Abstract Firms often utilize salesperson intelligence in marketing strategies to improve sales performance. However, this approach is problematic if the information is based on inaccurate perceptions. In light of this, the authors introduce a theoretical model to study the antecedents and profit impact of salesperson perceptions of customer relationship quality. Dyadic analyses using matched survey responses from salesperson-customer dyads and secondary performance data reveal several insightful findings. Results show that self-efficacious salespeople are upwardly biased, whereas customer-oriented salespeople are downwardly biased in their perceptions of customer relationship quality. However, managers can correct these inaccuracies using a behavior-based control system. Response surface analyses illustrate that the effects of salesperson accuracy and inaccuracy are distinct and curvilinear. During later relationship phases, salespeople profit more from salesperson accuracy in high-and lowquality relationships (i.e., a U-shaped effect). Yet the increasingly harmful impact of salesperson inaccuracy on profit is more severe during earlier relationship phases. Together, these findings highlight the benefits of measuring salesperson perceptions and how to manage them. Show Journal Information The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline? Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR Collection. Abstract This paper examines the link between a company's internal conflicts and its marketplace success. In particular, it examines how conflicts between a selling firm's sales and support personnel can lead to unintended variations in its external behavior and how these variations can affect the buyer's commitment. It also examines how salespeople may use a variety of informal influence tactics to moderate the impact of these conflicts on the firm's behavior. These relationships are tested using regression analysis and data from separate samples of sales and purchasing professionals. The data support the position that internal goal conflicts lead to variations in the firm's external behavior, that this relationship is moderated by a salesperson's use of influence tactics, and that these variations have a direct effect on the buyer's commitment. Journal Information As the only scholarly research-based journal in its field, JPSSM seeks to advance both the theory and practice of personal selling and sales management. It provides a forum for the exchange of the latest ideas and findings among educators, researchers, sales executives, trainers, and students. For more than 30 years JPSSM has offered its readers high-quality research and innovative conceptual work that spans an impressive array of topics-motivation, performance, evaluation, team selling, national account management, and more. In addition to feature articles by leaders in the field, the journal offers a widely used selling and sales management abstracts section, drawn from other top marketing journals. Emerging topics are addressed through periodic special issues devoted to such cutting-edge issues as CRM and sales force ethics. Publisher Information Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal. Rights & Usage This item is part of a JSTOR Collection. Why is prospecting so challenging in sales?The inherent challenge of prospecting is not knowing how a lead will respond to an often overtly forward inquiry about their interest in a sale. This relatively direct process can sometimes be uncomfortable for salespeople and prospects, but these interactions are simply a reality of the sales cycle.
What is a cold prospect?Cold prospects are customers or organizations you've identified as well-qualified but that have little or no awareness of your company. They can be reached through advertising, public relations, cold calling and networking.
Why is prospecting so important in sales?Prospecting is an important part of the sales process, as it helps you develop the pipeline of potential customers. Prospecting, done right, not only creates a pipeline of potential customers, it also helps to position you as a trusted advisor. And it helps you focus on the right accounts.
What does prospecting mean in marketing?Prospects are possible customers, and prospecting is finding possible customers. Sales reps use prospecting to expand the size of their potential customer base. They'll reach out to leads (potential sales contacts) and nurture them into “opportunities” (leads who have been warmed up over time).
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