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首页> 外文会议>AMA Summer Educators Conference >IMPLEMENTING SERVICE GROWTH STRATEGIES AT THE INDUSTRIAL SALES FORCE LEVEL: KEY CHALLENGES IN SELECTING AND MANAGING THE SERVICE-SAWY SALES FORCE
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IMPLEMENTING SERVICE GROWTH STRATEGIES AT THE INDUSTRIAL SALES FORCE LEVEL: KEY CHALLENGES IN SELECTING AND MANAGING THE SERVICE-SAWY SALES FORCE

机译：在工业销售队伍中实施服务增长策略：选择和管理服务锯清销售部队的关键挑战

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Manufacturing companies are increasingly seeking service-led growth to secure their existing positions and to expand in competitive and commoditized markets. Although this trend is well noted in the literature (Ostrom et al. 2010), managers are still reporting problems with their service transitioning strategies. For example, Stanley and Wojcik (2005) note that half of all solution providers realize only modest profitability, and 25 percent actually lose money with their value-added service offerings. Clearly, there is considerable risk for firms not cognizant of the challenges in transitioning to a service-centric business model in B2b markets, and we still know little about what exactly drives the success or failure of service growth strategies in B2B firms (Bolton et al. 2007). Some evidence suggests that the sales force represents a major hurdle in moving toward a service-centric business model. For example, Reinartz and Ulaga (2008) discuss several cases of firms experiencing strong resistance to change from within the sales organization. They note that, even after extensive training, firms experienced high levels of churn among sales people and had "little choice but to fire and hire; a few in our study replaced 80 percent of their existing sales forces." Similarly, Ulaga andReinartz (2011) suggest that only one third of industrial sales people easily transition to hybrid offering sales, while two thirds either require considerable retraining or prefer to be reassigned to goods-centric sales. Given the key role of salespeople when shifting to a service-centric business model in manufacturing firms, research is needed to generate a deeper understanding of the distinctive sales capabilities needed for selling hybrid offerings. While this touches on issues in organizational and managerial domains, we focus on the individual salesperson level. Executives consistently point to the HR challenges of hiring and motivating the "right" service sales reps above and beyond their existing goods-centric sales force. Against this backdrop, we propose our research questions: 1. What capabilities are needed to successfully sell hybrid offerings in B2B markets? 2. Which personality traits resonate in effective hybrid-offering salespeople?
机译：制造公司越来越多地寻求服务主导的增长，以确保其现有职位，并扩大竞争和商品化市场。虽然文学中的这种趋势很好（Ostrom等，2010），但是管理者仍然报告其服务过渡策略的问题。例如，Stanley和Wojcik（2005）注意到，所有解决方案提供商的一半只能实现适度的盈利能力，25％实际上损失了其增值服务产品。显然，企业未认识到B2B市场中以服务为中心的商业模式的挑战，有相当大的风险，我们仍然知道B2B公司（Bolton等）在B2B公司的服务增长策略的成败或失败内容。2007）。有些证据表明，销售部队代表了朝着以服务为中心的商业模式的主要障碍。例如，Reinartz和Ulaga（2008）讨论了几个案件，销售组织内部遇到了强大抵抗力。他们注意到，即使在广泛的培训之后，公司也经历了销售人员的高水平，并且“很少选择，而是消防和雇用;我们的研究中的一些人取代了其现有销售部队的80％。”同样，Ulaga Andreinartz（2011）建议只有三分之一的工业销售人员轻松过渡到混合动力提供销售，而三分之二则需要相当多的再培训或更喜欢被重新分配给以货物为中心的销售。鉴于销售人员在制造公司中以服务为中心的商业模式转移时的关键作用，需要研究对销售混合动力产品所需的独特销售能力来实现更深入的了解。虽然这触及了组织和管理领域的问题，但我们专注于个人销售人员水平。高管始终指出招聘和激励上述“正确”服务销售代表的人力资源挑战，以其以现有物品为中心的销售代表。在此背景下，我们提出了我们的研究问题：1。在B2B市场成功销售混合动力产品需要哪些能力？ 2.哪种个性特征在有效的混合提供销售人员中共鸣？

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