聚焦前沿|市场学重要期刊论文选登20210211

【品位营销】高雅有品位的营销科学思想、理论前沿动态和精彩案例的分享平台，我们坚持营销的科学性与高品位，拒绝营销的大忽悠与低俗化，推动营销学术研究与实践应用，促进经济发展与社会进步。

聚焦前沿 | 一线营销人员管理最新研究

转载自对外经贸大学国际商学院公众号[UIBE全球营销]

【一线营销人员管理最新研究1】

多阶段契约与销售人员努力组合图：“曲棍球棒”模式、“放弃”模式与“安乐”模式的最佳状态

Multiperiod Contracting and Salesperson Effort Profiles: The Optimality of “Hockey Stick,” “Giving Up,” and“Resting on Laurels”

Kinshuk Jerath, Fei Long. MultiperiodContracting and Salesperson Effort Profiles: The Optimality of “Hockey Stick,”“Giving Up,” and “Resting on Laurels”[J]. Journal of Marketing Research, 2020,57(2): 211-235.

Abstract

The authors study multiperiod sales force incentive contracting in which salespeople can engage in effort gaming, a phenomenon that has extensive empirical support. Focusing on a repeated moral hazard scenario with two independent periods and a risk-neutral agent with limited liability, the authors conduct a theoretical investigation to understand which effort profiles the firm can expect under the optimal contract. The authors show that various effort profiles that may give the appearance of being suboptimal, such as postponing effort exertion (“hockey stick”) and not exerting effort after a bad or a good initial demand outcome (“giving up” and “resting on laurels,” respectively) may indeed be induced optimally by the firm. This is because, under certain conditions that depend on how severe the contracting frictions are and how effective effort exertion is in increasing demand, the firm wants to concentrate rewards on extreme demand outcomes. Doing this induces gaming and reduces expected demand but also makes motivating effort cheaper, thus saving on incentive payments. On introducing dependence between time periods, such as when the agent can transfer demands between periods, this insight continues to hold and, furthermore, “hockey stick,” “giving up,” and “resting on laurels” can be optimal for the firm even under repeated short time horizon contracting. The results imply that one must carefully consider the setting and environmental factors when making inferences about contract effectiveness from dynamic effort profiles of agents.

摘要

作者研究了销售人员可以进行努力博弈的多阶段激励契约，这一现象得到了广泛的实证研究支持。针对具有两个独立周期的重复道德风险情景和一个风险中性的有限责任代理人，作者展开一项理论研究，以了解在最优契约下，企业可以期望哪些努力模式。作者指出，各种可能表现为次优的努力模式，如推迟努力发挥（“曲棍球棒”模式）和在一个坏的或良好的初始需求结果（分别是“放弃”和“安乐”模式）之后的不努力，可能的确是由公司诱导的。这是因为，在某些情况下，根据契约摩擦的严重程度以及在增加顾客数量方面的有效努力程度，公司把对销售人员的奖励集中在获取大量的顾客。这样做会诱导博弈，降低预期需求，但也会使激励成本降低，从而节省激励支出。在引入时间段之间的依赖性时，例如当代理人可以将获取的顾客数在不同时期之间转移时，这种观点仍然有效。而且，即使在重复的短期期限契约下，“曲棍球棒”、“放弃”和“安乐”模式对公司来说都是最优的。研究结果表明，当从代理人的动态努力模式推断契约效力时，必须仔细考虑背景因素和环境因素。

【一线营销人员管理最新研究2】

员工在服务网站上的数字化存在如何影响消费者对网站及员工的服务质量的感知

How Employees’ Digital Presence on Service Websites Affects Customer Perceptions of Website and Employee Service Quality

Dennis Herhausen, OliverEmrich, Dhruv Grewal, et al. Face Forward: How Employees’ Digital Presence on ServiceWebsites Affects Customer Perceptions of Website and Employee Service Quality[J].Journal of Marketing Research, 2020, 57(5): 917-936.

Abstract 

Confronted with increasing digitalization, service firms are challenged to sustain customer loyalty. A promising means to do so is to leverage the digital presence of service employees on their website. A large-scale field study and several experimental studies show that the digital presence of service employees on the firm website increases current website service quality perceptions and positively shapes memories related to employee service quality perceptions from past service encounters. Both effects indirectly increase customer loyalty and, in turn, financial performance, and are amplified by employee accessibility and a service firm’s customer orientation. The authors examine further boundary conditions for the memory process: only service employees evoke the beneficial spillover effect to employee service quality perceptions, and the spillover effect does not generalize to evaluations of product quality. Remarkably, an employee’s digital presence, although factually unrelated, augments customer perceptions of service employees’ competence and commitment and thus strengthens rather than erodes service employees’ role in customer–firm relationships. Theoretical and managerial implications deepen the understanding of how to add a human touch to digital channels.

