Bringing Meaning to the Salespersons’ Performance: The Effect of Salespersons’ Emotional Regulation and Salespersons’ Selling Skills
DOI:
https://doi.org/10.47067/ramss.v8i1.464Keywords:
Satisfaction with Supervisor, Customer Orientation, Emotional Regulation, and Selling SkillsAbstract
The purpose of the study is to make a pragmatic contribution by confirming the usefulness of the suggested theoretical framework and to test a research model confined to realistic proxy variables integrated into the framework of performance. The study's goal is also to substantiate that the suggested, multi-stage structure will verify the underlying process by which salespeople can achieve higher performance in the pharmaceutical sales context. This study proposes the process-based framework of salespersons’ performance given a few certainties significant in the pharmaceutical sales performance today i.e., customer orientation of the salespeople due to increased demand of customers for a total solution, emotional regulation, and sales-related skills to meet the challenging competition. An argument is presented that proposes that there are supplementary, probable stages in the overall sales process. The research model is developed to test pieces of this process framework. Downstream salespersons’ behaviors and the outcome of these behaviors are thus the central idea of this framework. Data was collected from pharmaceutical salespeople (n = 300) from 20 pharmaceutical firms (national and international). The paper concludes with a summary of managerial and theoretical implications and research limitations as well as proposed future directions for researchers. This research offered more of a direct consequence to senior and field managers. The precise characteristics of the pharmaceutical salespersons i.e., salespersons’ customer orientation are influenced by the servant leadership style of field managers, and emotional regulation and selling skills do play an important role in boosting their performance. We also found a major variance in salespersons’ performance that was attributed to emotional regulation and selling skills. This offers concrete proof that the outcome salespersons bring in as a result strong emotional regulation and professional selling skills are significant drivers of performance. The downstream effects that result from the servant leadership style of field managers drive performance. The results show a promising configuration of relationships within the proposed model.
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