Relationship management: a sales role, or a state of mind? An investigation of functions and attitudes across a business-to-business sales force

Reference:

Davies, I. A., Ryals, L. J. and Holt, S., 2010. Relationship management: a sales role, or a state of mind? An investigation of functions and attitudes across a business-to-business sales force. Industrial Marketing Management, 39 (7), pp. 1049-1062.

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Official URL:

http://dx.doi.org/10.1016/j.indmarman.2009.12.007

Abstract

Commentators suggest that the business-to-business sales role is changing and evolving into relationship management. Previous research indicates that a relationship management role is very different from ‘traditional’ sales, and that it may require a different attitude on the part of the relationship manager. This research explores attitudes towards various aspects of relationship management across an entire international business-to-business sales force in a service industry context. We find that attitudes towards relationship management do not in fact align with job role. A cluster analysis reveals three attitudinal types of sales persons: Self-Directed; Team Leaders; and Strategic Sellers. Our findings suggest that some individuals may have attitudes that are inappropriate to their roles, and that attitudes should be taken into account when selecting relationship managers.

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