dc.contributor.author |
Davies, Iain A. |
- |
dc.contributor.author |
Ryals, Lynette |
- |
dc.contributor.author |
Holt, Sue |
- |
dc.date.accessioned |
2011-09-08T10:40:11Z |
|
dc.date.available |
2011-09-08T10:40:11Z |
|
dc.date.issued |
2010-10-01T00:00:00Z |
- |
dc.identifier.issn |
0019-8501 |
- |
dc.identifier.uri |
http://dx.doi.org/10.1016/j.indmarman.2009.12.007 |
- |
dc.identifier.uri |
http://dspace.lib.cranfield.ac.uk/handle/1826/4931 |
|
dc.description.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 person: 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 manager |
en_UK |
dc.publisher |
Elsevier Science B.V., Amsterdam. |
en_UK |
dc.title |
Relationship Management: a sales role, or a state of mind? An investigation of
functions and attitudes across a business-to-business sales force |
en_UK |
dc.type |
Article |
- |