Abstract
As emerging markets continue to grow, research on personal selling and sales management in these settings is coming to the fore, as this special issue of Journal of Personal Selling and Sales Management attests. With an in-depth review of extant research, this contribution addresses three key research questions. First, are there differences between established/recommended theories or styles or paradigms for effective personal selling and sales management in developed markets and emerging markets? The survey suggests there are. Second, are culture variables, traditionally used in extant research, sufficient to differentiate between developed and emerging markets? The presented analysis suggests that culture must be combined with economic variables to establish clear contexts that reflect developed and emerging markets. Third, what classification framework can serve to examine personal selling and sales management strategies in terms of their applicability in both developed and emerging markets? This article derives such a classification framework by organizing extant sales research into categories where either small differences in research findings between developed and emerging markets are expected, or where large differences in research findings are expected. Propositions for the category of selling process and technique are derived. Overall, these findings suggest the need for substantial research that examines the differences between developed and emerging markets, because of the vast implications for theory, research, and practice.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 89-104 |
| Number of pages | 16 |
| Journal | Journal of Personal Selling and Sales Management |
| Volume | 36 |
| Issue number | 2 |
| DOIs | |
| State | Published - Apr 2 2016 |
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Keywords
- China
- developed markets
- emerging markets
- India
- personal selling
- sales management
ASJC Scopus subject areas
- Human Factors and Ergonomics
- Management of Technology and Innovation
Cite this
What personal selling and sales management recommendations from developed markets are relevant in emerging markets? / Sharma, Arun.
In: Journal of Personal Selling and Sales Management, Vol. 36, No. 2, 02.04.2016, p. 89-104.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - What personal selling and sales management recommendations from developed markets are relevant in emerging markets?
AU - Sharma, Arun
PY - 2016/4/2
Y1 - 2016/4/2
N2 - As emerging markets continue to grow, research on personal selling and sales management in these settings is coming to the fore, as this special issue of Journal of Personal Selling and Sales Management attests. With an in-depth review of extant research, this contribution addresses three key research questions. First, are there differences between established/recommended theories or styles or paradigms for effective personal selling and sales management in developed markets and emerging markets? The survey suggests there are. Second, are culture variables, traditionally used in extant research, sufficient to differentiate between developed and emerging markets? The presented analysis suggests that culture must be combined with economic variables to establish clear contexts that reflect developed and emerging markets. Third, what classification framework can serve to examine personal selling and sales management strategies in terms of their applicability in both developed and emerging markets? This article derives such a classification framework by organizing extant sales research into categories where either small differences in research findings between developed and emerging markets are expected, or where large differences in research findings are expected. Propositions for the category of selling process and technique are derived. Overall, these findings suggest the need for substantial research that examines the differences between developed and emerging markets, because of the vast implications for theory, research, and practice.
AB - As emerging markets continue to grow, research on personal selling and sales management in these settings is coming to the fore, as this special issue of Journal of Personal Selling and Sales Management attests. With an in-depth review of extant research, this contribution addresses three key research questions. First, are there differences between established/recommended theories or styles or paradigms for effective personal selling and sales management in developed markets and emerging markets? The survey suggests there are. Second, are culture variables, traditionally used in extant research, sufficient to differentiate between developed and emerging markets? The presented analysis suggests that culture must be combined with economic variables to establish clear contexts that reflect developed and emerging markets. Third, what classification framework can serve to examine personal selling and sales management strategies in terms of their applicability in both developed and emerging markets? This article derives such a classification framework by organizing extant sales research into categories where either small differences in research findings between developed and emerging markets are expected, or where large differences in research findings are expected. Propositions for the category of selling process and technique are derived. Overall, these findings suggest the need for substantial research that examines the differences between developed and emerging markets, because of the vast implications for theory, research, and practice.
KW - China
KW - developed markets
KW - emerging markets
KW - India
KW - personal selling
KW - sales management
UR - http://www.scopus.com/inward/record.url?scp=84969895390&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84969895390&partnerID=8YFLogxK
U2 - 10.1080/08853134.2016.1185951
DO - 10.1080/08853134.2016.1185951
M3 - Article
AN - SCOPUS:84969895390
VL - 36
SP - 89
EP - 104
JO - Journal of Personal Selling and Sales Management
JF - Journal of Personal Selling and Sales Management
SN - 0885-3134
IS - 2
ER -