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Understanding the complex array of individual, organizational and environmental factors affecting the performance,
perspectives and attitudes of salespeople is a daunting
endeavour. The most common approach to generating
knowledge in this pursuit is quantitative research. Quantitative research is a deductive process whereby theoretically based hypotheses are tested using numerically
measured variables and some form of statistical analysis
(De Vos et al. 2002). While this type of research is essential
to advancing the body of sales knowledge, sales researchers also frequently utilize qualitative research. Qualitative
research employs an inductive approach and a fundamentally different role of the researcher and interpretation of
findings (Creswell 2007). In qualitative research, the
researcher plays an active role in both the generation and
interpretation of insight, and a more subjective perspective
on the nature of reality is embraced.
As Stake (2010) notes, there are many advantages to
using qualitative methods. Qualitative research allows for a
more discovery-oriented approach in conducting research
and can be particularly useful in exploring phenomena
where little understanding exists. A priori hypotheses are
not necessary in qualitative research. Qualitative approaches
can uncover themes and hypotheses entirely unknown to
the extant literature or the researcher. Researchers are thus
able to generate rather than test theory. Further, qualitative
approaches often allow for the voice of the participant to be
heard through their responses to open-ended questions.
This can provide deeper insight and more complete
understandings of the perspectives of the applicable
*Email: johnsonjs@umkc.edu
2014 Taylor & Francis
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J.S. Johnson
Table 1.
Topic area
Sample(s)
Type(s)
of data
Salesperson listening
8 realtors, 23
customers
Interviews
Sales presentation
efficacy
10 salespeople,
10 buyers
Interviews
Marketing/sales
interface
15 salespeople,
22 marketers
Interviews
Marketing/sales
interface
25 salespeople,
22 marketers
Interviews
Inter-generational
relationship selling
24 salespeople
Interviews
Marketing/sales
interface
33 salespeople
Interviews
11 sales
managers,
8 salespeople
Observation,
interviews
Marketing/sales
interface
23 salespeople,
15 marketers
Interviews
Marketing/sales
interface
27 salespeople,
31 marketers
Interviews,
focus group
Key findings
The authors examine the nuanced nature of salesperson listening in sales relationships. By
conducting interviews with both buyers and sellers, they are able to provide multiple
perspectives. Their emergent findings show that listening conveys both cognitive and affective
meaning to buyers. Additionally, the results uncovered a temporal component to listening,
whereby buyers recognize changes in listening that occur over time.
Recognizing salespeople and buyers may have different perspectives on what makes a sales
presentation effective, the authors solicit input from both sides of the dyad. The emergent results
identify three key themes in efficacious presentations: knowledge, adaptability and trust but also
show there are differences in these themes between buyers and sellers.
The authors examine the marketing/sales interface in emerging markets. Findings show that this
important interface is different in the context studied as there is a high power distance and little
communication between parties. Important insight from the sales force may be lost for
companies in these countries.
The author explores the nascent research area of the marketing and sales interface focusing on
improving the connection between these two functions. Findings show the critical impact of
structure, language, process artifacts, social linkages and philosophical linkages in enhancing the
marketingsales connection and also the potential moderating influence of communication,
marketing flexibility, process ownership and joint team visibility.
The authors recognize the significant shift occurring in the sales force due to retiring baby
boomers being replaced by millennials. By interviewing a sample of young, business-to-business
salespeople, they identify perspectives of selling to an older age demographic as well as
strategies used by younger salespeople to bridge this divide.
The author utilizes interviews with a diverse group of salespeople to uncover what drives and
abates marketings credibility in the eyes of the salesperson. Results elucidate the importance of
expertise, trust and interpersonal proximity.
The authors explore the social exchange mechanisms that manifest in sales-related problem
resolution situations. The results reveal three important social exchange factors relevant to
problem resolution situations: responsiveness, caring and aggressiveness. These factors are
shaped by managerial and situational factors and affect problem resolution and relationships.
The author examines the different perceptions held by marketers and salespeople on roles in the
strategic process. Several different themes emerge including role-related and process-related
perceptual differences.
The authors seek to provide an initial understanding of the facilitators of the strategy-making
process between marketing and sales. Their grounded theory analysis reveals a three-stage model
illustrating the important facets and sequencing of the marketing/sales strategy-making process.
Author(s)
265
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Table 1 (Continued)
Topic area
Sample(s)
Type(s)
of data
Marketing/sales
interface
29 salespeople,
20 marketers
Interviews
33 sales
executives
Interviews
Marketing/sales
interface
36 salespeople,
8 marketers
Interviews
Salesperson client
knowledge
36 salespeople
Observation,
interviews
Salesperson
socialization with
customers
24 salespeople
Interviews
Salesperson client
knowledge
36 salespeople
Observation,
interviews
Key findings
The authors investigate the determinants of salesperson buy-in of marketing strategies. In-depth
interviews and a grounded theory analysis reveal the four critical components of objectivity/
rational persuasion, sensitivity/responsiveness to reality, involvement in strategy making and
positioning for success.
The authors explore the ethical issues presented by the growing usage of technology in the sales
force. They find that the ethical issues surrounding sales technology are represented by the major
themes of exploitation and control. Exploitation refers to the deceptive/privacy invasion impact
sales technology may have and control the accountability/loss of empowerment.
