Adaptive selling and organizational characteristics: suggestions for future research

Article Abstract:

In this paper the relationship between adaptive selling and organizational behavior is analyzed. Specifically, it is discovered that adaptive behavior is a multifaceted concept which is not linearly related to the organizational characteristics in the way it was operationalized in a former study by Sujan and Weitz. In order to gain a better insight into the functioning of adaptive selling within organizations, a different methodology is suggested. By means of more inductive research more detailed models should be generated, which then can be tested for robustness with a more deductive approach. Concept creation should have a more empirical foundation before concepts are entered into a theoretical network. (Reprinted by permission of the publisher.)

Organizational behavior, Adaptability (Psychology)

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Active empathetic listening and selling success: a conceptual framework

Article Abstract:

This paper expands on past conceptual models of listening and delineates the attributes of effective listening in the sales encounter. It argues that the most effective level of listening combines empathy with the techniques of active listening. Empathy is defined as the ability to discern another person's thoughts and feelings with some degree of accuracy and involves listening on an intuitive as well as a literal level. A set of propositions is posited that describe how active empathetic listening can facilitate the personal selling process. Suggestions to improve the quality of salespeople's listening are given. (Reprinted by permission of the publisher.)

Sales Management, Listening, Empathy

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The role of strategic selling in the company turnaround process

Article Abstract:

Despite the importance of marketing orientation to company profile and performance as presented in the literature, there has been little attention paid to the role of strategic selling in the company turnaround process in published studies. This article explores selling's contribution to company turnaround through a study of ailing and rejuvenated companies in the mature engineering industry. The development and implementation of sales strategies in successfully turned around and failed companies are compared. The role of strategic selling is broadened as new concepts are developed and explored. (Reprinted by permission of the publisher.)

Strategic planning (Business), Business failures, Corporate turnarounds, Turnaround management

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