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Group influences of selling teams on industrial salespeople’s cross-selling behavior

Authors
  • Schmitz, Christian1
  • 1 University of St. Gallen, Institute of Marketing, Dufourstr. 40a, St. Gallen, 9000, Switzerland , St. Gallen (Switzerland)
Type
Published Article
Journal
Journal of the Academy of Marketing Science
Publisher
Springer US
Publication Date
May 30, 2012
Volume
41
Issue
1
Pages
55–72
Identifiers
DOI: 10.1007/s11747-012-0304-7
Source
Springer Nature
Keywords
License
Yellow

Abstract

Cross-selling offers tremendous benefits for both vendors and customers. However, up to 75% of all cross-selling initiatives fail, usually for sales force–related reasons. Yet prior research has largely ignored the role of salespeople in the field of cross-selling. Using a motivation–opportunity–ability (MOA) framework, this research addresses factors that determine a salesperson’s cross-selling performance, including the predominant role of the selling team as a social environment in which individual behavior occurs. A dataset of 231 industrial salespeople working in 55 teams reveals that 37% of overall variation in behavior is caused by differences across teams. The team-specific hypotheses, based on social norms and reputation theory, are tested with a hierarchical linear modeling approach with matched data from three sources. Individual cross-selling motivation has a stronger effect when a selling team has strong cross-selling norms, and in the specific context of cross-selling, selling team reputation can constrain individual behavior that might damage that reputation. Salespeople also develop beliefs about the reasons for their team reputation, including its cross-selling ability, which can reduce an individual salesperson’s reputational concerns and hence reinforce individual cross-selling behavior. These results have significant theoretical and managerial implications.

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