The impact of technology on
evolving roles of salespeople
Paul Christ
West Chester University, West Chester, Pennsylvania, USA, and
Rolph Anderson
LeBow College of Business, Drexel University, Philadelphia, Pennsylvania, USA
Abstract
Purpose – The purpose of this paper is to bridge the glaring gap in the sales literature due to the
deficiency of historical research on the adoption of technology in personal selling and the resultant
impacts on sales roles.
Design/methodology/approach – This paper traces the early adoption of technology by the sales
force through information obtained from an extensive review of published works covering a nearly
130-year timeframe. Where possible, efforts are made to chronicle the early use of these technologies
by citing examples from historical publications of applications in selling situations.
Findings – In the exciting internet era, it is often unrecognized that adopting the latest technology in
selling is a long, ongoing process which can be traced back at least to the beginning of professional
personal selling in the mid-1800s when the industrial revolution enabled dramatic increases in
manufactured products. A review of the literature suggests that sales forces were often early adopters of
new technologies that laid the groundwork for taking on new or expanded sales roles. With each new
invention and its creative adoption and adaption to selling, new sales roles have been created or ongoing
ones expanded or significantly modified. Many of the roles still entrusted to today’s sales force are
arguably linked to a succession of technological adoptions that occurred between the 1850s and 1980s.
Originality/value – From a historical perspective, this paper examines sales force technology
development from the 1850s through the 1980s and the resultant impacts on sales force roles. To date, this
historic technology-sales force role relationship has not been adequately recognized or addressed in the
sale literature. The analyses presented in the present study should prove useful for academics, students,
and practitioners in the sales and marketing fields as well as researchers examining business history.
Keywords History, Innovation, Information technology, Sales force, Selling methods
Paper type Research paper
Introduction
Over a half century ago, Hollander (1953, p. 5) defined sales devices as “tools or methods
used by the salesman to help in plying his trade”. In plying their trade, twenty-first
century sales forces use an impressive array of sales devices or technological tools to
carry out various important sales roles, including gathering market information,
gaining prospect trust, presenting their companies’ products and services, providing
customer service, and building long-term buyer-seller relationships. Their technology
“sales bags” include multiple telecommunications and internet-enabled devices to
readily access and provide timely information before, during, and after sales
presentations a ...
The article on the effects of technology on the changing role of s.docxmattinsonjanel
The article on the effects of technology on the changing role of sales persons as present by Paul and Anderson is a chronological account of the long-serving interdependence between technology and selling. Since time immemorial, sales persons have always been on the outlook for the latest technology to ease the sale process. Paul and Anderson start their journey at the dawn of the industrial era when sales persons were not members of the industry to the current day when they are essential pillars in firms. However, the article does not synchronize in an orderly manner the evolution of technology and its adoption by the sales person. It is not clear when particular technology dominated the market and the real benefits to the company. Elsewhere, the paper begins be introducing the sales person as an outsider in the businesses of the enterprise but fails to link how and when they became integral parts of the firms.
One of the main aspects of selling is bridging the gap between the producer and the buyer. In this sense, Paul and Anderson Center on the available transport means ranging from the railway to the invention of the car and eventually the airplane. As transport bettered, communication followed suite with the liberty of the telephone, audio and visual tape as well as projectors (Christ). The combination of better means of transportation and communication increased the number of sales persons gradually increasing the overall business. In a span of two centuries, the link between customers, salesperson and the firm narrowed allowing customers to get more information about products, the better reach of clients and increased production.
However, it is unclear of the sequential alignment and development of technology with sales. According to the arrangement of the paper, the shift from one technology to the other or the interrelation of different techniques is not clear. At one point, techniques seem to crush their invention and use, and the actual benefit is not clear. For example, the invention and use of cars in the early 20th century does not consummate to the overall increase in the sales of sales persons. Moreover, the article does not indicate the combination of other technologies present at the time such as the telegram and mailing machine and slide projector. It is not possible to disregard any technology at the date of the invention of the car and say the design of automobiles alone change the field of selling. The paper should in an apparent descent indicate how sales person sequentially and methodically adopted the new technological inventions and merged them with the existing ones to better the selling experience.
Moreover, the paper only highlights the use of technology by sales persons and disregard their roles in different firms. It's true to say a sales person is an ambassador of the respective producing firm thus in selling the sales person advertise and advocates for the production firm. At the dawn of the industrial age, ...
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Nystrom (1990) described high tech markets as marketing dependent and technologically driven. Unfortunately, there is evidence that this linkage is not often recognized by organizations (Gupta, Ray and Wilemon 1985). High tech markets are characterized as complex. In addition, they exist under rapidly changing technological conditions which lead to shorter life cycles (Davidow 1986) and the need for rapid decisions (Bridges, Coughlan, and Kalish 1991). The importance of speed in high tech markets is driven by increasing competition and the continually evolving expectations of customers (Doyle and Saunders 1985). All of this is compounded by higher levels of risk for both the customer and the producer.
Current Issues Literature Review Full ReportKarren Quinio
This document discusses the paradoxical relationship between touch and technology in frontline retail and service encounters. It analyzes how technology infusion can both positively and negatively impact customer satisfaction and the customer experience based on marketing models like the Circle of Satisfaction and Holt's taxonomy of consumer behavior. While technology provides benefits like cost savings and new shopping experiences, too much reliance on technology over personal touch risks reducing consumption experiences related to pleasure, social interaction and self-identity. A balanced approach combining technology with human elements is suggested.
Marketing of Information Products and Services.pptxSiva Kumar
This document provides an overview of key marketing concepts and terms:
- Marketing is defined as the promotion of products/services to induce customers to buy through various mediums. It aims to build long-term relationships between buyers and sellers.
- Philip Kotler is considered the "father of modern marketing" for his influential textbook "Marketing Management" and decades of teaching marketing at Kellogg School of Management.
- Marketing strategies involve environmental scanning, goal-setting, developing the optimal marketing mix, and monitoring progress. The document outlines several common marketing strategy types based on market dominance.
The Tasks of Marketing in the Digital EraYogeshIJTSRD
This article has a qualitative approach, where the main challenges that Marketing areas have in the era of disruptive technologies are raised. At the same time, it examines the opportunities offered by the same technologies to deal with the capture, management and treatment of large volumes of information dispersed in different sources, whose heterogeneous, unstructured data concentrates the basic elements to develop invaluable information to the departments Marketing, given that there would be obtained market trends, attributes and ideal characteristics to develop products and services tailored to consumers. Asqar Samadov "The Tasks of Marketing in the Digital Era" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41164.pdf Paper URL: https://www.ijtsrd.comeconomics/market-economy/41164/the-tasks-of-marketing-in-the-digital-era/asqar-samadov
The article on the effects of technology on the changing role of s.docxmattinsonjanel
The article on the effects of technology on the changing role of sales persons as present by Paul and Anderson is a chronological account of the long-serving interdependence between technology and selling. Since time immemorial, sales persons have always been on the outlook for the latest technology to ease the sale process. Paul and Anderson start their journey at the dawn of the industrial era when sales persons were not members of the industry to the current day when they are essential pillars in firms. However, the article does not synchronize in an orderly manner the evolution of technology and its adoption by the sales person. It is not clear when particular technology dominated the market and the real benefits to the company. Elsewhere, the paper begins be introducing the sales person as an outsider in the businesses of the enterprise but fails to link how and when they became integral parts of the firms.
One of the main aspects of selling is bridging the gap between the producer and the buyer. In this sense, Paul and Anderson Center on the available transport means ranging from the railway to the invention of the car and eventually the airplane. As transport bettered, communication followed suite with the liberty of the telephone, audio and visual tape as well as projectors (Christ). The combination of better means of transportation and communication increased the number of sales persons gradually increasing the overall business. In a span of two centuries, the link between customers, salesperson and the firm narrowed allowing customers to get more information about products, the better reach of clients and increased production.
However, it is unclear of the sequential alignment and development of technology with sales. According to the arrangement of the paper, the shift from one technology to the other or the interrelation of different techniques is not clear. At one point, techniques seem to crush their invention and use, and the actual benefit is not clear. For example, the invention and use of cars in the early 20th century does not consummate to the overall increase in the sales of sales persons. Moreover, the article does not indicate the combination of other technologies present at the time such as the telegram and mailing machine and slide projector. It is not possible to disregard any technology at the date of the invention of the car and say the design of automobiles alone change the field of selling. The paper should in an apparent descent indicate how sales person sequentially and methodically adopted the new technological inventions and merged them with the existing ones to better the selling experience.
Moreover, the paper only highlights the use of technology by sales persons and disregard their roles in different firms. It's true to say a sales person is an ambassador of the respective producing firm thus in selling the sales person advertise and advocates for the production firm. At the dawn of the industrial age, ...
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Nystrom (1990) described high tech markets as marketing dependent and technologically driven. Unfortunately, there is evidence that this linkage is not often recognized by organizations (Gupta, Ray and Wilemon 1985). High tech markets are characterized as complex. In addition, they exist under rapidly changing technological conditions which lead to shorter life cycles (Davidow 1986) and the need for rapid decisions (Bridges, Coughlan, and Kalish 1991). The importance of speed in high tech markets is driven by increasing competition and the continually evolving expectations of customers (Doyle and Saunders 1985). All of this is compounded by higher levels of risk for both the customer and the producer.
Current Issues Literature Review Full ReportKarren Quinio
This document discusses the paradoxical relationship between touch and technology in frontline retail and service encounters. It analyzes how technology infusion can both positively and negatively impact customer satisfaction and the customer experience based on marketing models like the Circle of Satisfaction and Holt's taxonomy of consumer behavior. While technology provides benefits like cost savings and new shopping experiences, too much reliance on technology over personal touch risks reducing consumption experiences related to pleasure, social interaction and self-identity. A balanced approach combining technology with human elements is suggested.
Marketing of Information Products and Services.pptxSiva Kumar
This document provides an overview of key marketing concepts and terms:
- Marketing is defined as the promotion of products/services to induce customers to buy through various mediums. It aims to build long-term relationships between buyers and sellers.
- Philip Kotler is considered the "father of modern marketing" for his influential textbook "Marketing Management" and decades of teaching marketing at Kellogg School of Management.
- Marketing strategies involve environmental scanning, goal-setting, developing the optimal marketing mix, and monitoring progress. The document outlines several common marketing strategy types based on market dominance.
The Tasks of Marketing in the Digital EraYogeshIJTSRD
This article has a qualitative approach, where the main challenges that Marketing areas have in the era of disruptive technologies are raised. At the same time, it examines the opportunities offered by the same technologies to deal with the capture, management and treatment of large volumes of information dispersed in different sources, whose heterogeneous, unstructured data concentrates the basic elements to develop invaluable information to the departments Marketing, given that there would be obtained market trends, attributes and ideal characteristics to develop products and services tailored to consumers. Asqar Samadov "The Tasks of Marketing in the Digital Era" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41164.pdf Paper URL: https://www.ijtsrd.comeconomics/market-economy/41164/the-tasks-of-marketing-in-the-digital-era/asqar-samadov
Instructions for the Business Research Project OptionIf the stu.docxnormanibarber20063
Instructions for the Business Research Project Option:
If the student picks the Business Research Project option, the guidelines below outline the project's expectations:
The purpose of this project is to pick a current issue or force affecting businesses, important to many businesses, and to research it. Examples would include globalization, increased focus on diversity of the workforce, greater competition, etc.
The research performed should focus on history and background of the issue and how it is affecting businesses today.
The remainder of the paper will address the possible trends of the issue [such as increasing globalization or increasing competition] and alternatives business managers have to address the issue.
Required Major parts for paper:
I. Introduction [What is the topic, why it is important….to whom]
II. Review of existing literature [history, background, current company experiences]
III. Impact on business [in the past, now, going forward]
IV. Going forward [projected trends, pending legislation, likely regulation, political pressures]
V. Management options to address likely trends going forward; these could include actions to mitigate risks of the trends or actions to take advantage of the trends
VI. Conclusion
Topic
The issue chosen for research is the role of new media on marketing in 2017 and beyond. The research project will explore available figures to find out if businesses are still spending big on traditional media advertising, including radio, television, and print media. The data will be compared to spending on online advertising over the past half decade. If indeed businesses are changing their advertising strategies, it will be important to show the effectiveness of new media. According to Forbes, people are watching more videos online and thus businesses may have to take note and create not only interesting but also informative content for their consumers. Social media has already been embraced by most corporations as a form of communication to customers. However, the paper will try and see the importance of having an actual social media strategy and the importance of well trained persons to handle these accounts.