By interviewing multiple marketers and salespeople, the authors seek to uncover the inhibitors of
the marketing/sales relationship. The results find that marketing and sales often diverge on issues
such as focus of activity and temporal focus among others. This divergence can be a source of
detrimental conflict.
The authors explore how salespeople conduct relational learning with their customers and
identify several different qualities relational learning possesses. They further identify antecedents
and consequences associated with this focal phenomenon.
The authors discuss a prevalent, yet under researched, sales practice: socializing with customers.
In business-to-business selling, customer entertainment can be important in developing
constructive and profitable relationships. The results identify the benefits of customer
entertainment such as having the customers undivided attention, thanking them for their
business, airing complaints, gaining knowledge, breaking the ice and providing a buffer for
future potential conflicts.
The authors espouse the need for more grounded theory research in the sales domain and
examine the topic of salesperson client knowledge. Results show that salespeople have a wide
array of types of relationships with their clients with many antecedents and consequences.
EJM, European Journal of Marketing; IMM, Industrial Marketing Management; JAMS, Journal of the Academy of Marketing Science; JBIM, Journal of Business & Industrial Marketing; JBR, Journal of
Business Research; JPSSM, Journal of Personal Selling & Sales Management; JSM, Journal of Strategic Marketing.
J.S. Johnson
Author(s)
267
. Justification of method
. Strauss vs. Glaser
. Listing of research questions
Description of sample
Table of sample
Snowball sampling
Interview mode
Interview length
Recording hours
Transcription pages
Questions asked
Confidentiality assured
Mention of theoretical saturation
Data analysis
.
.
.
.
Presenting results
.
.
.
.
.
Coding table
Frequency of codes
Direct quotes
Propositions
Visual model
Data analysis
In conducting data analysis in grounded theory studies,
researchers should use qualitative data analysis software to
organize their data. As grounded theory collections can
produce extremely large amounts of data, the ability to
readily code and effectively analyse data is of paramount
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J.S. Johnson
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J.S. Johnson
Methodological improvements
The review of grounded theory in sales research reveals
that sales researchers have done a commendable job in
their operationalization of grounded theory applications;
however, the review also identifies certain aspects that are
underutilized or unused entirely. Cognizance of these
grounded theory facets can contribute to its application
and better advance knowledge generated through this
approach in the sales domain.
First, the exclusive dedication of sales researchers to
the Straussian approach may be limiting their ability to
advance insight using grounded theory. While the Straussian approach provides a strong structure in constructing a
process model (i.e. focal phenomenon and its antecedents,
outcomes and contextual conditions), not all topics are
best conceptualized in this fashion. Sales researchers
wishing to apply grounded theory as conceptualized by
Glaser need not feel prohibited in this approach as it is a
judgement call rather than an objective right or wrong
decision; however, researchers should be cognizant that
this approach bucks the trend and be very clear in their
rationale for and implementation of this grounded theory
variant. Using and citing recent methodological work
espousing the considerations of a more interpretivist,
constructivist stance would be advised for sales scholars
employing this approach (e.g. Charmaz 2006).
Second, grounded theory researchers in sales almost
exclusively use personal contacts as the basis for sample
procurement. This practice may limit the variation in
perspectives and insights gleaned in their theory-generation endeavours. Researchers can seek to augment their
personal contacts by using an industry list of potentially
relevant participants from a private or academic organization to diversify their sample (e.g. Tuli, Kohli, and
Bharadwaj 2007).
Third, an examination of the types of data sources
used in grounded theory reveals that the vast majority of
studies rely solely on data obtained from interviewing
participants. While using only interviews is an acceptable
practice, triangulation using multiple data types can better
assure readers on the internal validity of the research (Lee
and Cadogan 2009). Accordingly, sales researchers can
use data sources such as focus groups (e.g. Malshe and
Sohi 2009b), observation (e.g. Turley and Geiger 2006) or
outside-of-the-box sources like salespersoncustomer call
recordings to augment the findings gleaned from participant interviews.
Fourth, the majority of sales researchers mention
theoretical saturation; however, an additional process sales
researchers can use to demonstrate theoretical saturation
has been reached is discriminant sampling. In discriminant
Figure 1.
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Conclusion
The use of grounded theory in sales research is likely to
intensify as the sales domain continues to progress.
Grounded theory will continue to provide theoretical
understanding to nascent and underdeveloped areas in
sales. However, grounded theory in many cases may be a
better approach than the common practice of theory
borrowing from other domains of inquiry to propose
theoretical relationships. Sales/sales management is a very
different context from those in which many borrowed
theories are obtained (psychology, sociology, economics,
etc.). As such, in instances where borrowed theories do
not provide an optimal fit for sales-related phenomena,
grounded theory may be a better choice.
This article endeavours to provide greater understanding of qualitative sales research and, specifically, grounded
theory research designs. Grounded theory provides sales
researchers with a prescribed means for generating theory
as opposed to testing theory as is done most commonly.
By discussing grounded theory, reviewing the application
of grounded theory examinations in sales research, and
advancing substantive and methodological future directions for grounded theory research, this article seeks to
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J.S. Johnson
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