Salesperson improvisation: an empirical examination of its consequences and boundaries
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Date
2016
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Abstract
The received wisdom in industrial selling emphasizes systematic approaches where
the typical sales scenario comprises prospecting, pre-approach, approach,
presentation, handling objections, closing and follow-up. However, times are
changing, making such a systematic approach to selling not always optimal. As
markets become more unpredictable, salespersons must frequently employ
unplanned, spur-of-the-moment responses to be responsive in unexpected and urgent
situations. In spite of the pervasiveness of such improvised responses, the literature
has yet to account for them. Accordingly, the objective of this study is to investigate
the consequences, antecedents and boundaries of salesperson improvisation. From a
descriptive decision-making perspective, the study proposes a conceptual model of
salesperson improvisation and tests it on a sample of industrial salespersons in
Ghana.
Findings support a two-dimensional structure of salesperson improvisation
comprising salesperson creativity and spontaneity. Findings also show that the
dimensions may have differential implications for sales performance. Salesperson
creativity during improvisation may engender sales losses while spontaneity may be
related to sales success. However, neither dimension has a significant direct
relationship with sales performance. Rather, the paths from creativity and
spontaneity to sales performance become activated by resource availability, pressure
to perform and individual agency. Resource availability renders the creativity–
performance link positive while individual agency makes it negative. On the other
hand, given high performance pressures, the positive non-significant path from
spontaneity to sales performance assumes a significant negative tone.
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The study also finds that the two dimensions differ, to some extent, in the factors
that drive them. Self-efficacy drives creativity but reduces spontaneity during
improvisation. Experience also reduces spontaneity but has no direct effect on
creativity. Salesperson autonomy, however, is a universal driver of both creativity
and spontaneity. Implications of these findings for the sales management and
improvisation literatures, and for practice are discussed. The researcher also outlines
opportunities for future research.
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Keywords
Salesperson improvisation, sales performance, descriptive decision, salesperson spontaneity