BUSINESS RESEARCH OUTLINE 2
Business Research Outline
I. Introduction
The topic of this research is new media marketing. This is a form of marketing that is anchored on promotion of brands and the sale of products through emerging online channels. New media marketing leverages on the elements of both established and emerging online channels to engage potential and current customers. This channels include display advertising, content marketing and social networking platforms (Calder, Malthouse, & Maslowska, 2016). New media marketing aims at getting the consumer to interact with the brand and engaging them in a way that increases awareness and ultimately product sales. New media marketing has become significantly vital in the digital era and huge a.
A Study On Customer Satisfaction On Mobile Service Providers With Reference T...Simar Neasy
This document summarizes a study on customer satisfaction with mobile service providers in select companies in India. It discusses key aspects of measuring customer satisfaction, including complaints, surveys, and analyzing lost customers. It also provides background context on the mobile telecommunications industry in India, including the major service providers and growth of the sector. Customer satisfaction is defined as a person's feelings regarding a product or service's performance relative to their expectations. High satisfaction is important for customer retention.
“A Recipe for Success: Today’s Integrated Marketing Strategy.”tspellman
MIOD’S CEO, Tricia Spellman, spoke at the Association Forum on what today’s right marketing mix and channels are for optimal profitability and success. Attendees Earned CAE Credit.
A Recipe for Success: Today’s Integrated Marketing Strategy.tspellman
MIOD’S CEO, Tricia Spellman, spoke at the Association Forum on what today’s right marketing mix and channels are for optimal profitability and success. Attendees Earned CAE Credit.
E - Commerce StrategiesDefinition and origin of Omni-channel Ret.docxjacksnathalie
E - Commerce Strategies
Definition and origin of Omni-channel Retailing
Omni-channel alludes to a multi-channel way to deal with transactions that aim to furnish the client with the shopping of items. It equips the customer with the ability of either purchasing items online from a cell phone or a desktop. Also, omni-channel refers to beyond ordering on the telephone. In regards to Omni-channel, customers can shop in bricks and mortar store or by phone. It is with this characteristic and capability enabled to clients in the shopping process thus eventually defines the term Omni-channel retailing.
It is a marketing strategy that began in 2003 whereby it has progressed from a new idea to in trendy vogue expression, to a fundamental part of effective promoting. Its origin was not only ventured into by one business but by rivals who competed in regards to the market price, the quality of items produced and sold, finally the rivals aimed at getting more buyers. Therefore, Omni-channel began and mainly based itself on Customer Centricity in stores (Bernstein, 2008).
Omni-channel origin was figured out by ‘Best Buy’ when they understood they couldn't beat Walmart on cost. Hence, the procedure wandered by Best Buy went for contending with Walmart to out destroy them web retailing. It is in such manner that innovation can obscure the qualification in the middle of online and physical retailing, consequently empowering the retailers and their store network accomplices reexamine their focused techniques.
Current issues in Omni-channel retailing:
As of now, most retailers and vendors are "Omni-channel" in their conduct and viewpoint. It is because they are significantly wandering into the disconnected from the net and online retails channel to do their showcasing and deals to customers. These features of omnichannel have helped the retailers and merchants in their new environment, thus can prosper through reconsidering their methodologies for conveying items and data to their customers (Bell, D., Gallia, S., Moreno, & A., 2014).
There is a rise of a non-significant market share of the physical stores, the small merchants, and retailers from the channel integration. With the ascent in the notoriety of omnichannel retailing, adding brick and mortar stores to existing systems, for example, sites or indexes expands brand incomes in a global setting. The retailers advocate an upper hand through channel combination of both logged off and web retailing. It has prompted the readiness of the clients paying for goods across many channels (Herhausen, et al., 2015). The many channels are online and offline businesses that sell variety items without any boundaries.
Developments need to address industry, and administrative based difficulties all together to encourage the globalization of business sectors. Particular changes must be consolidated in the current full grown, rising and less created markets.It 's hard to start a new business model combining online sales ...
The document projects that over the next decade, sales management will become even more data-driven as sales organizations are able to gather and analyze extensive data on salespeople, customers, and performance. This data will be used to more scientifically guide decisions around lead generation, opportunity development, and customer service by anticipating customer needs. While technology will allow more frequent digital communication with customers, personal relationships will still require face-to-face interaction, especially for complex deals.
The document discusses a framework for analyzing how startup technology companies can successfully obtain their first customer reference. It presents a case study of a software company, T.J.S. Consultants, that required multiple first customer references as it changed products and customers. The framework identifies five key factors affecting a startup's ability to obtain a first customer reference: 1) using social capital to find initial customers, 2) the entrepreneur's background enabling product implementation, 3) commitment from the first reference customer, 4) learning experimental knowledge from customer cases, and 5) marketing value from the first reference customer. The case study examines how these factors influenced three of T.J.S.'s customer cases, with the goal of validating and improving the
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This document provides a review of literature on changing marketing paradigms. It discusses the traditional marketing concept developed by Kotler and Levy in the 1960s, which focused on tangible goods and the 4 Ps. The traditional view is challenged by newer concepts that argue marketing also includes services and is not just goods-dominated. Vargo and Lusch propose enhancing the traditional framework to be more consumer-centric and include marketing of intangible products/services. While the traditional concept still provides a basis, the review concludes it is less relevant today due to changes in technology and markets.
RESEARCH DESIGN REPORTState Your Research StatementWhat is t.docxdebishakespeare
RESEARCH DESIGN REPORT
State Your Research Statement
What is the purpose of your survey?
To find out . . .
Whom would you survey to find first-hand information concerning your research statement?
Why did you choose this group of people to focus on?
What would you ask them about?
List at least three specific questions you would ask.
1.
2.
3.
4.
5.
What type of survey would you use? (phone, email, etc.) Why would you choose that type?
What is the population for your survey?
Why did you choose this population?
What is your sample size?
Explain how your sample will be chosen.
Explain how the term random in relation to your survey.
Will you need a mathematical formula to choose your sample? Why or why not?
Is there a confidence level associated with your sample?
How will your data be collected? Provide all necessary details.
How will your data be analyzed? Why did you choose that format for analysis?
How will your data be interpreted? Will distribution and frequency tables and/or Chi Square play a role in your analysis?
Running head: EFFECT OF ADVERTISING ON THE PERFORMANCE OF SERVICE MARKETING
EFFECT OF ADVERTISING ON THE PERFORMANCE OF SERVICE MARKETING 3
Effects of Advertising on the performance of Service Marketing.
Research Statement
Purpose
The overall purpose of this research is to improve the understanding on advertising programs.
Background and Significance
According to Tellis & Ambler (2007) much knowledge about advertising and income it earns should not hinder anyone from learning that some effects lead to certain reactions, and such knowledge should be used to improve results and evade mistakes. The field of advertising management consists of systems of interacting institutions and organizations, all of which play vital roles during the advertising process. The core of the advertising process includes the organizations that provide the financial resources that support advertising.
According to Clow & Stevens (2009) the overall managerial and financial support are provided by the advertiser for developing advertisements and acquisition of media, time and space, although other institutions are involved during the process. A crucial point is developing an advertising program for the advertiser. In circumstances where several different commodities are offered by the advertising organization, separate programs may be developed for each.
Many (1981) analyzes that advertising today finds itself in serious binds. With a down economy, the 9/11 tragedy and new technology may threaten advertising as a strategic alternative. Advertising will only ensure survival and growth by focusing on its effectiveness. Advertisers expect results based on stated objectives. Clients anticipate proof that must lead to sales or actually yield sales.
Advertising plays a significant role in the society, predominantly in industrialized countries owning well established mass communications infrastructures. ...
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Winterberry & USA IAB - Marketing data white paper Jan 2015Brian Crotty
The document summarizes the evolving role of data technology in marketing. It finds that while marketers have adopted many technologies over the past decade, most investment has been in tools that harness consumer data. It discusses how early adoption focused on programmatic marketing, but that full cross-channel integration is the future priority. On average, enterprises use over a dozen data tools, with some using over 30. Early adoption was driven by pilot needs and reporting gaps rather than long-term strategy. Looking ahead, marketers aim to better integrate tools through common data conduits to expand use cases and audience engagement. Success will rely not just on technology but strong people and processes to govern tools and enable long-term value from consumer data.
This document discusses how the Internet is transforming the business buying and selling process. It begins by providing background on how new technologies like the telephone and personal computer were initially viewed but then became widely adopted and integral to business. Similarly, the Internet was first seen as just an online version of existing tools but is now driving massive changes. Specifically, the Internet allows business buyers to easily research products, make price comparisons, and involve multiple decision-makers in the buying process. It also discusses how sales roles now focus more on consultative selling rather than just information delivery. Overall, the Internet is fundamentally changing how businesses buy and sell.
The purpose of this article is to explore e-commerce issues particularly for developing an appropriate framework for ecommerce marketing. The issues that e-commerce faces will be examined through the marketing mix. The authors consider process as an additional P especially for ecommerce. Exploring the ideas of product, place, price, promotion and process with their implication in addressing and mitigating problems of ecommerce is the main focal point of this article. The authors find that the five concepts of the marketing mix equally play a critical part in the success of e-commerce. Therefore, concentrating on these concepts will prove to be of the utmost importance as an e-commerce provider.
MBM_6109_CAT 1_Deliverable_Lamed.docx for coursework submissionahimbisibwelamed
This document contains a student's answers to questions about industrial marketing. For part (a), the student provides a detailed explanation of how the marketing mix applies differently in industrial and consumer market environments. The marketing mix (4Ps and 3 additional Ps) considers factors like product, price, place, and promotion which are applied differently when marketing to businesses versus consumers. For part (b), the student outlines major differences in strategic planning for industrial versus consumer markets, such as industrial strategic planning involving recognizing and responding to marketplace changes to achieve opportunities consistent with business objectives and capabilities. The student also discusses key elements of industrial and consumer market environments.
This document contains a student's answers to questions about industrial marketing.
Part a provides a 3-sentence summary of the marketing mix and how it applies differently in industrial versus consumer environments. It explains the 4Ps of product, price, place and promotion and how they are tailored for business-to-business needs in industrial markets.
Part b outlines the major differences between strategic planning for industrial versus consumer markets, noting industrial markets have fewer, larger volume buyers who seek long-term commitments from suppliers.
The document discusses various marketing strategies and concepts relevant for technology transfer officers seeking to commercialize new research results. It defines inbound marketing and outlines how it can help with market research, product positioning, and testing customer response. It also discusses templates for technological marketing studies, including specifications, data collection interviews, synthesis and recommendations. Finally, it mentions living labs in ICT as an environment for experimenting with real innovation using users in the complete value network.
This document provides an overview of digital marketing strategies and tactics. It discusses key concepts such as understanding what digital marketing is, the importance of developing a digital marketing plan, and how to analyze the situational context and set goals. The plan structure outlined includes performing an internal and external analysis, defining target audiences, setting SMART goals, and developing a strategy to achieve those goals through online marketing activities. The overall summary aims to give guidance on developing an effective digital presence and maximizing online marketing efforts.
The document discusses the role and evaluation of marketing in a corporation. It explains that marketing acts as a communicator between the corporation and customers to understand customer needs and satisfy them profitably. Marketing assists other departments like production, finance, human resources, and sales. It helps estimate demand, support management decisions, recruit and retain employees, and make sales more profitable. The four P's of marketing - product, price, promotion, and place (distribution) are also explained. Marketing benefits both corporations and society by developing products, creating competition, distributing products widely, expanding jobs, and conveying positive behavioral messages.
Please provide answer, write program in Prolog for the following.docxcherry686017
Please provide answer, write program in Prolog for the following rules and facts.
RULES:
Use the rules on "When to Seek Medical Attention" from
carona virus
Watch for symptoms
People with COVID-19 have had a wide range of symptoms reported - ranging from mild symptoms to severe illness.
These symptoms may appear
2-14 days after exposure to the virus:
Fever
Cough
Shortness of breath or difficulty breathing
Chills
Repeated shaking with chills
Muscle pain
Headache
Sore throat
New loss of taste or smell
When to Seek Medical Attention
If you develop any of these
emergency warning signs*
for COVID-19 get
medical attention immediately:
Trouble breathing
Persistent pain or pressure in the chest
New confusion or inability to arouse
Bluish lips or face
*This list is not all inclusive. Please consult your medical provider for any other symptoms that are severe or concerning to you.
FACTS
John has Fever, Cough and Trouble breathing
Amanda has Fever, Cough and Sore throat
.
Please provide references for your original postings in APA form.docxcherry686017
Please provide references for your original postings in APA format. 300 Words with proper references.
