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Publication
A utilização dos estilos de negociação como critério para a atribuição de clientes a vendedores
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 12.18 MB | Adobe PDF |
Advisor(s)
Abstract(s)
A estrutura da força de vendas tem uma influência direta e significativa na implementação estratégica da empresa. Das três áreas que a compõem, a atribuição de clientes a vendedores é a mais complexa e a que afeta não só o sucesso da implementação estratégica, como também a rentabilidade da empresa, as relações com os clientes e no desempenho da força de vendas. Após a análise efetuada com base na revisão de literatura relevante, conclui-se que os modelos existentes utilizam todos o critério geográfico para atribuir os clientes aos vendedores. Nenhum modelo apresenta como critério validado as características comportamentais ou de competências de vendedores e clientes. Não consideram assim que as diferenças existentes no perfil dos diferentes vendedores, bem como no perfil dos diferentes clientes, afetam a eficácia dos modelos de atribuição de clientes a vendedores.
A negociação é uma componente diária da atividade de vendedores e clientes. O estilo de negociação de cada negociador é um dos fatores mais influentes no resultado da eficácia negocial. Deste modo, a presente investigação estuda a utilização da conjugação do estilo de negociação do vendedor com o estilo de negociação do cliente como modelo de atribuição de clientes a vendedores e também como critério misto a utilizar noutros modelos para o mesmo fim. O presente estudo utiliza uma amostra de 565 indivíduos que desempenham funções na área comercial. Identificou-se o estilo de negociação de cada vendedor e respetivo cliente, avaliando-se de seguida a eficácia negocial da negociação ocorrida entre ambos. Os resultados obtidos confirmam a hipótese da investigação: A conjugação do estilo de negociação integrador no vendedor com o estilo de negociação integrador no cliente é a que gera melhor eficácia negocial em todos os parâmetros considerados: “perceção sobre o resultado”, “perceção sobre oprocesso”, “perceção sobre si próprio” e “perceção sobre a relação”. Portanto as diferentesconjugações de estilos de negociação entre vendedor e clientes têm influência no resultado negocial e, sendo este critério válido tanto como modelo único ou misto de atribuição de clientes a vendedores. Abrem-se, assim, novas perspetivas nesta área que são mais adequadas às necessidades atuais das empresas.
A salesforce structure has a direct and meaningful influence on the company’s strategic positioning. Of the three areas that it comprehends, the allocation of clients to salespeople (henceforth: client allocation for simplicity) is the most complex and the one that affects the most the success of the company’s implementation of its strategy. An adequate client allocation also affects the company’s profitability, client relations and salesforce performance. An analysis of the relevant literature has shown that the models so far existing all use the geographic criterium for client allocation. No model presents as a validated criterium the salespeople’s and clients’ behavioural characteristics and skills. They don’t take into account, thus, that the differences between the clients’ and salespeople’s personalities affect the client allocation effectiveness. Negotiation is a daily feature of the salespeople’ and clients’ activity. Each negotiator’s style is one of the most influential factors on the results of the negotiation. The research herein presented studies the conjugation of salesperson’s style with that of the client to produce a client allocation model. It is also useful for client allocation models that employ mixed criteria. The present study is based on a sample of 565 people who work in sales related activities. This study went on to identify each salesperson's and client's negotiation styles, after which it evaluated the negotiation effectiveness of their deal. The results confirmed this research hypothesis: the sellers’ integrative negotiation style when combined with the same style in the client produces the best negotiation effectiveness. All four parameters measured the latter: “perception of the result”, “perception of the process”, “perception of self” and “perception of the relationship”. These measures confirm that the different conjugations of negotiation styles between sellers and buyers influence the result of the negotiation and that this influence operates as much in a single or mixed criteria client allocation model. Thus, new perspectives open more adequate measures to the present needs of companies.
A salesforce structure has a direct and meaningful influence on the company’s strategic positioning. Of the three areas that it comprehends, the allocation of clients to salespeople (henceforth: client allocation for simplicity) is the most complex and the one that affects the most the success of the company’s implementation of its strategy. An adequate client allocation also affects the company’s profitability, client relations and salesforce performance. An analysis of the relevant literature has shown that the models so far existing all use the geographic criterium for client allocation. No model presents as a validated criterium the salespeople’s and clients’ behavioural characteristics and skills. They don’t take into account, thus, that the differences between the clients’ and salespeople’s personalities affect the client allocation effectiveness. Negotiation is a daily feature of the salespeople’ and clients’ activity. Each negotiator’s style is one of the most influential factors on the results of the negotiation. The research herein presented studies the conjugation of salesperson’s style with that of the client to produce a client allocation model. It is also useful for client allocation models that employ mixed criteria. The present study is based on a sample of 565 people who work in sales related activities. This study went on to identify each salesperson's and client's negotiation styles, after which it evaluated the negotiation effectiveness of their deal. The results confirmed this research hypothesis: the sellers’ integrative negotiation style when combined with the same style in the client produces the best negotiation effectiveness. All four parameters measured the latter: “perception of the result”, “perception of the process”, “perception of self” and “perception of the relationship”. These measures confirm that the different conjugations of negotiation styles between sellers and buyers influence the result of the negotiation and that this influence operates as much in a single or mixed criteria client allocation model. Thus, new perspectives open more adequate measures to the present needs of companies.
Description
Keywords
Estrutura de vendas Atribuição de clientes a vendedores Estilos de negociação Eficácia negocial Organização da força de vendas Implementação estratégica