This study investigates the antecedents of a cross-functional orientation and its effect on cross-selling success from the selling firm's point of view. Two complementary studies were carried out. In the first study qualitative research techniques were used to explore indicators of sales-personnel influencing cross-selling success. Results of study I were used for hypothesis building and the development of measurement scales. In a second study the developed hypotheses were tested indicating a strong effect of cross-functional orientation on cross-selling success. Moreover, results show a strong influence of three employee based traits on cross-functional orientation - brand identity, cross-selling motivation, and cross-selling readiness - implying that sales managers should carefully concentrate on developing personal employee specific traits to enhance sales success.
As products and services are becoming more and more similar and replaceable in many markets, companies have to permanently search for new sources of innovation. Especially in mature markets, marketing innovations (MI) provide an opportunity for differentiation and may lead to higher market performance (Andrews/Smith, 1996; Moore, 2005). MI, their consequences, and contingency variables are, despite of their relevance, still poorly understood (Beinert, 2008). Whereas prior research has investigated capabilities in product innovations, the fundamental questions of which capabilities are necessary to better identify, create, and execute MI have not been addressed. Drawing on the dynamic capability view of the firm (Teece/Pisano/Shuen, 1997), we propose that different configurations of MI capabilities are expected to be beneficial for companies.
Purpose of our research is to conceptualize MI, to identify MI capabilities depending on contingency variables in a company's environment, and to deliver specific implications for further marketing research in this topic. Furthermore, we will also give valuable insights from a practical point of view in providing detailed recommendations for managers.
Multichannel distribution is now rather the rule than the exception. Different channels may enable customers to match their needs with a specific channel type, increase customer satisfaction and lead to higher turnovers. Numerous authors argue that the value creation contribution of the multichannel system could be enhanced when companies actively steer their customers into the most effective channel. This paper examines the success of different steering measures on channel behavior and satisfaction with an experimental investigation. The results suggest that the intention to use the target channel can be increased by an application of measures regarding the recent (push measures) and the desired (pull measures) channel, with a higher impact of the latter. Additionally, pull measures have a positive impact on customers' satisfaction with a company, whereas push measures do not affect customer's judgment. Furthermore, we found support for an oversteering effect where additional measures become counterproductive.
Although video communication offers the potential to engage with employees and consumers, many established firms adopt video as a new communication medium quite slowly and with little enthusiasm. Based on our experience with leading national and international firms, we introduce a four step approach to help companies in adopting a video communication strategy, summarize the main obstacles that firms typically face, and provide recommendations on how to overcome these obstacles.
Firms in Business-to-Business markets face rising complexity driven by globalization, increased competition and a growing shift of the bargaining power toward the customer. Customers have rising expectations about both off-the-shelf products, purchased through efficient and low-cost transactions, as well as complex solutions for individual needs.
To cope with complex demands and to accelerate growth in competitive markets, firms aim to become more customer-centric by deploying cross-selling as a customer management process. Because organizations often adopt a division-focused structure according to products or geographies, vendors have to coordinate products and services from different divisions according to customer needs to expand their relationships with customers across structural boundaries of the organization. The salesforce plays a key role in realizing a firm’s cross-selling strategy. In their boundary-spanning position, salespeople have to address diverse customer needs in their external environment and coordinate internal teams across divisions and functions to generate value for customers. Given the scarce research on cross-selling, this dissertation aims to enhance the understanding of how firms can promote their cross-selling effectiveness and the cross-selling performance of their salesforce in particular.
This dissertation adopts a cumulative approach, with three single studies. Based on a holistic and qualitative approach, the first study explores challenges and success factors of a firm’s cross-selling effectiveness from both a vendor and customer perspective. To show how salespeople cope with the challenges in cross-selling, the first study also develops a salesforce typology in cross-selling. The second study investigates the role of salesforce motivation as a distinct success factor in a quantitative approach. In particular, the effects of supervisory- and compensation-based control on the salesforce’s cross-selling performance are analyzed in a complex context. The third study is embedded in a transactional context and demonstrates the effect of salesperson distrust on salesperson trust, which subsequently affects customers’ cross-buying intention. Based on a quantitative survey, this study emphasizes the differential effects of salesperson customer-oriented behaviors on the relationship between salesperson distrust and trust. Finally, the findings of the single studies are incorporated into a managerial roadmap that can guide the vendor’s transformation process toward more customer orientation through cross-selling.