What do you think is the best combination of the types of authentication? Is that type of authentication appropriate for all types of access?
Some have made the argument that using WEP presents more security issues than if all traffic were in the clear. What do you think?
.
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Instructions for the Business Research Project Option:
If the student picks the Business Research Project option, the guidelines below outline the project's expectations:
The purpose of this project is to pick a current issue or force affecting businesses, important to many businesses, and to research it. Examples would include globalization, increased focus on diversity of the workforce, greater competition, etc.
The research performed should focus on history and background of the issue and how it is affecting businesses today.
The remainder of the paper will address the possible trends of the issue [such as increasing globalization or increasing competition] and alternatives business managers have to address the issue.
Required Major parts for paper:
I. Introduction [What is the topic, why it is important….to whom]
II. Review of existing literature [history, background, current company experiences]
III. Impact on business [in the past, now, going forward]
IV. Going forward [projected trends, pending legislation, likely regulation, political pressures]
V. Management options to address likely trends going forward; these could include actions to mitigate risks of the trends or actions to take advantage of the trends
VI. Conclusion
Topic
The issue chosen for research is the role of new media on marketing in 2017 and beyond. The research project will explore available figures to find out if businesses are still spending big on traditional media advertising, including radio, television, and print media. The data will be compared to spending on online advertising over the past half decade. If indeed businesses are changing their advertising strategies, it will be important to show the effectiveness of new media. According to Forbes, people are watching more videos online and thus businesses may have to take note and create not only interesting but also informative content for their consumers. Social media has already been embraced by most corporations as a form of communication to customers. However, the paper will try and see the importance of having an actual social media strategy and the importance of well trained persons to handle these accounts.
BUSINESS RESEARCH OUTLINE 2
Business Research Outline
I. Introduction
The topic of this research is new media marketing. This is a form of marketing that is anchored on promotion of brands and the sale of products through emerging online channels. New media marketing leverages on the elements of both established and emerging online channels to engage potential and current customers. This channels include display advertising, content marketing and social networking platforms (Calder, Malthouse, & Maslowska, 2016). New media marketing aims at getting the consumer to interact with the brand and engaging them in a way that increases awareness and ultimately product sales. New media marketing has become significantly vital in the digital era and huge a.
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This document summarizes a study on customer satisfaction with mobile service providers in select companies in India. It discusses key aspects of measuring customer satisfaction, including complaints, surveys, and analyzing lost customers. It also provides background context on the mobile telecommunications industry in India, including the major service providers and growth of the sector. Customer satisfaction is defined as a person's feelings regarding a product or service's performance relative to their expectations. High satisfaction is important for customer retention.
“A Recipe for Success: Today’s Integrated Marketing Strategy.”tspellman
MIOD’S CEO, Tricia Spellman, spoke at the Association Forum on what today’s right marketing mix and channels are for optimal profitability and success. Attendees Earned CAE Credit.
A Recipe for Success: Today’s Integrated Marketing Strategy.tspellman
MIOD’S CEO, Tricia Spellman, spoke at the Association Forum on what today’s right marketing mix and channels are for optimal profitability and success. Attendees Earned CAE Credit.
E - Commerce StrategiesDefinition and origin of Omni-channel Ret.docxjacksnathalie
E - Commerce Strategies
Definition and origin of Omni-channel Retailing
Omni-channel alludes to a multi-channel way to deal with transactions that aim to furnish the client with the shopping of items. It equips the customer with the ability of either purchasing items online from a cell phone or a desktop. Also, omni-channel refers to beyond ordering on the telephone. In regards to Omni-channel, customers can shop in bricks and mortar store or by phone. It is with this characteristic and capability enabled to clients in the shopping process thus eventually defines the term Omni-channel retailing.
It is a marketing strategy that began in 2003 whereby it has progressed from a new idea to in trendy vogue expression, to a fundamental part of effective promoting. Its origin was not only ventured into by one business but by rivals who competed in regards to the market price, the quality of items produced and sold, finally the rivals aimed at getting more buyers. Therefore, Omni-channel began and mainly based itself on Customer Centricity in stores (Bernstein, 2008).
Omni-channel origin was figured out by ‘Best Buy’ when they understood they couldn't beat Walmart on cost. Hence, the procedure wandered by Best Buy went for contending with Walmart to out destroy them web retailing. It is in such manner that innovation can obscure the qualification in the middle of online and physical retailing, consequently empowering the retailers and their store network accomplices reexamine their focused techniques.
Current issues in Omni-channel retailing:
As of now, most retailers and vendors are "Omni-channel" in their conduct and viewpoint. It is because they are significantly wandering into the disconnected from the net and online retails channel to do their showcasing and deals to customers. These features of omnichannel have helped the retailers and merchants in their new environment, thus can prosper through reconsidering their methodologies for conveying items and data to their customers (Bell, D., Gallia, S., Moreno, & A., 2014).
There is a rise of a non-significant market share of the physical stores, the small merchants, and retailers from the channel integration. With the ascent in the notoriety of omnichannel retailing, adding brick and mortar stores to existing systems, for example, sites or indexes expands brand incomes in a global setting. The retailers advocate an upper hand through channel combination of both logged off and web retailing. It has prompted the readiness of the clients paying for goods across many channels (Herhausen, et al., 2015). The many channels are online and offline businesses that sell variety items without any boundaries.
Developments need to address industry, and administrative based difficulties all together to encourage the globalization of business sectors. Particular changes must be consolidated in the current full grown, rising and less created markets.It 's hard to start a new business model combining online sales ...
The document projects that over the next decade, sales management will become even more data-driven as sales organizations are able to gather and analyze extensive data on salespeople, customers, and performance. This data will be used to more scientifically guide decisions around lead generation, opportunity development, and customer service by anticipating customer needs. While technology will allow more frequent digital communication with customers, personal relationships will still require face-to-face interaction, especially for complex deals.
The document discusses a framework for analyzing how startup technology companies can successfully obtain their first customer reference. It presents a case study of a software company, T.J.S. Consultants, that required multiple first customer references as it changed products and customers. The framework identifies five key factors affecting a startup's ability to obtain a first customer reference: 1) using social capital to find initial customers, 2) the entrepreneur's background enabling product implementation, 3) commitment from the first reference customer, 4) learning experimental knowledge from customer cases, and 5) marketing value from the first reference customer. The case study examines how these factors influenced three of T.J.S.'s customer cases, with the goal of validating and improving the
This document provides an overview of closed-circuit television (CCTV) cameras and video surveillance systems. It discusses the different types of CCTV cameras, including analog, digital, and network cameras. It explains how CCTV cameras work by sending video images and audio data to a monitor or storage device for live or recorded viewing. The purpose of CCTV systems is to act as a deterrent against unlawful activity and to document any crimes that occur through video recordings. Various CCTV camera technologies are also outlined such as bullet cameras, dome cameras, and pan tilt zoom cameras.
This document provides a review of literature on changing marketing paradigms. It discusses the traditional marketing concept developed by Kotler and Levy in the 1960s, which focused on tangible goods and the 4 Ps. The traditional view is challenged by newer concepts that argue marketing also includes services and is not just goods-dominated. Vargo and Lusch propose enhancing the traditional framework to be more consumer-centric and include marketing of intangible products/services. While the traditional concept still provides a basis, the review concludes it is less relevant today due to changes in technology and markets.
RESEARCH DESIGN REPORTState Your Research StatementWhat is t.docxdebishakespeare
RESEARCH DESIGN REPORT
State Your Research Statement
What is the purpose of your survey?
To find out . . .
Whom would you survey to find first-hand information concerning your research statement?
Why did you choose this group of people to focus on?
What would you ask them about?
List at least three specific questions you would ask.
1.
2.
3.
4.
5.
What type of survey would you use? (phone, email, etc.) Why would you choose that type?
What is the population for your survey?
Why did you choose this population?
What is your sample size?
Explain how your sample will be chosen.
Explain how the term random in relation to your survey.
Will you need a mathematical formula to choose your sample? Why or why not?
Is there a confidence level associated with your sample?
How will your data be collected? Provide all necessary details.
How will your data be analyzed? Why did you choose that format for analysis?
How will your data be interpreted? Will distribution and frequency tables and/or Chi Square play a role in your analysis?
Running head: EFFECT OF ADVERTISING ON THE PERFORMANCE OF SERVICE MARKETING
EFFECT OF ADVERTISING ON THE PERFORMANCE OF SERVICE MARKETING 3
Effects of Advertising on the performance of Service Marketing.
Research Statement
Purpose
The overall purpose of this research is to improve the understanding on advertising programs.
Background and Significance
According to Tellis & Ambler (2007) much knowledge about advertising and income it earns should not hinder anyone from learning that some effects lead to certain reactions, and such knowledge should be used to improve results and evade mistakes. The field of advertising management consists of systems of interacting institutions and organizations, all of which play vital roles during the advertising process. The core of the advertising process includes the organizations that provide the financial resources that support advertising.
According to Clow & Stevens (2009) the overall managerial and financial support are provided by the advertiser for developing advertisements and acquisition of media, time and space, although other institutions are involved during the process. A crucial point is developing an advertising program for the advertiser. In circumstances where several different commodities are offered by the advertising organization, separate programs may be developed for each.
Many (1981) analyzes that advertising today finds itself in serious binds. With a down economy, the 9/11 tragedy and new technology may threaten advertising as a strategic alternative. Advertising will only ensure survival and growth by focusing on its effectiveness. Advertisers expect results based on stated objectives. Clients anticipate proof that must lead to sales or actually yield sales.
Advertising plays a significant role in the society, predominantly in industrialized countries owning well established mass communications infrastructures. ...
MAdTech : qu'est-ce que ça change ? - White PaperIpsos France
Technology is fundamentally reshaping the advertising and media landscapes. Media, advertising, and technology now intersect, altering how consumers engage with content. This intersection, known as MAdTech, means brands must adapt to meet the demands of empowered consumers. While data is abundant, actionable insights remain scarce. Ultimately, understanding human behavior and decision-making is key to success in this changing environment.
Winterberry & USA IAB - Marketing data white paper Jan 2015Brian Crotty
The document summarizes the evolving role of data technology in marketing. It finds that while marketers have adopted many technologies over the past decade, most investment has been in tools that harness consumer data. It discusses how early adoption focused on programmatic marketing, but that full cross-channel integration is the future priority. On average, enterprises use over a dozen data tools, with some using over 30. Early adoption was driven by pilot needs and reporting gaps rather than long-term strategy. Looking ahead, marketers aim to better integrate tools through common data conduits to expand use cases and audience engagement. Success will rely not just on technology but strong people and processes to govern tools and enable long-term value from consumer data.
This document discusses how the Internet is transforming the business buying and selling process. It begins by providing background on how new technologies like the telephone and personal computer were initially viewed but then became widely adopted and integral to business. Similarly, the Internet was first seen as just an online version of existing tools but is now driving massive changes. Specifically, the Internet allows business buyers to easily research products, make price comparisons, and involve multiple decision-makers in the buying process. It also discusses how sales roles now focus more on consultative selling rather than just information delivery. Overall, the Internet is fundamentally changing how businesses buy and sell.
The purpose of this article is to explore e-commerce issues particularly for developing an appropriate framework for ecommerce marketing. The issues that e-commerce faces will be examined through the marketing mix. The authors consider process as an additional P especially for ecommerce. Exploring the ideas of product, place, price, promotion and process with their implication in addressing and mitigating problems of ecommerce is the main focal point of this article. The authors find that the five concepts of the marketing mix equally play a critical part in the success of e-commerce. Therefore, concentrating on these concepts will prove to be of the utmost importance as an e-commerce provider.
MBM_6109_CAT 1_Deliverable_Lamed.docx for coursework submissionahimbisibwelamed
This document contains a student's answers to questions about industrial marketing. For part (a), the student provides a detailed explanation of how the marketing mix applies differently in industrial and consumer market environments. The marketing mix (4Ps and 3 additional Ps) considers factors like product, price, place, and promotion which are applied differently when marketing to businesses versus consumers. For part (b), the student outlines major differences in strategic planning for industrial versus consumer markets, such as industrial strategic planning involving recognizing and responding to marketplace changes to achieve opportunities consistent with business objectives and capabilities. The student also discusses key elements of industrial and consumer market environments.
This document contains a student's answers to questions about industrial marketing.
Part a provides a 3-sentence summary of the marketing mix and how it applies differently in industrial versus consumer environments. It explains the 4Ps of product, price, place and promotion and how they are tailored for business-to-business needs in industrial markets.
