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تعداد صفحات این فایل: ۴۰ صفحه

بخشی از مقاله انگلیسیعنوان انگلیسی:Getting business-to-business salespeople to implement strategies associated with introducing new products and services~~en~~

Abstract

Strategy implementation remains a perennial challenge for firms. While several studies have examined implementation phenomena at the firm level, we know little about what firms can do to get their salespeople to implement strategies for new products and services. Understanding salespeople’s individual-level implementation is of particular importance as salespeople are the frontline employees of the firm responsible for implementing strategies with customers. Drawing from motivation, opportunity, and ability (MOA) theory, this examination investigates factors impacting the implementation of strategies associated with introducing new products and services by the salesperson. We use a sample of 277 business-to-business salespeople to test our hypothesized relationships. The findings show both positive and negative moderation among the implementation MOA variables and also provide broad support for their proposed drivers. Additionally, the identified implementation facets of responsiveness and effort are found to positively impact implementation success.

Introduction

To achieve their goals, it is not only important for firms to develop good strategies, but also to implement them successfully. There are several incidences however, of companies formulating supposedly excellent strategies but running into problems with implementation (Bossidy, Charan, & Burck, 2002; Lorge, 1999; Slater, Hult, & Olson, 2010; Slater, Olson, & Hult, 2010). Salespeople can play an important role in implementing a firm’s strategies as they occupy a frontline position within the company. Additionally, organizational initiative success can be predicated on the level of salespeople’s acceptance or resistance (Zablah, Chonko, Bettencourt, Allen, & Haas, 2012). While some firms are very effective at getting their salespeople to implement strategies, others are not as successful.

Strategy implementation can be conceptualized as how a strategy is operationalized and enacted by the organization (Varadarajan & Jayachandran, 1999). The existing management literature has examined implementation at a firm level and advanced factors for improving organizational implementation, such as good communication, clear strategies, strategic focus, cross-functional integration, support from senior management, and strategic consensus amongst members (Beer, 1997; Crittenden & Crittenden, 2008; Dobni & Luffman, 2003; Rapert, Velliquette, & Garretson, 2002).

Despite its importance to the firm, strategy implementation remains an under-researched topic in the domain of marketing (Noble & Mokwa, 1999; Sarin, Challagalla, & Kohli, 2012). Scholars note that while the focus has been placed in many other areas germane to strategy in marketing, there has been “relatively little consideration of actual implementation” (Mller & Parvinen, 2015, p. 4). Recently, firm-level implementation inquiries in marketing have provided insight into such contexts as new product development (Matikainen, Terho, Matikainen, Parvinen, & Juppo, 2015) and key account management (Guenzi & Storbacka, 2015; Tzempelikos & Gounaris, 2015). However, scholars note that while these inquiries have added significant insight to implementation on a firm level, “the role of salespeople and their behaviors in the implementation of a firm’s sales strategy have remained almost unstudied” (Terho, Eggert, Haas, & Ulaga, 2015, p. 12–).

Salespeople are an important part of the implementation process as they often represent the primary interface between the selling firm and the customer (Johnson, Barksdale, & Boles, 2001). This boundaryspanning role places them at the frontline of the implementation process and makes their enactment of strategy critical to the organization. However, salespeople do not automatically enact strategies simply because they are instructed to do so. Partly this is because they see their role as strategy makers and implementers, rather than strictly implementers (Malshe, 2009). Additionally, they have to buy-in to a strategy and believe that the proposed strategy is appropriate and has merit (Malshe & Sohi, 2009b).

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