ترجمه مقاله نقش ضروری ارتباطات 6G با چشم انداز صنعت 4.0
- مبلغ: ۸۶,۰۰۰ تومان
ترجمه مقاله پایداری توسعه شهری، تعدیل ساختار صنعتی و کارایی کاربری زمین
- مبلغ: ۹۱,۰۰۰ تومان
This article identifies the selling techniques that are critical success factors (CSFs) for salespeople who sell banking products and services in Ecuador. The study examines the selling techniques that differentiate top and bottom sales performers in the Ecuadorian banking industry. Both self-reported and supervisor ratings are used to measure salesperson performance. The results suggest that differences in performance between top and bottom performing salespeople relate to the use of five selling techniques: examining records at the prospecting stage of the selling process; approaching prospects using statements about the salesperson, the bank, or the names of persons who referred the prospect; using customer friendly language during the sales presentation; being knowledgeable of the benefits of the banks’ products and being able to clarify the products’ benefits; and ensuring post-purchase satisfaction of existing customers.
Introduction
Both practitioners and academicians recognize that personal selling effectiveness has become vital to the success of banking institutions (Berry and Kantak, 1990; Bernstel, 2001). Researchers in sales have examined several demographic and psychological characteristics of salespeople in order to find the determinants of salesperson effectiveness and success (Predmore and Bonnice, 1994; Sengupta et al., 2000). Johnston and Marshall (2003) state that the performance of salespeople is a function of both personal traits and organizational factors. Churchill et al. (1985) found that the key individual-level determinants of salesperson performance are aptitude, personal characteristics, skill level, role perceptions, and motivation
Limitations and directions for future research
Several research limitations have to be taken into considerations. First, this study only examined the Ecuadorian banking industry, and although it is reasonable to assume this group is nicely representative of Latin American banking employees, it is possible that our results may not generalize perfectly to other industries or countries in Latin America. Second, no analysis has been conducted as to the techniques that do not differentiate top and bottom sales performers. Third, other variables that may have an impact on sales performance such as personality, motivation of the sales force, and differences among sales territories or units have not been included in this study. Future research may address these limitations by including other industries in the analysis, by comparing our results with results obtained from samples from other countries, and by including other relevant variables in the study.