Part b outlines the major differences between strategic planning for industrial versus consumer markets, noting industrial markets have fewer, larger volume buyers who seek long-term commitments from suppliers.
The document discusses various marketing strategies and concepts relevant for technology transfer officers seeking to commercialize new research results. It defines inbound marketing and outlines how it can help with market research, product positioning, and testing customer response. It also discusses templates for technological marketing studies, including specifications, data collection interviews, synthesis and recommendations. Finally, it mentions living labs in ICT as an environment for experimenting with real innovation using users in the complete value network.
This document provides an overview of digital marketing strategies and tactics. It discusses key concepts such as understanding what digital marketing is, the importance of developing a digital marketing plan, and how to analyze the situational context and set goals. The plan structure outlined includes performing an internal and external analysis, defining target audiences, setting SMART goals, and developing a strategy to achieve those goals through online marketing activities. The overall summary aims to give guidance on developing an effective digital presence and maximizing online marketing efforts.
The document discusses the role and evaluation of marketing in a corporation. It explains that marketing acts as a communicator between the corporation and customers to understand customer needs and satisfy them profitably. Marketing assists other departments like production, finance, human resources, and sales. It helps estimate demand, support management decisions, recruit and retain employees, and make sales more profitable. The four P's of marketing - product, price, promotion, and place (distribution) are also explained. Marketing benefits both corporations and society by developing products, creating competition, distributing products widely, expanding jobs, and conveying positive behavioral messages.
Similar to The impact of technology onevolving roles of salespeople.docx (20)
Please provide answer, write program in Prolog for the following.docxcherry686017
Please provide answer, write program in Prolog for the following rules and facts.
RULES:
Use the rules on "When to Seek Medical Attention" from
carona virus
Watch for symptoms
People with COVID-19 have had a wide range of symptoms reported - ranging from mild symptoms to severe illness.
These symptoms may appear
2-14 days after exposure to the virus:
Fever
Cough
Shortness of breath or difficulty breathing
Chills
Repeated shaking with chills
Muscle pain
Headache
Sore throat
New loss of taste or smell
When to Seek Medical Attention
If you develop any of these
emergency warning signs*
for COVID-19 get
medical attention immediately:
Trouble breathing
Persistent pain or pressure in the chest
New confusion or inability to arouse
Bluish lips or face
*This list is not all inclusive. Please consult your medical provider for any other symptoms that are severe or concerning to you.
FACTS
John has Fever, Cough and Trouble breathing
Amanda has Fever, Cough and Sore throat
.
Please provide references for your original postings in APA form.docxcherry686017
Please provide references for your original postings in APA format. 300 Words with proper references.
What do you think is the best combination of the types of authentication? Is that type of authentication appropriate for all types of access?
Some have made the argument that using WEP presents more security issues than if all traffic were in the clear. What do you think?
.
Please provide reference in APARequired FormatTitle Page AP.docxcherry686017
Please provide reference in APA
Required Format:
Title Page APA Format
Introduction
Concept of Systems Thinking (
Level 1 APA Heading
)
Difference Between Systems Thinking and Silo Thinking
(Level 1 APA Heading)
Applying Systems Thinking in My Work Environment
(Level 1 APA Heading)
Conclusion
1. Explain and discuss the concept of systems thinking.
2. Explain and give an example of the difference between silo thinking and systems thinking
3. Provide one example of where you could apply systems thinking that would positively affect your current work environment.
.
Please post here your chosen topic and information about why y.docxcherry686017
Please post here your chosen topic and information about why you chose it. Note: it must be a NON-INFECTIOUS agent (with few exceptions and it cannot be what you chose for discussion 2), so it cannot be caused by an organism. Please review the syllabus for more details.
A reminder from the syllabus:
The disease or disorder should not be a common disease that has already addressed in our course. With rare exception, it should not be an infectious disease (caused by an infectious organism).
Common diseases should be AVOIDED, including coronary artery disease, Alzheimer's disease, arthritis, diabetes, AIDS, hypo- and hyper-thyroidism, hypertension, psoriasis, sleep apnea, Lyme’s Disease, sinusitis, allergic rhinitis, mononucleosis, asthma, urinary tract infections, many STDs (check with your instructor), irritable bowel disease, strep throat, MRSA, polio, tuberculosis, Lockjaw, anorexia nervosa, autism, Down syndrome, and many cancers (check with your instructor).
The information you present should include sufficient detail to demonstrate that you have completed some preliminary research and should present a clear rationale for your choice.
If you're struggling with ideas, think of something you or someone you know may be dealing with. Or perhaps take a look at webMD and see if you find something interesting. Or watch a medical show, like The Good Doctor.
Please change your Title of your discussion post to the name of the disease.
.
Please pick your favorite article from Ms Magazine and do a one.docxcherry686017
Please pick your favorite article from
Ms Magazine
and do a one page (double spaced) write up of how it relates to what you have learned so far in this class
( something under one of these topics: what women's studies \ What is sex ? what is Gender \ secrets of masculinity and Femininity \ theories about the construction of gender \ intersectionality)
.
Please provide discussion of the following1. Weyerhaeuser made .docxcherry686017
Please provide discussion of the following:
1. Weyerhaeuser made a one-year commitment to help their employees living in New Orleans who were victims of Katrina. What types of assistance was provided under this commitment and what impact did it have on the lives of those most affected?
2. Please research and provide an overview of a company that provided assistance to the one of our more recent, natural events.
.
Please provide a summary of the key learning from the chapter. The .docxcherry686017
Please provide a summary of the key learning from the chapter. The summary is expected to be a simple write up, can be free form, and should include:
Brief
description in written form of the concepts that you have learned form reading the chapter.
If you wish (but not mandatory) and
if applicable
, you can cite examples that may illustrate some of the concepts. Examples can be from your our work, academia, experience, other organizations, etc.
There is
No Need
to summarize any of the formulas, graphs, tables, workflows, etc.
Summary should be
concise
and should fit on
No More Than One Page
.
Summary can entered in Canvas, posted or emailed as a document file typed in Microsoft Word, Powerpoint, or any other media that you choose.
.
Please pay close attention to the highlighted areas Please answe.docxcherry686017
Please pay close attention to the highlighted areas
Please answer all questions that are highlighted in red
Please write two full and complete pages
Cite your sources
Please use more of your own words than other authors
The job of the Supreme Court is to apply the Constitution, not to make public policy. That means that if they're doing their job, the specific outcomes of the decision shouldn't be a factor in their decision. That's why, sometimes, bad guys go free because the police violated a rule that protects all of us in we're accused of wrongdoing. Free speech can also be troublesome. It sounds a lot better in theory than it sometimes turns out in practice.
Find a Supreme Court case called Elonis v. United States (Links to an external site.).
What can you say and not say on social media? Where does your freedom of speech end and become a specific threat to another person?
Read about the case and write a 2 - 5 page essay telling your reader what the case was about, what the court majority decided and why. If you were a Supreme Court Justice, what would your decision have been and why?
Submit in Word. Cite your sources.
Resources
The SCOTUS blog is always a great place to start: http://www.scotusblog.com/case-files/cases/elonis-v-united-states/ (Links to an external site.)
The Cornell Law School also: https://www.law.cornell.edu/supct/cert/13-983 (Links to an external site.)
As always, the New York Times is a great resource for Supreme Court cases: http://www.nytimes.com/2015/06/02/us/supreme-court-rules-in-anthony-elonis-online-threats-case.html (Links to an external site.)
.
Please pay attention to the topicZero Plagiarisfive referenc.docxcherry686017
Please pay attention to the topic
Zero Plagiaris
five references
Post
an explanation of whether psychotherapy has a biological basis. Explain how culture, religion, and socioeconomics might influence one’s perspective of the value of psychotherapy treatments. Support your rationale with evidence-based literature.
Wheeler, K. (Eds.). (2014).
Psychotherapy for the advanced practice psychiatric nurse: A how-to guide for evidence-based practice
(2nd ed.). New York, NY: Springer Publishing Company
.
PLEASE OPEN THE ATTACH MENTWhen a dietary supplement is consid.docxcherry686017
PLEASE OPEN THE ATTACH MENT
When a dietary supplement is considered food and when is it considered a drug? Describe in detail why and when someone would need to take a dietary supplement. Is monitoring your nutritional intake important? Why or Why not? Please provide examples in paragraph form. What is your perception of a healthy diet, why and what does it consist of?
.
Please make sure that it is your own work and not copy and paste. Wa.docxcherry686017
Please make sure that it is your own work and not copy and paste. Watch out for grammar errors and spelling errors. Use the APA format.
Book Refernce: Robbins, S. P., & Judge, T. A. (2019).
Organizational behavior
(18th ed.). New York, NY: Pearson.
How do you distinguish between attitudes and moods? What is one example that supports your position? As you address the question, you are to consider how outside sources might be used to support your position.
.
please no plagiarism, 5 pages and fallow the rubic Quantitat.docxcherry686017
please no plagiarism, 5 pages and fallow the rubic
Quantitative Research Design. Rigor and Validity in Quantitative Research.
Title Page: Title of article, journal information and your name and date
1 point
Your score
Abstract: Brief summary of article (1-2 paragraphs)
1 points
The Problem: (2 or 3 paragraphs)
Is the problem clearly stated?
Is the problem practically important?
What is the purpose of the study?
What is the hypothesis?
Are the key terms defined?
3 points
Review of Literature: (1 -2 paragraphs)
Are the cited sources pertinent to the study?
Is the review too broad or too narrow?
Are the references recent?
Is there any evidence of bias?
2 points
Design and Procedures: (3-4 paragraphs)
What research methodology was used?
Was it a replica study or an original study?
What measurement tools were used?
How were the procedures structures?
Was a pilot study conducted?
What are the variables?
How was sampling performed?
3 points
Data analysis and Presentation: (1 - 2 paragraphs)
2 points
How was data analyzed?
Did findings support the hypothesis and purpose?
Were weaknesses and problems discussed?
Conclusions and Implications: (2-3 paragraphs)
3 points
Are the conclusions of the study related to the original purpose?
Were the implications discussed?
Whom the results and conclusions will affect?
What recommendations were made at the conclusion?
What is your overall assessment of the study and the article?
Total
15 points
(100%)
Grade
.
Please make sure to follow the below.Please note that this is .docxcherry686017
Please make sure to follow the below.
Please note that this is a formal writing, all references (peer-reviewed) mostly must be cited appropriately within the text.
Clearly avoid plagiarism.
The paper should have a minimum of 10 pages, 1.5 spacing and Times New Roman font.
A minimum of 5 peer review references must be provided.
Reference style is APA.
.
Please make revision in the prospectus checklist assignment base.docxcherry686017
Please make revision in the prospectus checklist assignment based on my professor feedback. For now, she wants to only focus on (1) the problem statement, (2) the practice focus question, (3) the social change.
I’m also attaching a copy of the previous prospectus draft which the professor returned to me with her feedback. Also, I included an outline of the project in the file section (see attached file).
Include as many scholarly references (at least 10) as needed and cite often.
APA format required.
Due on Sunday 10/06/19 by 12pm America/New York time.
.
Please note research can NOT be on organization related to minors, i.docxcherry686017
Please note research can NOT be on organization related to minors, incarcerated individuals or mental health co morbidities. Research a selected local, national, or global nonprofit organization or government agency to determine how it contributes to public health and safety improvements, promotes equal opportunity, and improves the quality of life within the community. Submit your findings in a 3-5 page report.
As you begin to prepare this assessment, it would be an excellent choice to complete the Nonprofit Organizations and Community Health activity. Complete this activity to gain insight into promoting equal opportunity and improving the quality of life in a community. The information gained from completing this activity will help you succeed with the assessment.
Professional Context
Many organizations work to better local and global communities' quality of life and promote health and safety in times of crisis. As public health and safety advocates, nurses must be cognizant of how such organizations help certain populations. As change agents, nurses must be aware of factors that impact the organization and the services that it offers. Familiarity with these organizations enables the nurse to offer assistance as a volunteer and source of referral.
This assessment provides an opportunity for you gain insight into the mission, vision, and operations of a community services organization of interest.
Demonstration of Proficiency
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:
Competency 1: Analyze health risks and health care needs among distinct populations.
Explain how an organization’s work impacts the health and/or safety needs of a local community.
Competency 2: Propose health promotion strategies to improve the health of populations.
Explain how an organization’s mission and vision enable it to contribute to public health and safety improvements.
Competency 3: Evaluate health policies, based on their ability to achieve desired outcomes.
Assess the impact of funding sources, policy, and legislation on an organization’s provision of services.
Competency 4: Integrate principles of social justice in community health interventions.
