The evolution of personal selling

Article Abstract:

While personal selling positions have been categorized into taxonomies, a longitudinal view of how selling jobs change or evolve has not yet been provided. This article presents such a view, based on an inductive analysis from available literature on selling jobs, selling's history, and characteristics of competitive and market environments. Five stages in this evolution of selling are presented and discussed: provider, persuader, prospector, problem-solver, and procreator. Relationships to management practice and implications for future research efforts are also noted. (Reprinted by permission of the publisher.)

Analysis, History, Selling, Sales management, Job descriptions

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The recruiting interview as perceived by college student applicants for sales positions

Article Abstract:

The recruiting interview experience as perceived by college students applying for sales positions is the subject of this research study. The results, based on actual recruiting interviews through placement centers at two university campuses, describe the relative importance of various factors in the job offer and recruiting process, including characteristics of the recruiter. Analysis shows how these factors relate to the applicant's perceived success of the interview, the chance of getting a job offer, and the chance of accepting a job offer. (Reprinted by permission of the publisher.)

Employment interviewing, Employee recruitment, College students

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The effect of goal-setting on the performance of independent sales agents in direct selling

Article Abstract:

This article reports on a study of the effects of goal setting on effort and performance among sales agents in the direct selling industry. Goal-setters were found to spend more time on their job, as would be expected from results of previous studies. On the other hand, goal setting did not improve performance, at least as measured over the initial months on the job. In fact, there is some evidence indicating that those sales agents setting specific goals had lower performance than those setting general goals or no goals at all. (Reprinted by permission of the publisher.)

Direct marketing, Employee motivation, Employee performance appraisals, Performance appraisals

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