locomotion orientation is needed, which means, salespeople' superior about something should be conducted. In order to stimulate the selling behavior of the salespeople, most supervisors should use some managerial tools such as feedback, engagement, and rewards.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.5
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• pp.205-216
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• 2020

This study seeks to empirically analyze the effects of core self-evaluation and adaptive selling behavior on sales performance for female salespersons engaged in door-to-door sales through the face-to-face channel in the wellness industry. This study seeks to examine the importance of adaptive selling, through, salespeople derive appropriate strategies in response to market changes. For female salespeople who use face-to-face channels, this study empirically investigated the relationship between core self-evaluation and adaptive selling, and effects on sales performance. A 31-item survey was constructed, based on prior research. We selected six door-to-door sales companies in South Korea and conducted one-to-one interviews with female salespeople in the Seoul metropolitan area and analyzed 208 pieces of significant data. Results demonstrated that among the core self-evaluation factors for female salespeople, self-esteem, self-efficacy, and neuroticism had an effect on adaptive selling factors, while locus of control did not. These factors were found to affect sales performance through the mediating role of adaptive selling. Improvements in the adaptive selling capabilities of female salespeople in charge of face-to-face channels positively affected sales performance. Management efforts are required to enhance self-esteem, self-efficacy, or neuroticism. These results suggest that companies should support enhancing individual adaptive selling capabilities of their salespeople.

• Journal of the East Asian Society of Dietary Life
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• v.20 no.5
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• pp.776-784
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• 2010

This study investigated causal relationships between goal orientation, sales and performance towards increasing the effectiveness of up-selling in internal promotion methods in family restaurants and provided implications about the hiring and training of sales people. The subjects were 232 sales people in family restaurants. The data were collected by self-administered questionnaires and analyzed by exploratory factor analysis, reliability analysis, comparative analysis of the average, and regression analysis. Results, showed that variations in goal orientation, sales, and performance depended on the age and experience of salespeople and that goal orientation makes adaptive selling more effective. It turned out that effort selling affects up-selling result than adaptive selling. Long-term workers were better than short-term workers in goal orientation, selling, and up-selling results, so human resource management needs to implement a long-term plan to enhance these effects. And, because effort selling is more effective than adaptive selling in up-selling results in family restaurants, effort selling requires training.

• Proceedings of the Korean DIstribution Association Conference
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• 2007.08a
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• pp.127-158
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• 2007

This study discusses salespersons' emotional intelligence, one of the key abilities necessary to meet customers' needs effectively, and express positive emotions in frequent interactions with customer. Emotional intelligence refers to self-controllability and social ability emphasizing pro-social aspect and understanding of others. This study investigates how salespersons' emotional intelligence affects adaptive selling and positive emotional expression during the process of interaction with customers, and how such adaptive selling and positive emotional expression affects the quality of service perceived by customers. The results show that greater salespersons' emotional intelligence results in better adaptive selling and positive emotional expression. Such adaptive selling and positive emotional expression had significant effects on the quality of service perceived by customers. These results are important in that they address emotional intelligence as salespersons' emotional ability, which has been overlooked as an antecedent variable for improving adaptive selling and display of positive emotion, consequently provide another factor to help salespersons improve their selling behavior.

• Journal of Distribution Science
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• v.20 no.9
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• pp.109-126
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• 2022

Purpose: The role of salespersons' emotions in effective selling behavior garners attention among scholars and practitioners. Previous studies have investigated the effects of emotional intelligence and emotional labor on sales success separately. However, to understand the whole process, the relationships among salespersons' cognition, emotions, and behaviors should be considered simultaneously. Accordingly, we uniquely examined how salespersons' emotional intelligence (emotional antecedent) and customer orientation (cognitive antecedent) influence their emotional labor (deep acting vs. surface acting), adaptive selling behavior, and the selling results in the retail environment. Research design, data, and methodology: To improve methodological rigor, we used the dyadic approach. We measured 182 salespersons' emotional intelligence, customer orientation, and emotional labor, and 364 customers assessed the salespersons' adaptive selling behavior and selling results in the insurance and duty-free department retailing sectors. Result: The findings suggest that salespersons' customer orientation and emotional intelligence relate to deep-acting of emotional labor, affecting their adaptive selling behavior and relationship quality with customers. Conclusions: As for managerial implications, sales managers may well consider emotional intelligence levels when selecting salespersons in the retail industry. Additionally, practical training programs are required to cultivate customer orientation, emotional intelligence, and deep acting while performing emotional labor.

• Journal of Digital Convergence
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• v.16 no.8
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• pp.151-159
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• 2018

This study focused on appreciative inquiry(AI) of salespeople who have to respond to various types of emotions according to the desires of individual customers at service contact points and the effect of emotional labor on adaptive selling behavior and customer satisfaction. Dyadic questionnaires were administerd to 115 automobile salespeople and 2 customers who received service from each salesperson, and the collected data was analyzed by using structural equation modeling. The results showed that AI had positive influences on deep acting and surface acting. Only deep acting was found to have positive relationship with adaptive selling behavior, but not to surface acting. Adaptive selling behavior had a positive effect on customer satisfaction. This study will contribute to identifying the need for AI access for salespersons and for activating adaptive selling behavior through emotional labor related to AI practice.