Evaluate an organization’s ability to promote equal opportunity and improve the quality of life within a community.
Competency 5: Apply professional, scholarly communication strategies to lead health promotion and improve population health.
Write clearly and concisely in a logically coherent and appropriate form and style.
Note:
Complete the assessments in this course in the order in which they are presented.
Preparation
Assume you are interested in expanding your role as a nurse and are considering working in an area where you can help to promote equal opportunity and improve the quality of life within the local or global community. You are aware of the work .
please no plagiarism our class uses Turnitin You are expected to pr.docxcherry686017
please no plagiarism our class uses Turnitin You are expected to provide supporting details for your responses; that support may come from the points covered in the readings and additional external research all source must be cited and listed (
appropriately cited
) in APA
.
Please know that the score is just a ball-park and d.docxcherry686017
Please know that the score is just a ball-park and doesn't represent a grade that would be equivalent to a final paper. I suggest reviewing this as well as the prompt / student samples again.
Hi, this has potential -- the evidence is apparent. Remember this is
Summary, not….lists, and it must be clear where the evidence is from via source attribution.
company name / job -- title?
source?
I have not idea where this evidence is from
oh, boy - -this is way off. making a list is not part of the assignment / summary is with source attribution
I don't mind a table or chart but where is it from and what is the purpose of it.
I'm not seeing a government source
Field Research Project
ORIGINALITY REPORT
12%
SIMILARITY INDEX
5%
INTERNET SOURCES
0%
PUBLICATIONS
9%
STUDENT PAPERS
PRIMARY SOURCES
(
1
) (
3
)Submitted to Florida International University
Student Paper %
www.l3harris.com
(
2
) (
3
) (
3
) (
2
%
)Internet Source %
Submitted to Embry Riddle Aeronautical University
(
1
)Student Paper
Submitted to Florida Institute of Technology
(
4
)Student Paper %
www.electricalengineer.com
(
5
) (
1
)Internet Source %
www.wsj.com
(
6
) (
7
) (
1
) (
1
%
)Internet Source %
Submitted to Southern State Community College
Student Paper
Exclude quotes On Exclude bibliography On
Exclude matches < 5 words
Field Research Project
GRADEMARK REPORT
FINAL GRADE
8/10
GENERAL COMMENTS
Instructor
PAGE 1
Text Comment. Please know that the score is just a ball-park and doesn't represent a grade that would be equivalent to a final paper. I suggest reviewing this as well as the prompt / student examples again.
Text Comment. Eisa, this has potential -- the evidence is apparent. Remember this is summary, not...lists, and it must be clear where the evidence is from via source attribution.
PAGE 2
Text Comment. company name / job -- title?
Text Comment. source?
Text Comment. I have not idea where this evidence is from
Text Comment. oh, boy - -this is way off. making a list is not part of the assignment / summary is with source attribution
PAGE 3
Text Comment. I don't mind a table or chart but where is it from and what is the purpose of it.
PAGE 4
PAGE 5
PAGE 6
Text Comment. I'm not seeing a government source
PAGE 7
RUBRIC: 305 REVISED RESEARCH
RESEARCH (30%)
0 / 100
0 / 100
Level of sources' quality, relevance & usefulness in helping to target future resume, and cover letter or graduate school statement.
AMAZING (100)
EXCELLENT (95)
PRETTY GOOD (90)
GOOD (85)
BETTER THAN ADEQUATE (80)
ADEQUATE (75)
MUCH REVISION NEEDED
(70)
INADEQUATE (65)
NO PASSION (60)
DOCUMENTATION (30%) 0 / 100
Level of proficiency in providing accurate & consistent quote and reference attribution, both within written text and in source listing at end.
AMAZING (100)
EXCELLENT (95)
PRETTY GOOD (90)
GOOD (85)
BETTER THAN ADEQUATE
(80)
ADEQUATE (75)
MUCH REV.
Please note that the Reflections must have 1. MLA format-.docxcherry686017
Please note that the Reflections must have:
1. MLA format-look up the link if you are not sure
2. Single spaced the entire assignment or page
3. One page only
4. Times New Roman, font 12
5. Quotations with page numbers
6. Point and Explanations do not have the author's name in it.
Be careful. I will deduct a point for each error. If you don't single space your writing, I will not read it.
.
Please make sure you talk about the following (IMO)internati.docxcherry686017
Please make sure you talk about the following
* (IMO)international maritime law institute
* historical background
* Concept of Maritime law
*The principle provision of modern law
* Territorial seas
* Contiguous zone
.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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The impact of technology onevolving roles of salespeople.docx
1. The impact of technology on
evolving roles of salespeople
Paul Christ
West Chester University, West Chester, Pennsylvania, USA, and
Rolph Anderson
LeBow College of Business, Drexel University, Philadelphia,
Pennsylvania, USA
Abstract
Purpose – The purpose of this paper is to bridge the glaring gap
in the sales literature due to the
deficiency of historical research on the adoption of technology
in personal selling and the resultant
impacts on sales roles.
Design/methodology/approach – This paper traces the early
adoption of technology by the sales
force through information obtained from an extensive review of
published works covering a nearly
130-year timeframe. Where possible, efforts are made to
chronicle the early use of these technologies
by citing examples from historical publications of applications
in selling situations.
Findings – In the exciting internet era, it is often unrecognized
that adopting the latest technology in
selling is a long, ongoing process which can be traced back at
least to the beginning of professional
personal selling in the mid-1800s when the industrial revolution
2. enabled dramatic increases in
manufactured products. A review of the literature suggests that
sales forces were often early adopters of
new technologies that laid the groundwork for taking on new or
expanded sales roles. With each new
invention and its creative adoption and adaption to selling, new
sales roles have been created or ongoing
ones expanded or significantly modified. Many of the roles still
entrusted to today’s sales force are
arguably linked to a succession of technological adoptions that
occurred between the 1850s and 1980s.
Originality/value – From a historical perspective, this paper
examines sales force technology
development from the 1850s through the 1980s and the resultant
impacts on sales force roles. To date, this
historic technology-sales force role relationship has not been
adequately recognized or addressed in the
sale literature. The analyses presented in the present study
should prove useful for academics, students,
and practitioners in the sales and marketing fields as well as
researchers examining business history.
Keywords History, Innovation, Information technology, Sales
force, Selling methods
Paper type Research paper
Introduction
Over a half century ago, Hollander (1953, p. 5) defined sales
devices as “tools or methods
used by the salesman to help in plying his trade”. In plying their
trade, twenty-first
century sales forces use an impressive array of sales devices or
technological tools to
carry out various important sales roles, including gathering
3. market information,
gaining prospect trust, presenting their companies’ products and
services, providing
customer service, and building long-term buyer-seller
relationships. Their technology
“sales bags” include multiple telecommunications and internet-
enabled devices to
readily access and provide timely information before, during,
and after sales
presentations and buyer-seller negotiations to more fully satisfy
customers.
While sales force adoption of technology has often met initial
resistance (Rapp et al.,
2008; Hunter and Perreault, 2007), outlays for technology
continue to increase as sales
managers widely view them as investments benefiting sales
force productivity and
profitable buyer-seller relationships (Hollenbeck et al., 2009).
Studies have found that
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/1755-750X.htm
The impact
of technology
on sales people
173
Journal of Historical Research in
Marketing
4. Vol. 3 No. 2, 2011
pp. 173-193
q Emerald Group Publishing Limited
1755-750X
DOI 10.1108/17557501111132136
using the latest technology makes the salesperson’s job easier
(Colon, 1998), decreases
costs (Taylor, 1993), enhances communications (Thetgyt, 2000),
reduces sales cycle time
(Thetgyt, 2000), improves organizational access to information
(Leifer, 1999), and is
essential for a sales organization to develop sustainable
advantages over competitors
(Rosen, 1999; Weitz and Bradford, 1999). Adoption of the latest
technology is a way to
increase sales force effectiveness and efficiency in carrying out
sales force activities,
enhancing customer relationships, and building competitive
advantages (Moutot and
Bascoul, 2008). Furthermore, salespeople, as the direct link
between the buying and
selling firms, play the key role in influencing prospects’
perceptions of the seller’s
products and services and in cultivating long-term customer
loyalty for repeat buying
(Biong and Selnes, 1996). This often results in buyers having
greater loyalty to
salespeople than to the firms the seller represents (Anderson
and Robertson, 1995;
Macintosh and Locksin, 1997).
5. Yet, perhaps due to the dearth of historical research on the
adoption of technology in
selling and its resultant impacts (Kowalkowski and Brehmer,
2008), few contemporary
salespeople seem knowledgeable about the efforts of their sales
predecessors in laying
the foundation for today’s high-tech selling techniques and
processes. Too often, they
seem to assume that prior to the internet and its interrelated
communication devices,
little progress had been made in sales productivity. But there
have been prior inventions
going back to the mid-1800s which have been almost as
dramatic in their impact on
selling. These earlier inventions and their adoption for sales
laid the foundation for the
sophisticated roles and high-tech selling techniques of today’s
professional salespeople.
The overall objective of this study is to bridge a gap in the
literature by tracing sales
force adoption of major new technologies and the resulting
changes in sales roles from the
initial movement toward professionalism of salespeople in the
mid-1800s to the beginning
of the micro-computer and internet age in the 1980s. It is
believed that insights gained from
this investigation will enable sales practitioners and scholars to
more fully understand
America’s personal selling evolution and to gain perspectives
that will enable them to
become more alert to opportunities from future inventions to
advance the sales profession.
Our study is organized around the contention that technology
adoption is a key driver
6. in the sales force taking on new or expanded roles (Table I).
Each of these roles continues
to be a key component of today’s sales forces and these roles
are still evolving in response
to the latest technology. The present study sets the stage for this
discussion by first
providing a brief history of personal selling in the US prior to
the advent of the important
technological advances emerging with the industrial revolution.
From this point, the
study proceeds to discuss the evolution of five major sales force
roles, which were
manifested at different times in response to emerging
technology and required sellers to
learn new skills. The roles include: the Mobile Market
Developer, who utilized
transportation technologies to expand the geographic space in
which a company did
business; the Long Distance Communicator, who adopted new
and improved techniques
for communicating that were not bound by the need to be in a
specific location; the
Dynamic Presenter, who enhanced in-person sales presentations
with new methods for
providing information and stimulating customer interest; the
Market Intelligence
Gatherer, who became the organization’s eyes and ears in the
market by forwarding
reports back to the home office; and the Prompt Service
Provider, who adopted
innovations enabling the seller to respond quickly to customer
inquiries and requests.
JHRM
3,2
40. The information presented in this study is supported by
examples gathered from
published works dating back as far as the mid-1800s. A
concerted effort was made to
locate evidence of early use of each sales technology discussed
by examining trade and
business press publications from the time period when the
technologies were first
introduced. While many of the examples cited here represent
some of the earliest uses of
these technologies in a sales application, the main intent of the
cited examples is to
establish a timeframe of initial implementation and not to
suggest each example
represents the earliest use of a particular technology. However,
in many cases, these
publications offered the earliest insights into technology usage
in sales and proved to be
valuable resources for understanding how enterprising
salespeople and sales managers
creatively thought about how a technology’s benefits could be
applied to selling.
Rise of professional personal selling
Although professional personal selling did not begin until the
mid-1800s with the
industrial revolution and the resultant dramatic increase in
manufactured goods for
which demand had to be created, emergent approaches to
personal selling can be seen in
three earlier occupations (Anderson, 1991). First, there was the
Yankee peddler of
colonial America who was employed by merchants and
manufacturers along the East
Coast. In early spring, these intrepid peddlers would load their
41. wagons, boats, horses,
and even backpacks with various necessities of colonial life
provided by their employers
(weapons, nails, needles, pins, dishes, cloth, and patent
medicines) and trek across the
wilderness for up to six months visiting pioneer towns to sell
their wares. Traveling
salespeople in pioneer days were usually welcomed and often
invited to stay overnight
with families to share the latest news from other parts of the
country.
A second salesperson predecessor occupation was the credit
investigator of the early
1800s who was hired by eastern textile manufacturers and other
businesses to travel by
horseback or stagecoach to see retailers and resolve credit
matters such as overdue bills
and credit verification. Gradually the credit investigator’s
functions expanded to include
personal selling and maintaining buyer goodwill which soon
became more important
than the credit role (Wright, 1927; Atherton, 1947).
The third salesperson precursor occupation, also appearing in
the early half of the
eighteenth century, was the greeter or drummer employed by
wholesale suppliers and
manufacturers. Drummers, whose name comes from their use of
drums to generate
attention, greeted arriving retail buyers at train stations, ship
docks, or hotels.
