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- W2413879078 abstract "IntroductionHelping the customers to make the right purchase decisions that will satisfy their preferences is an important part of the salesperson's function (Saxe and Weitz, 1982; Spiro and Weitz, 1990; Thakor and Joshi, 2005).Many researchers in the field of services marketing argue that customer contact-employees are the first and only representation of the company in the eyes of customers (Hartline, Maxhan and McKex, 2000). As such, customer often base their evolution of their satisfaction with a service provides organization largely on the service received from the customer contact employees (Parasuraman, Zeithanal and Berry, 1985). As a result, there is an increasing interest in determining factors which can lead to an increase in customer orientation among employees in organizations.It is established by research that organizations that invest in the enhancement of customer oriented behavior are likely to improve the performance outcomes with respect to buyer seller relationships (Brady and Crorim, 2001; Boles et. al., 2001; Goff et. al., 1997). Any organization's success depends ultimately upon the performance of its customer contact employees. It has been widely addressed in prior literature that the practice of customer orientation creates greater long-term performance benefits for the employees as well as for the organization (Brady and Cronin, 2001: Goff et. al., 1997; Kelly, 1992; Reicheld and Sasser, 1990; Saxe and Weitz, 1982). The ability to retain a substantial satisfied customer base in a highly competitive environment represents a great competitive advantage for any sales organization. This paper aims at analyzing the influence of organizational factors (Firm's customer orientation, Firm's competitive orientation, Centralization of authority and Support from co-workers) on the customer orientation of the individual sales person and its implication of their performance. These factors are evaluated in the context of services marketing to identify their relative importance specific to this field.Research JustificationThe marketing literature has widely discussed the importance of buyer-seller exchange relationship in the personal selling context. Ingram (1990) argues that if salespeople are to meet future challenges, they must adopt the perspective of the true professional and employ a customer-oriented approach. In a highly competitive market scenario organizations can resort to various styles or orientations to address changing customer requirements. The major types of business orientations that the organizations have adopted to meaningfully address this issue are customer orientation, goal orientation, management orientation, sales orientation and marketing orientation (Kilic, 2004). Evidences from literature indicate that customer orientation is acknowledged as a vital element for the success of a business firm. Customer orientation has been inspected from two broad perspectives namely organizational level customer orientation and individual level customer orientation. At the organizational level, it has been scrutinized with other dimensions of the marketing concept (Kohli and Jaworski, 1993; Narver and Slater, 1995; Lucas and Ferrell, 2000; Strong and Harris, 2004).Prior studies have concluded that customer oriented selling approach is important from the perspectives of a sales person, organization and customer (Dunlap et.al., 1988; Goff et.al., 1997). So it becomes really important for the organizations, who aim at improving sales performance, to identify constructs associated with customer orientation. Organizational variables like centralization, support from coworker, firm's degree of customer orientation and competitive orientation are found to influence the sale performance of a sales person (Boles et.al. 2001).Customer orientation and Sales PerformanceSales people are the face of the organization for the customers and they are the interface between the organization and customers. …" @default.
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- W2413879078 date "2015-11-01" @default.
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- W2413879078 title "Perceived Organizational Influences on Customer Orientation and Sales Performance - A Financial Services Industry Perspective" @default.
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