• Culinary science and hospitality research
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• v.18 no.4
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• pp.1-14
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• 2012

The focus of this study is on investigating an appropriate selling strategy for the guests of a fine dining restaurant in deluxe hotels located on seoul. As survey methods, questionnaires were prepared and distributed to the customers who visited the restaurants of five-star hotels in Seoul. The survey was carried out from July 1 to August 30, 2010. Total 223 copies of questionnaire were used for final analysis. Frequency analysis, descriptive statistics, exploration factor analysis, and reliability analysis were conducted through SPSS 18.0 for final analysis, and path analysis was conducted through AMOS 18.0 for verification of hypotheses. The hypothesized relationships among the models were tested simultaneously by using a structure equation model(SEM). The proposed model provided an adequate fit to the date, $X^2$ = 143.934(df=120, p<.001), GFI=0.935. AGFI= 0.907, RMR=0.022, CFI=0.983. The study results are as follows. First, the restaurant employee's adaptive selling strategies consist of persuasion-suggestion, kindness-rapidity. Second, in the result of analysis to understand the influences between customer satisfaction and adaptive selling strategies, customer satisfaction is shown to have an influential relationships with persuasion-suggestion strategy and kindness-rapidity strategy of employee's adaptive selling. Third, all adaptive selling strategies did not affect customer loyalty. Finally, customers who are satisfied with such services have a significant effect on customer loyalty and supports the existing previous studies.

• Management & Information Systems Review
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• v.38 no.4
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• pp.41-60
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• 2019

The purpose of this study is to investigate the effect of salesperson's adaptive selling tactics on consumers who purchase Small and Medium Enterprises' product with the help of salespeople in the store. Specifically, we examine whether salesperson's adaptive selling tactics affect consumers hedonic shopping value and utilitarian shopping value. Furthermore, we try to figure out the effect of shopping value on the salesperson relationship commitment and consumer product satisfaction. The subjects of this study have surveyed the consumers with experience in purchasing SME's products through salespeople in the Gyeongnam area. As data process, SPSS 21.0 was used as the analysis tool and AMOS 21.0 was used to analyze the structural equation model. The implications of these findings are as follows. First, the salesperson's role has a positive effect on the consumer's product satisfaction. Second, it can be suggested that the salesperson's adaptive selling tactics are an important variable affecting the consumer's shopping value. Third, the results on the consumers who have hedonic shopping value have a strong positive influence rather than the consumers who have the utilitarian shopping value. The adaptive selling tactics of the salesperson should be encouraged to increase sales performance. In order to generate more performance in a competitive market environment, it is necessary to continuously strive to increase contact between the salesperson and the consumer in order to improve the quality of the relationship.

• Asia Marketing Journal
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• v.11 no.2
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• pp.37-51
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• 2009

Although previous studies have made significant progress in adaptive selling behavior (ASB), few studies have considered salesperson's customer orientation (CO) and learning behavior as determinants of effective sales management (ASB and relationship-making efforts), despite the discussion of important roles of these constructs. The authors test not only the relationships of salesperson's CO and market-based learning behavior to ASB and relationship-making efforts, but also the effects of ASB on relationship-making efforts and performance. The results of the study, which is done with samples of salespeople from Korean companies, indicate that salesperson's CO and market-based learning behavior are identified as significant determinants of ASB. Moreover, both salesperson's ASB and relationship-making efforts have significant effects on sales performance. On the other hand, as per salesperson's relationship-making efforts, salesperson's CO has a positive effect, but salesperson's market-based learning behavior and ASB do not influence his or her relationship-making efforts, which suggest a provocative possibility of conceptualization regarding the relationship between ASB and relationship management efforts.

• Asia Marketing Journal
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• v.8 no.2
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• pp.63-91
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• 2006

This study conducted in-depth interviews with 5 successful and 6 unsuccessful sales persons and analyzed their activities to further clarify the concepts of learning orientation, performance orientation, working smart, working hard and adaptive selling which have been reported as antecedents of sales persons' performances. We found that successful sales persons had their own distinctive characteristics. First, they regarded their selling activities as a part of their lives, not as a task, and were proud of themselves. Second, they perceived their weaknesses from most of activity areas, voluntarily participated in educational programs, and studied not only their products but also competitive products. Third, successful sales persons conducted customer-oriented activities. They collected data on their customers' personal records, developed customer typology by styles or personalities, and consulted their customers using those data. Fourth, successful sales people carefully prepared their meetings with customers across steps in selling processes and they did their best to develop long term relationship with their customers. These results provide useful implications about objective evaluations on sales persons' customer orientations and adaptive selling abilities, and also clarify the concepts of 'working smart' and 'adaptive selling'.