Their main objective was to stimulate business by persuading
buyers to come view their
employers’ products before considering those of competitors.
For their efforts drummers
42. received a portion of the transaction, a forerunner to today’s
sales commission system
(Anderson, 1991).
By the mid-1880s, the growth of manufacturing processes
attributable to the industrial
revolution saw the American economy change rapidly as small
entrepreneurs grew into
giant manufacturers such as National Cash Register (NCR),
Eastman Kodak,
Westinghouse Electric, Carnegie Steel, and Coca-Cola. In the
following decade, General
Electric, Burroughs, Pepsico, and Wrigley’s Chewing Gum were
founded (Friedman,
2004). These manufacturers produced large numbers of business
machines, home
appliances, packaged grocery products, and motor vehicles, and
thousands of salespeople
were needed to create demand for these goods. At the same
time, a sales career attracted
many new people as it offered a fast route to financial success.
While turning out uniform
JHRM
3,2
176
quality products, large manufacturers soon recognized the need
to also present their
products in a consistent, professional way and to develop
training programs to teach new
sales recruits how to do this. To accomplish this, progressive
companies created the
43. position of sales manager to direct and control salespeople and
the selling process –
including assigning territories, setting sales quotas, devising
compensation plans,
training, motivating, and evaluating salesperson performance.
This recruiting, hiring, and
training of sales professionals ended the era of “drummers.” An
article in a Heinz company
newsletter in 1905 reproved drummers in the following way:
“Specimens of this type
should be stuffed and mounted and exhibited in museums,
simply as a matter of historical
record, along with stage coaches, muzzle-loading guns, and
other relics.” The modern
salesman, it went on to assert, is “polished, intelligent,
energetic; a man of affairs; a student
of human nature; an observer of conditions; alert, affable,
dignified, enthusiastic. He is
trained for his work.” (H.J. Heinz Corporation, ca. 1905, p. 13).
This change in selling philosophy initiated the movement to
professionalize the
sales force within corporate structures. In the mid-1880s, John
H. Patterson, president of
NCR, began implementing “scientific” salesmanship based on
the writings of
Frederick W. Taylor, founder of scientific management.
Patterson prepared written
sales scripts, drew detailed maps of sales territories, tested
different methods of sales
compensation, and required salespeople to meet monthly quotas.
By 1904, NCR’s sales
manual had grown to almost 200 pages. The growth of
systematic methods of sales
management also stimulated products and services to support
sales, including trade
44. journals, selling magazines, and new academic studies in
marketing, consumer
behavior, and industrial psychology. In 1881, the Wharton
School of the University of
Pennsylvania was founded as the first business college within a
broader university, and
the first bulletin of Harvard’s Bureau of Business Research
published in 1913 focused on
the selling of shoes (Friedman, 2004). Nathaniel Hawthorne,
Herman Melville, and Mark
Twain all wrote about salespeople and stories about salesmen
began appearing in
popular magazines like The Saturday Evening Post and Colliers.
During this early period of professional selling, managers of the
sales function would
continually seek ways to increase sales productivity. In addition
to directing resources to
training their sales force, managers routinely experimented with
new methods and tools
to reach corporate sales goals. Their experimentation included
seeking out new
technologies to enhance sales force effectiveness and
efficiency. As will be discussed, the
sales force has long been at the front-end of experimenting with
and adopting new
technologies. The adoption of transportation, communication,
presentation, and
information technologies by the sales force would create or
expand the roles they play
(Table I) and their importance within the organization.
Mobile market developer
By the late 1800s, industrial or trade selling in the USA was
largely confined to retailers and
jobbers making semi-annual journeys to commercial buying
45. centers to shop for goods.
Initially, market growth was limited to the purchasing activities
of these “traveling buyers”
(Friedman, 2004), but fierce competition brought about by the
development of mass
manufacturing technologies that dramatically increased output
required sellers to
continually seek out new and expanded markets for their
products. This would compel
sellers to go beyond merely waiting for arriving buyers to
proactively traveling out to the
retailers’ stores which gave birth to the “traveling salesman”
(Tosdal, 1927).
The impact
of technology
on sales people
177
Portable merchandise such as jewelry and pistols were among
the first goods carried by
these traveling salespeople to show retailers (Wright, 1927).
Suppliers paid traveling
salespeople a share of the profit from each sale, a practice that
paved the way for sales
commissions.
While the early traveling salesperson relied on horse, wagon,
and foot to reach
buyers, the development of three important transportation
technologies – trains,
automobiles, and airplanes – would broaden the geographic
46. reach of salespeople. With
the ability to move relatively rapidly from one town to another,
many companies, for the
first time, saw value in deploying a mobile sales force.
Companies now viewed traveling
salespeople as a key component in market expansion and their
push to grow their
business would make this occupation a fixture in everyday
commerce.
Railroad
In the USA, the traveling salesperson profession began to grow
rapidly with the
expansion of the national railway network from 9,000 miles in
1850 to over 80,000 miles
by 1880 (US Bureau of the Census, 1975). The feasibility of
using railroad transportation
for traveling salespeople was spurred by industry consolidation
and integration that
included the standardization of rail gauges which provided the
interconnection of
previously incompatible regional systems (Cowan, 1997).
Traveling by rail boosted salesperson productivity by expanding
their market
coverage, allowing faster customer shipments, and permitting
more time for face-to-face
selling and service (Power et al., 1987). In an autobiography
detailing his life as a
traveling salesman, Edward F. Briggs tells how he was using the
rail lines in the early
1860s to travel throughout the mid-western USA. Still, during
this time, Briggs
estimates that there were less than 1,000 traveling salespeople
(Briggs, 1911). As the
nineteenth century drew to a close, the growing reliability,
47. affordability, and expanse of
the railroad system, along with an increased competitive
environment, led to a sharp rise
in the ranks of traveling salespeople with the 1900 USA. Census
reporting over 93,000 in
the commercial traveler occupation classification (US Bureau of
the Census, 1904).
Automobile
While the railroads in the early 1900s primarily served markets
in major metropolitan
areas, it was the evolution of the automobile that was
responsible for advancing sales in
areas beyond those served by rail lines. Motorized
transportation initially gained
commercial popularity at the start of the twentieth century when
it was used for
intra-city deliveries replacing the slower horse-drawn wagons
(Atterbury, 1907).
Around this time, some enterprising salespeople began limited
use of the automobile in
covering their sales territories. In 1912, one salesman, after
being issued his first
automobile, realized a 50 percent reduction in the time required
to cover his large
territory in New England and a 25 percent increase in customer
orders. When asked to
explain his success, he attributed it to several factors:
. conserving personal energy often lost when using other means
of travel;
. physically handling less weight since samples are stored in the
auto and only
occasionally hand carried;
48. . carrying a more complete line of product samples to show
prospects; and
. general prospect curiosity aroused by the car (Thatton, 1912).
JHRM
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178
In spite of this salesman’s success, few companies before 1920
were eager to adopt the
automobile for sales force use. For example, in 1918 a
Pennsylvania firm experimented
with automobiles by providing cars to nine salespeople. In only
one instance did this
firm find the use of the automobile to be cost effective (System,
1924a).
Acceptance of the automobile as a vital piece of selling
equipment did not take hold
until the early 1920s. Several reasons can be cited for this slow
acceptance including:
relatively high cost of automobile operation, better reliability of
the rails versus
automobiles, an under-developed highway network, entrance of
the USA into First World
War which shifted manufacturing and sales to supplying
military needs, and general lack
of managerial appreciation of autos as potential aids to sales
productivity. In 1923, one
observer of the automotive industry claimed that “organized and
deliberate motorization
of business has lagged behind individual acceptance” (System,
49. 1923). In that same year,
Eastman Kodak was supplying cars to only 25 percent of its
sales force and management
was still not convinced the automobile was effective (System,
1924a).
However, by the mid-1920s, the perceived value of the
automobile as an aid to selling
was evident in most industries. Many companies believed
significant buying power
resided in small towns and suburbs of large cities, a notion
supported by the 1920 census
which revealed that nearly half of the population in the USA
lived outside metropolitan
areas (System, 1924b). Firms also recognized that relying on
trains or trolley lines to
reach these valuable markets was not economical and in many
cases not even feasible
since rail routes remained fixed as populations expanded and
stations were often located
far from small towns. As a result, by the end of the 1920s,
automobiles had largely
replaced trains as the preferred mode of transportation for the
traveling sales force.
Airplane
Salespeople needing to be in two distance cities in one day for
sales presentations and
demonstrations or buyers requesting service on short notice are
examples of logistical
problems that automobiles and trains had difficulty addressing.
To combat these problems,
companies took to the air. The first to use the airplane in a
selling capacity were firms selling
products connected with the aircraft industry. In the early
1920s, Aerial sales services, a
50. manufacturers’ representative for aircraft-related products, used
airplanes to call on dealers
(Aviation, 1922). By the late 1920s, airplane travel by the sales
force had spread to other
industries. For instance, in 1927 the company pilot for Phillips
Petroleum Company took on
the dual role of salesman and pilot by completing a transaction
with oil jobbers in Nebraska
and Utah. He accomplished the sales in three days compared to
an average two-week period
expected without airplane travel (Scott, 1928). Also, as part of
its service plan, a Mississippi
automotive distributor began flying its mechanics to repair
sites. Whenever these flights
occurred, a salesman went along to “talk to as many automobile
prospects as he could locate
from among the crowds of people who swarmed about the
plane” (Scott, 1928).
Companies also found airplanes useful as a sales prospecting
and presentation tool to
shuttle potential customers to sites for product demonstrations.
In 1928, Remington
Rand used a company-owned plane to fly prospects to a testing
laboratory to “prove to
them that the claims made by the company representatives were
true” (Cotton, 1928).
Long-distance communicator
Prior to the mid-nineteenth century, nearly all salesperson-
prospect communication was
done face-to-face with salesmen relying heavily on their
ingratiating personalities
The impact
of technology
51. on sales people
179
and persuasive abilities to complete the sale (Read, 1910).
Because of the importance of
“pressing the flesh” and face-to-face communication, sales
training at the end of the
nineteenth century principally concentrated on preparing
salespeople for the “art of
conversation” which was viewed as a critical skill in gaining the
confidence of a buyer
(Waterbury, 1907).
But, as salespeople expanded their markets geographically with
innovations in
transportation, they became less able to build customer
relationships through frequent
in-person contact. Fortunately, new communication
technologies began appearing by
the mid-1800s to help salespeople solve this problem by
becoming long-distance
communicators. These technologies – telegraph, mail addressing
machine, and
telephone – would prove to be crucial in shifting salespeople
from a communication role
that was almost exclusively face-to-face and local to one that
was increasingly
non-personal and long distance. Long distance communication
would require
salespeople to develop new communication skills and strategies
that relied on their
writing and vocal abilities.
52. Telegraph
In the 1830s, long distance communication was limited mostly
to letters and newspapers
delivered by stagecoach or pony express (i.e. horseback rider
relays). Government mail
delivery began in 1831 with the appointment of a fur trader in
Chicago as the first
postmaster (Lebeau, 2010). In 1836, mail contractors instituted
regular stagecoach
service, taking advantage of postal subsidies to also encourage
passenger travel for
added revenue. This service became the nation’s most direct
means of east-west
communication before the telegraph. Invention of the electric
telegraph was a milestone
for being the first technology to enable rapid communication
over long distances.
Following the first successful test in 1844 covering a distance
of 40 miles from Baltimore
to Washington, DC (Standage, 1998), the telegraph network
expanded swiftly reaching
nearly 300,000 miles by 1880 (Field and Weiman, 2006).
By the mid-1800s sellers around the world were doing business
“by wire”
(Holdsworth, 1874; Crump, 1878) including salespeople in the
USA who utilized the
telegraph to perform enhanced customer relations tasks such as
speedily providing price
quotations and placing orders (Lardner, 1855; Squibb, 1886).
Also, the salesperson’s
territory management tasks, such as confirming sales
appointments and hotel
reservations, could now be done on short notice. Expansion of
the telegraph system
53. along with burgeoning demand for its use by traveling salesmen
led companies to
successfully negotiate discounted rates from companies
controlling the telegraph lines
(Spears, 1995). Each additional telegraph discount increased the
use of this new long
distance communication technology by salespeople.
