Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills
Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 cust...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Hughes, Douglas E. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2012 |
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| Schlagwörter: |
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| Anmerkung: |
© Academy of Marketing Science 2012 |
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| Übergeordnetes Werk: |
Enthalten in: Journal of the Academy of Marketing Science - Dordrecht : Springer Netherlands, 1973, 41(2012), 1 vom: 14. Juli, Seite 91-110 |
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| Übergeordnetes Werk: |
volume:41 ; year:2012 ; number:1 ; day:14 ; month:07 ; pages:91-110 |
| Links: |
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| DOI / URN: |
10.1007/s11747-012-0311-8 |
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| Katalog-ID: |
SPR022300627 |
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| 100 | 1 | |a Hughes, Douglas E. |e verfasserin |4 aut | |
| 245 | 1 | 0 | |a Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills |
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| 520 | |a Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. | ||
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| 700 | 1 | |a Rapp, Adam |4 aut | |
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10.1007/s11747-012-0311-8 doi (DE-627)SPR022300627 (SPR)s11747-012-0311-8-e DE-627 ger DE-627 rakwb eng Hughes, Douglas E. verfasserin aut Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Academy of Marketing Science 2012 Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 Le Bon, Joël aut Rapp, Adam aut Enthalten in Journal of the Academy of Marketing Science Dordrecht : Springer Netherlands, 1973 41(2012), 1 vom: 14. Juli, Seite 91-110 (DE-627)341346462 (DE-600)2067360-7 1552-7824 nnns volume:41 year:2012 number:1 day:14 month:07 pages:91-110 https://dx.doi.org/10.1007/s11747-012-0311-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41 2012 1 14 07 91-110 |
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10.1007/s11747-012-0311-8 doi (DE-627)SPR022300627 (SPR)s11747-012-0311-8-e DE-627 ger DE-627 rakwb eng Hughes, Douglas E. verfasserin aut Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Academy of Marketing Science 2012 Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 Le Bon, Joël aut Rapp, Adam aut Enthalten in Journal of the Academy of Marketing Science Dordrecht : Springer Netherlands, 1973 41(2012), 1 vom: 14. Juli, Seite 91-110 (DE-627)341346462 (DE-600)2067360-7 1552-7824 nnns volume:41 year:2012 number:1 day:14 month:07 pages:91-110 https://dx.doi.org/10.1007/s11747-012-0311-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41 2012 1 14 07 91-110 |
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10.1007/s11747-012-0311-8 doi (DE-627)SPR022300627 (SPR)s11747-012-0311-8-e DE-627 ger DE-627 rakwb eng Hughes, Douglas E. verfasserin aut Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Academy of Marketing Science 2012 Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 Le Bon, Joël aut Rapp, Adam aut Enthalten in Journal of the Academy of Marketing Science Dordrecht : Springer Netherlands, 1973 41(2012), 1 vom: 14. Juli, Seite 91-110 (DE-627)341346462 (DE-600)2067360-7 1552-7824 nnns volume:41 year:2012 number:1 day:14 month:07 pages:91-110 https://dx.doi.org/10.1007/s11747-012-0311-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41 2012 1 14 07 91-110 |
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10.1007/s11747-012-0311-8 doi (DE-627)SPR022300627 (SPR)s11747-012-0311-8-e DE-627 ger DE-627 rakwb eng Hughes, Douglas E. verfasserin aut Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Academy of Marketing Science 2012 Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 Le Bon, Joël aut Rapp, Adam aut Enthalten in Journal of the Academy of Marketing Science Dordrecht : Springer Netherlands, 1973 41(2012), 1 vom: 14. Juli, Seite 91-110 (DE-627)341346462 (DE-600)2067360-7 1552-7824 nnns volume:41 year:2012 number:1 day:14 month:07 pages:91-110 https://dx.doi.org/10.1007/s11747-012-0311-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41 2012 1 14 07 91-110 |
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10.1007/s11747-012-0311-8 doi (DE-627)SPR022300627 (SPR)s11747-012-0311-8-e DE-627 ger DE-627 rakwb eng Hughes, Douglas E. verfasserin aut Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills 2012 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Academy of Marketing Science 2012 Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 Le Bon, Joël aut Rapp, Adam aut Enthalten in Journal of the Academy of Marketing Science Dordrecht : Springer Netherlands, 1973 41(2012), 1 vom: 14. Juli, Seite 91-110 (DE-627)341346462 (DE-600)2067360-7 1552-7824 nnns volume:41 year:2012 number:1 day:14 month:07 pages:91-110 https://dx.doi.org/10.1007/s11747-012-0311-8 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_266 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 41 2012 1 14 07 91-110 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">SPR022300627</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230330073125.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">201006s2012 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1007/s11747-012-0311-8</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)SPR022300627</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(SPR)s11747-012-0311-8-e</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Hughes, Douglas E.</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2012</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© Academy of Marketing Science 2012</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. 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Hughes, Douglas E. |
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Hughes, Douglas E. misc Salespeople misc Competitive intelligence misc Marketing intelligence misc Social capital misc Adaptive selling misc Multilevel modeling misc Perceived value misc Information use misc Customer orientation Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills |
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Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills Salespeople (dpeaa)DE-He213 Competitive intelligence (dpeaa)DE-He213 Marketing intelligence (dpeaa)DE-He213 Social capital (dpeaa)DE-He213 Adaptive selling (dpeaa)DE-He213 Multilevel modeling (dpeaa)DE-He213 Perceived value (dpeaa)DE-He213 Information use (dpeaa)DE-He213 Customer orientation (dpeaa)DE-He213 |
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gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills |
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Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills |
| abstract |
Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. © Academy of Marketing Science 2012 |
| abstractGer |
Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. © Academy of Marketing Science 2012 |
| abstract_unstemmed |
Abstract This study explores the generation and use of competitive intelligence (CI) within the buyer–seller exchange process and its influence on salesperson performance. Using the concept of social capital as a theoretical foundation and multilevel data collected at three time points from 686 customer–salesperson dyads, the authors empirically test a conceptual framework that proposes both antecedents and consequences of CI sharing between customer and salesperson. The results of the study demonstrate that CI sharing by customers is a function of salesperson customer orientation, customer-centric extra-role behaviors, and relationship quality. CI sharing translates into increased perceived value, share-of-wallet, and profit margins when the salesperson utilizes the information to position and differentiate his or her product; however this occurs only when the salesperson has strong adaptive selling skills. Surprisingly, CI negatively influences these outcomes among low-adaptive salespeople, indicating that CI can actually work to a firm’s disadvantage if the salesperson is not equipped to respond to it. These findings suggest that CI must be examined differently than general market knowledge and that firms may leverage CI to their tactical advantage at the salesperson–customer interface if managed effectively. © Academy of Marketing Science 2012 |
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| title_short |
Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills |
| url |
https://dx.doi.org/10.1007/s11747-012-0311-8 |
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| author2 |
Le Bon, Joël Rapp, Adam |
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Le Bon, Joël Rapp, Adam |
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| doi_str |
10.1007/s11747-012-0311-8 |
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2024-07-04T02:36:26.894Z |
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|
| score |
7.400749 |