Mail addressing machine
While sales letters could be mass produced using printing
presses, the manual labor
needed to individually address each letter limited its use to
small-batch mailings until the
invention of the mail addressing machine in 1859. Mail
addressing machines enabled bulk
addressing of letters and envelopes using pre-made rubber or
metal address card indexes
(Early Office Museum, 2010b). Addressing machines allowed
companies to substantially
reduce labor costs in printing names and addresses on
newspapers, periodicals, mailing
labels, envelopes, and sales letters. By the late 1800s direct
mail methods were widely used
JHRM
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180
to solicit prospect interest (Printers’ Ink, 1899), and by the
early 1900s, the preparation of
business letters was considered a vital selling skill (Noble,
1905).
54. Branded under such names as Addressograph and Graphotype,
advertisements
touted these devices as “the easiest, most profitable way to get
new business” ( Journal of
the Franklin Institute, 1911). Authorization of permit mail by
the US Postmaster in 1904
further increased the use of business direct mail as it proved to
be an effective and
efficient means for generating new sales prospects.
Telephone
Commercialization of the telephone in the late nineteenth and
early twentieth century
compelled salespeople to learn a new form of verbal
communication. For the first time,
salespeople could not rely largely on visual material in face-to-
face sales presentations
while interacting with customers. Instead, the nature of
telephones necessitated the
development of dynamic, non-observable sales presentations for
long distance
communication. Salespeople now needed a new set of verbal
skills to project
“pleasing impressions over the wire” (Cook, 1914).
First to take advantage of the telephone as a sales tool were
large retailers who set up
banks of telephones where salespeople would call prospects and
make short sales
presentations using prepared scripts. In 1912, a food retailer in
New Jersey routinely had
its sales clerks telephone customers to solicit orders for next
day delivery (Newman,
1913). These seller phone banks were forerunners of today’s
seemingly ubiquitous
telemarketing and teleselling activities.
55. By 1915, telephones were a well-established sales tool, though
they were restricted
primarily to those selling from inside a company, not outside
salespeople. The state of
telephone technology at the time limited its use by outside
salespeople for two reasons.
First, during the early 1900s, there were two competing and
incompatible telephone
systems: the Bell Company and the independents. Until an
agreement for interconnection
was reached in December of 1914, connection to each system
was required if an outside
salesperson was to effectively utilize the telephone for selling
purposes. Second, long
distance service, established in the 1890s, was suffering from
growing pains as technology
was unable to keep pace with expanding demand. By 1907, the
problems multiplied to the
point where most “long-distance circuits were plagued with
such noise and delays as to
deter all but the most determined callers” (Brooks, 1975). After
1915, the problems
restricting the use of the telephone by outside salespeople had
been largely resolved and
soon the telephone would become a critical instrument in long-
distance communication by
salespeople with prospects, customers, and sales managers (
Jones, 1917).
Dynamic presenter
In many ways, the essence of selling exists within the
salesperson’s presentation to a
customer. It is at this stage in the selling process where the
seller must engage the
buyer’s interest by providing information and, where feasible,
56. demonstrating the
product. For most selling situations, the seller accomplishes this
task by visually
presenting information and making a physical product
demonstration to support the
seller’s statements. Salespeople of the mid-1800s, though, had
few options with respect
to tools for visually displaying their assortments of products.
Sellers of this era primarily
relied on limited product samples and company printed
documents as their principle
visual aids.
The impact
of technology
on sales people
181
However, the invention of photographic techniques in the mid-
1800s would
significantly expand the salesperson’s presentation toolkit.
Initially, the toolkit was
enhanced with the addition of photographs, as evidenced by a
Michigan furniture
manufacturer’s providing salespeople with these as early as
1862 (State of Michigan,
1900), but it would be the introduction of a stream of innovative
presentation devices that
would require salespeople to learn new skills for managing
dynamic visual presentations.
Slide projector
57. Slide projection dates to the late 1,800 when the optical or
“magic” lantern was widely
employed as a lecturing instrument in the academic arena. This
device projected images
from glass plates using non-electrical light sources, such as oil
and limelight, and, when
operated by a technical team, enabled presentations in large
group situations (Hepworth,
1889). Models called stereopticons, available around 1900,
consisted of two optical lenses
allowing the presenter to create impressive effects like
dissolving one image into another
(Witcombe, 2009). Introduction of stereopticons using color
slides was particularly
useful for travelling salespeople who were restricted in the
number of product samples
they could carry with them (The School Journal, 1900).
The still picture projector, utilizing slides made from standard
size motion picture
film instead of glass plates, became popular as a device for
sales promotion
demonstrations in the early 1920s (Moran, 1927). Less
cumbersome and more powerful
than the projecting lantern, the still picture projector could be
efficiently operated by a
single salesperson. The projector models available in the mid-
1920s permitted the
salesperson to display almost any visual material including
charts, photographs, and
typewritten pages.
Slide projection with sound became part of the sales force’s
equipment in the early
1930s when projection systems were matched with the audio of
phonograph records. By
58. 1934, many large companies, including General Electric and
Packard Motor Car
Company, were regularly preparing sound-slide films for use by
their sales forces (Sales
Management, 1934). By the 1950s, slide projection systems
were developed in which
phonograph records were encoded with low frequency signals
that would automatically
advance slides (Wall Street Journal, 1953).
Three dimensional visual aids
Stereoscopes, devices presenting a 3D perspective to specially
prepared photographs,
became popular in the mid-to-late 1800s. Early evidence that
the stereoscope was being
used in selling comes from England where Charles Dickens
wrote in his periodical how the
commercial traveler “would produce his pictures and his
stereoscope to his customer, and
by their means convey to him a notion of the appearance of
choice wares of his firms”
(Dickens, 1854). In the US stereoscopes were a popular
presentation tool by the early 1900s
(Underwood and Underwood, 1908) with many firms outfitting
their sales forces with
transportable folding units (DeBower and Jones, 1914). Over
the next several decades more
advanced stereoscopes were introduced including models that
combined greater
portability with color images. Using special cameras to produce
3D color slides, many
sales organizations were quick to outfit their sales forces with
pocket-sized viewers. By
1953 the Parker Pen Company replaced many of its sales force’s
samples with lightweight
3D viewers. Parker found the viewers substantially enhanced
59. sales of certain
hard-to-carry products such as point of purchase displays (Sales
Management, 1953a).
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The option for 3D visual aids was limited to individuals
viewing through stereoscopes
until the 1940s when 3D films and slides were used in group
sales presentations. This
method allowed multiple customers to simultaneously view the
3D presentation with the
aid of special viewers. General Electric developed a 3D slide
presentation as an aid to
selling automobile lights to its distributors (Sales Management,
1940).
Silent motion pictures
Invention of motion pictures was a significant innovation for
personal selling. Before
motion pictures, it was necessary in many industries, such as
heavy machinery, to
transport prospects to view product demonstrations as it was
often impractical or
inconvenient to move the product to the prospect’s place of
business. By the early 1900s,
many firms “found it would pay to spend thousands of dollars in
making a (film) reel for
an audience of half a dozen” (Croy, 1912). By 1906,
salespeople, after being trained in the
use of moving pictures, would make arrangements to rent a
60. local movie theater and
invite management at a prospect company to view a film
demonstrating their firm’s
equipment (Croy, 1912). A few years later, transportable
projectors were available
making in-office showings a common occurrence and even a
necessity in many
industries (Iron Age, 1913). In many cases the industrial film
served as a prospecting tool
with the selling organization mailing the film to prospects in
advance of a salesman’s
personal visit. This was especially true when prospects were
located great distances
from the supplying firm (Literary Digest, 1914).
By 1915, the use of motion pictures in selling had become
commonplace for major
industrial firms, like International Harvester Company, du Pont
Powder Company, and
United Gypsum Company, who routinely included motion
pictures as a standard
accessory for their sales forces (Lay, 1915). Because these were
silent films, the
salesperson’s verbal skills were a vital part of the sales
presentation. In addition,
handling films and projectors required a certain mechanical
dexterity and savvy that
most salespeople achieved only through extensive training and
preparation. So, sales
presentation and demonstration training for salespeople became
increasingly important
during this era.
Talking motion pictures
While the quality and quantity of silent sales films improved
steadily throughout the
61. 1920s, it was the introduction of talking motion pictures in the
mid-1920s that opened the
door to wider use of film as a sales tool. The Graham-Paige
Motors Corporation of Detroit
became a pioneer in the use of sound pictures in sales when, in
1928, it presented a sound
film to its retail dealers in 30 cities (Baird, 1928). Other major
companies soon followed
Graham-Paige’s lead with their own creative adaptations. In
1929, Dodge salespeople set
up talking motion pictures in hotel lobbies to stimulate interest
in their automobiles
(Baird, 1930).
By the mid-1930s, talking films were colorized. In 1935,
General Electric Company
became one of the first companies to adopt color film when it
produced a 35 minute
promotional film with several minutes filmed in Technicolor.
This inventive movie,
which depicted the company’s electrical appliance line, was
made available to
distributors, who then rented local movie theaters and invited
prospects to attend.
Following the presentation, a salesperson would follow up on
leads generated from these
stimulating showings (Sales Management, 1935).
The impact
of technology
on sales people
183
62. Audio/visual machines
Until the early 1960s, traveling salespeople using slides and
motion pictures as part of
their presentations often found the setup process to be
burdensome. Not only did
salespeople have to carry the equipment, which included a
projector and possibly a
display screen, but they also needed to ensure the slides or films
were properly loaded
into the projector and suitable space was located to allow proper
viewing. By the 1960s
and early 1970s, the process of showing films and slides would
prove to be less arduous
with the introduction of portable audio/visual players. These
all-in-one units included
small viewing screens with audio speakers and lightweight
players made for quick
setup on customer desktops. Options available for sales
organizations included filmstrip
projectors, which offered still images on movie strips and took
the place of individual
slides (Wall Street Journal, 1967) and movie projectors (Sales
Management, 1975).
Additionally, the filmstrips or movies were generally self-
contained within a cassette,
thus making the loading of presentation material a relatively
simple task.
Portable slides and movie players were eventually supplanted by
videotape players.
While video machines had been on the market since the mid-
1950s and used widely
in sales training since the early 1960s ( Johnson, 1963), their
use in small group
presentations or one-on-one sales meetings was not practical
63. until the advent of portable
video players which began appearing in the early 1970s when
Sony introduced the 3
4
00
U-matic video machine (Solesbury and Harris, 1978). By the
late 1970s videotape would
become the dominate method for audio/visual presentations with
the release of the beta
and VHS 1
2
00 format videocassette later in that decade (Industrial
Marketing, 1978).
While videotape remained the primary method for audiovisual
presentations until
the digital media age, a number of industries had actively
experimented with other
media including videodisc systems. As early as 1980, General
Motors was using
videodiscs in showrooms, however, the lack of portability of
videodisc players restricted
their application for the traveling salesperson (Kleinberg,
1981).
Market intelligence gatherer
Before 1900, most outside salespeople were considered
independent operators and
unlike regular employees of the firms whose products and
services they sold. External
salespeople were paid by straight commissions and rarely
received company sales
training, so they focused almost exclusively on selling and
64. neglected customer service.
Only a few firms at the time even felt it necessary to assign
salespeople exclusive
territories (Strong and d’Amico, 1991). This hands-off attitude
began to change by 1900
as companies began to realize that managing their sales force
was essential in running
an effective and efficient organization. To better guide their
sales forces, sales managers
of the early 1900s undertook methods to establish reliable and
regular two-way lines of
communication with their field salespeople. Within this more
formal organizational
structure field salespeople were expected to function not only as
information receivers
but also as information gatherers, providing market feedback to
headquarters for
strategic and tactical planning (Anderson and Rosenbloom,
1982).
As sales management evolved in the early 1900s communication
with field
salespeople involved largely non-technical methods such as
written correspondence and
personal contact in the form of sales meetings. Technology for
salesperson-to-home
office communication was limited primarily to the telegraph
(Banning, 1905); however,
several inventions would soon be introduced that would expand
the communication
JHRM
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184
65. methods available to the sales force, and salespeople would
truly become their
company’s “eyes and ears” in the marketplace by providing
their sales managers and the
company’s database with important and timely market
intelligence.
Telephone
In comparison to letters and sales meetings, the telephone was a
dramatic technological
breakthrough that gave sales organizations potentially much
greater flexibility in
communicating with each other and with customers. Yet before
1915, inherent structural
difficulties – incompatible systems and problem plagued long-
distance service quality –
posed frustrating problems when trying to communicate with a
widely dispersed sales
force. For a few years, these problems slowed the adoption of
the telephone for sales
communications. But, by the 1920s, refinements to the
telephone system finally made it an
effective tool for communicating with field salespeople and
obtaining the latest market
information. One early sales manager suggested that the
telephone helped eliminate the
group psychology that occurred in sales force meetings: “If we
are holding a meeting with
all the field men and one says business is terrible, all the others
are likely to become
pessimistic.” This sales manager felt individual conversations
on the telephone helped
eliminate group conformity and elicited truer responses (Baird,
1931, p. 237).
66. Dictating machines
Another communication innovation that gradually found
practical application in sales
was the dictating machine. Although it was used extensively by
businesses in the 1920s
as an in-house recording device, the large size and cumbersome
handling required of
early dictation machines likely limited its acceptance as a
medium for communicating
with the external sales force until the 1930s when smaller units
could be carried outside
the main office. Dictating machines of this period recorded onto
cylinders which were
mailed between sales managers and their salespeople. One sales
manager reported in
1933 that dictation machines permitted his sales force to
provide market information in a
more relaxed and informal setting which “makes possible a
close, personal contact
between headquarters and the men in the field” (Goodchild,
1933, p. 32).
Later models of the dictating machine evolved into portable
units, operating on both
AC and DC current that enabled salespeople to record messages
at home or in their cars.
In 1950, after the Sutherland Paper Company of Kalamazoo,
Michigan distributed
portable dictating machines to its salespeople, sales force
paperwork was reduced by
30 percent, sales calls increased 20 percent, and
communications between sales
managers and field salespeople substantially improved (Sales
Management, 1951).
67. Tape recorders
The magnetic tape recorder, introduced in the late 1940s,
signaled a new advance in
sound reproduction by furnishing higher quality sound
recording and also the
convenience and efficiency of erasing previous recordings.
Moreover, tape recorders
offered portability and on-the-road use. As with the dictating
machine, tape recorders
were used by many firms as replacements for paperwork. One
firm, in 1953, reported
using the recorder as a two-way communication apparatus. First,
the salesperson would
file a verbal report on tape and send it to the sales manager.
Then, the sales manager
would listen to the tape, take notes, and record his own
comments before sending the
tape back to the salesperson (Sales Management, 1953b).
The impact
of technology
on sales people
185
Photocopiers
Methods for large-scale document reproduction were
commercially introduced in the
early 1950s with a number of major manufacturers, including
Xerox, RCA, and 3M,
offering duplication technology that replaced previously more
limited methods such as
carbon paper and mimeograph machines. Unlike previous
68. technologies which made
duplicates of documents as they were being originally created,
photocopying enabled
the reproduction of existing documents or visual images (Early
Office Museum, 2010a).
By the mid-1950s, some sales organizations were using
photocopying to replace the
time-consuming process of dictating and transcribing
communications with its sales
force (Vicker, 1957); however, the widespread use of
photocopiers within the sales office
did not take place until the early 1960s with the introduction of
plain paper copiers by
Xerox (Early Office Museum, 2010a). Before the end of that
decade full-color copiers had
became commercially available with the introduction of 3M’s
Color-in-Color copier.
Prompt service provider
In addition to the introduction of numerous technologies that
enhanced the selling
function, by the early 1900s, many sales organizations realized
success also hinged on
building stronger relationships with their customers. In
particular, sales managers
began stressing the importance of servicing ongoing customer
needs which was viewed
as a critical ingredient for successful selling and building repeat
business. Customers
needed to be confident that the salespeople they dealt with
would be reliable and
responsive to their post-purchase service needs. Fowler implied
this in 1911 when he
wrote, “the salesman must not only satisfy the customer in the
quality of the goods and
the price, but he must be satisfactory as a salesman” (Fowler,
69. 1911).
Technology has had a major impact on buyers’ expectations of
prompt service
responses from salespeople. Manifest speed advantages offered
by breakthroughs in
communication, such as the telegraph and telephone, and in
travel, with the automobile
and airplane, reduced time and distance constraints while
simultaneously increasing
buyer service expectations. Following these major inventions,
additional innovative
products were introduced that would continue to advance
buyers’ demands for prompt
service.
Telephone recorders
The first telephone recording devices were invented in the early
1900s with messages
being mechanically saved to steel wire or wax cylinder and then
later to audio records
(Morton, 2009). However, in the USA practical application of
these devices for business
stagnated due to the general monopoly power exercised by
American Telephone and
Telegraph (AT&T) and, in particular, due to AT&T’s resistance
to permitting add-on
components to its system. This changed in 1949 when the
Federal Communication
Commission loosened AT&T’s restrictions by authorizing the
use of certain telephone
recording devices (Morton, 2009). By the early 1950s,
companies began installing
answering devices to communicate with their sales forces. In
most cases, the units were
located at the sales office and functioned primarily to take
70. orders and to receive field
reports (Sales Management, 1954).
Telephone answering machines for individual use were
available by the late 1960s
but would not gain wide acceptance by salespeople until the
mid-1970s when AT&T
further relaxed its rules for allowing non-AT&T devices to be
connected
JHRM
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186
(Wall Street Journal, 1974). This decision, along with the
introduction of affordable
telephone recorders using magnetic tape, would lead to a surge
in use by sales forces and
customers requesting service.
The next advance in telephone answering technology took place
at the beginning of
the 1980s with the introduction of voice mail systems. In this
application, computers
convert caller’s messages into digital data that is stored on
memory chips rather than
magnetic tape (BusinessWeek, 1980). In 1980, Hoffmann-
LaRoche introduced voice mail
to its salespeople and quickly realized productivity, faster
customer service, and
cost-savings advantages (Waters, 1983).
Pager and beeper
71. Pocket pagers experienced initial success in the 1950s when
doctors adopted them
to maintain contact with their offices and hospitals (Levy,
1977). Yet several
shortcomings – bulky, expensive, and restricted subscriber
capacity – prevented
wide-spread application in sales until the 1970s. In 1971,
Motorola, employing new
technology that increased subscriber capacity, introduced the
Pageboy II, which
revolutionized the paging industry (BusinessWeek, 1973). The
new system used radio
coded beeps and later voice and digital displays to notify
salespeople to call their office.
At first, the range on these pagers, typically up to a 50 mile
radius, limited the system’s
application to local or regional sales organizations. This
geographic limitation was
overcome in the early 1980s when a national paging system,
operating via satellite, was
introduced. In 1982, Warner-Lambert and Rockwell
International became early users of
national paging services when they outfitted their traveling
sales executives with pagers
in order to reach them quickly no matter where they were
(Mintz, 1982).
Mobile voice communication
Until the internet age and electronic mail, voice communication
was at the core of the sales
forces’ expanding role as prompt service providers. The ability
to quickly communicate
over the airwaves or phone lines elevated customer service to
new levels of efficiency.
Over-the-air communication with mobile devices dates to the
late 1940s with the
72. introduction of two-way radios and radio telephones (Motorola,
2009) although practical
use by the sales force did not begin until the 1960s. The two-
way radio offered the benefits
of connecting salespeople to their home office as well as to
others in their organization,
including delivery personnel who were critical to customer
service (Mintz, 1982).
In the early 1980s, two-way radios gave way to mobile
telephones albeit initial service
coverage area and user capacity was limited (Mintz, 1982). This
would change with the
introduction of cellular communication which significantly
expanded user capacity and
geographic access (Industrial Distributor, 1985).
Facsimile
Facsimile machines, the invention of which can be traced as far
back as the 1840s, offered
the advantage of transmitting images and other visual details
over telecommunication
lines. A device for sending images over telegraph lines was first
patented in England in
1844 (Lubrano, 1995). By the 1920s, facsimiles had found some
use when the idea migrated
to telephone lines (Felix, 1929), but the technology did not
become a practical commercial
product until the early 1960s and did not find widespread use in
sales for another decade.
An early adopter in 1973 was the real estate network, Homes
For Living, which
persuaded members of its nationwide network to lease facsimile
machines.
73. The impact
of technology
on sales people
187
Customers who intended to make a long-distance move would
visit a nearby realtor
who was a member of the network. The realtor would then
contact a member realtor in
the new city and receive, via facsimile, pictures and information
on prospective
properties (Sales Management, 1973).
Computers
Computer technology, while widely utilized as a sales training
tool by the mid-1960s
(Sales Management, 1965), found little application by field
salespeople until late in that
decade. The earliest deployments were data terminals designed
to handle one-way flows
of data and typically involved a sales organization equipping its
field sales force with
input devices that recorded customer orders on digital media
such as magnetic tape.
Once recorded the orders could then be transmitted to the home
office over a standard
telephone connection (Rogers, 1969). Two-way data flows
enabling salespeople to send
and retrieve information were feasible by the late 1970s with
the introduction of portable
data terminals composed of a keyboard, printer, and built-in
acoustic coupler. The
74. portable nature of these devices permitted traveling salespeople
to include them in their
technological toolbags when visiting accounts and offered the
flexibility of dialing into a
host computer to retrieve customer data, inventory levels,
prices, or other information
needed during the sales call (Office, 1981).
By the early 1980s, data terminals had become obsolete,
replaced by portable
personal computers. In 1984, the semiconductor division of
Raytheon Company outfitted
50 of its salespeople with portable computers so they could
obtain the latest price
quotations for customers (Rozen, 1984). By the mid-1980s,
laptop portable computers
weighing just a few pounds were widely adopted by sales
organizations. Salespeople
were now able to provide a new level of prompt full service to
customers.
Conclusion
Historical study has been described as a way to “help establish
an identity for a
discipline by providing some idea of where it is and what it is”
(Savitt, 1980).
Paraphrasing Abraham Lincoln’s assertion in his “House
Divided” speech on June 16,
1858: If we know where we are, where we have been, and
whither we are tending, we can
then better judge what to do, and how to do it (USHistory.org,
2010). In accordance with
these observations, the overall objective in this investigation is
to present historical
evidence of how development of major new technologies create
or expand sales roles by
75. tracking the points at which the technologies were introduced,
and when and how sales
practitioners successfully adopted and adapted each to a sales
role.
Evidence suggests that adopting the latest technology to sales is
a long, ongoing
process which can be traced back at least to the beginning of
professional personal
selling in the mid-1800s. Historically, salespeople, supported by
their companies, have
sought out, experimented with, adopted, and adapted leading-
edge technology to
improve their selling efforts. Each technology offered sellers
unique benefits and
advantages that not only enhanced performance of existing
selling roles but laid the
groundwork for salespeople to take on new and expanded roles.
Most, if not all, of the
roles entrusted to today’s sales forces are arguably linked to a
succession of
technological adoptions and adaptations that occurred between
the beginning of sales
force professionalism in the 1850s and the commercialization of
the internet in the
mid-1980s.
JHRM
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188
Today sales professionals are products of a long process of
invention, creative adoption,
76. and entrepreneurship by their selling predecessors. This
evolution continues as astute
sales organizations remain alert to evaluating new technologies
to improve performance of
their current sales roles and perhaps create new ones to better
serve customers thereby
continuing the long process of sales force evolution and
professionalism.
Modern sales forces owe a tremendous debt to all those
hardworking, enterprising
salespeople and sales managers who have gone before and to the
brilliant inventors who
have facilitated the sales profession in carrying out its sales
roles. It is hoped that tracing
the near symbiotic relationship between new technologies and
sales roles will provide
sales practitioners and scholars with fresh perspectives for
creative adoption and
adaption of dynamic future technologies.
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About the authors
Paul Christ holds a PhD from Drexel University. He is a
Professor of Marketing and MBA Program
Director at West Chester University, the second largest
university in the Pennsylvania State
System of Higher Education. In addition to his administrative
duties, Paul Christ also teaches
MBA-level courses titled marketing management, marketing and
technology and business
research and data analysis. Paul Christ has written and
presented on marketing and technology
topics in numerous academic publications, conferences, and
other public forums, and he is author
of the book KnowThis: Marketing Basics. Additionally, Paul
Christ is founder of KnowThis.com,
one of the internet’s leading marketing references sites, and has
been a consultant to many
marketing and technology companies. Paul Christ is the
corresponding author and can be
contacted at: [email protected]
Rolph Anderson is the Royal H. Gibson Sr Chair Professor at
Drexel University. He earned his
PhD from the University of Florida, and his MBA and BA
degrees from Michigan State University.
His primary research and publication areas are personal selling
and sales management, customer
90. relationship management, and customer loyalty. He is author or
co-author of 22 textbooks,
including Multivariate Data Analysis, 7th ed. – the most
referenced marketing text in academia.
Rolph Anderson’s research has been widely published in the
major journals in his field, including
articles in the Journal of Marketing Research, Journal of
Marketing and Journal of Personal Selling
& Sales Management. In 1998, he received the American
Marketing Association Sales Special
Interest Group inaugural “Excellence in Sales Scholarship
Award.”
The impact
of technology
on sales people
193
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