摘要

面对日益提高的数字化程度，服务型企业面临着保持客户忠诚度的挑战。利用服务型员工在其网站上的数字化存在一个有发展前景的方法。一项大规模的实地调查和几组实验研究表明，服务员工在公司网站上的数字化存在增加了当前网站的服务质量感知，并会正向影响顾客对员工之前服务质量的记忆。这两种效应都间接地增加了客户忠诚度，进而提高了财务绩效。且这两种效应会被员工的可触达性及服务公司的顾客导向所增强。作者进一步研究了记忆过程的边界条件：只有服务型员工才会触发对员工的服务质量感知的有益溢出效应，而此溢出效应并不能推广到对产品质量的评价中。值得注意的是，尽管事实上无关，员工的数字化存在是会增强客户对服务员工能力和承诺的看法，从而加强而不是削弱服务员工在客户-企业关系中的角色。本文在理论和管理方面的影响在于加深了对如何在数字渠道中增加人性化接触的理解。

【一线营销人员管理最新研究3】

销售团队中基于价值销售的前因和绩效结果：激励的多层次系统理论

Antecedents and performanceoutcomes of value-based selling in sales teams: a multilevel, systems theory ofmotivation perspective

MULLINS, Ryan; MENGUC,Bulent; PANAGOPOULOS, Nikolaos G. Antecedents and Performance Outcomes of Value-basedSelling in Sales Teams: a Multilevel, Systems Theory of Motivation Perspective[J]. Journalof the Academy of Marketing Science, 2019, 1-22.

Abstract

Firms are increasingly deploying a value-based selling (VBS) approach in their sales organizations to drive growth for new offerings. However, VBS adoption remains challenging, signaling that leaders need guidance to motivate VBS. Drawing from the systems theory of motivation, we examine motivational mechanisms at two levels—salesperson and sales team—to understand how to motivate, and benefit from, VBS. Using multisource data (i.e., salespeople, managers, archival performance) from 70 sales teams in a U.S.-based manufacturing and services provider, our findings illustrate drivers and outcomes of VBS. Specifically, we uncover a framework of salesperson, leader, customer, and team factors that help explain salesperson motivation for VBS. Importantly, we link VBS to customers’ adoption of new products to support VBS’s role for selling new products. Critical for sales team strategy, our model also integrates a team-level motivational mechanism to provide a comprehensive framework for salesperson and sales team motivations and outcomes.

摘要

公司越来越多地在其销售团体中开展基于价值的销售（VBS）方法，以推动新产品或服务的增长。但是，VBS的采用仍然具有挑战性，这释放了一个信号，说明领导者需要一定的指导以提高使用VBS的积极性。从激励的系统理论出发，我们从销售人员和销售团队两个层面研究了激励机制，以了解如何促进VBS的使用并从中受益。通过使用多源数据（即销售人员，经理，档案绩效），这些数据来自于美国的制造和服务提供商中的70个销售团队,我们的发现说明了VBS的驱动因素和产生的结果。具体来说，我们揭示了一个研究框架，这个框架关于销售人员，领导者，顾客，和能够帮助解释销售人员使用VBS动机的团队层面因素。重要的是，我们将VBS与客户采用新产品联系起来,以用来支持VBS在销售新产品中的作用。我们的模型还整合了团队层面的激励机制，从而为销售人员以及销售团队的激励和结果提供一个全面的框架，这对于销售团队策略至关重要。

【一线营销人员管理最新研究4】

上游制造商的培训和激励对下游销售人员的努力产生的联合、多层次影响

The Joint and Multilevel Effects of Training and Incentives from Upstream Manufacturers on Downstream Salespeople’s Efforts

MAGNOTTA, Sarah; MURTHA,Brian; CHALLAGALLA, Goutam. The Joint and Multilevel Effects of Training andIncentives from Upstream Manufacturers on Downstream Salespeople’s Efforts[J]. Journalof Marketing Research, 2020, 57.4: 695-716.

Abstract 

Manufacturers frequently face the challenge of motivating distributor salespeople to focus efforts on their products rather than competitors’ products. The present research explores two mechanisms that manufacturers use to address this challenge: training and incentives (spiffs). The authors find that the impact of these mechanisms on distributor salespeople’s efforts (toward a manufacturer’s products) largely depends on the extent to which manufacturers also provide training and incentives to distributor sales managers. More specifically, providing greater incentives to distributor sales managers undermines the relationship between their salespeople’s training and effort but enhances the relationship between their salespeople’s incentives and effort. Further- more, greater sales manager training enhances the impact of salespeople’s incentives on effort; however, greater salesperson training undermines the relationship between salesperson incentives and effort. Thus, this research shows that the combination of mechanisms (training and incentives) and the levels at which manufacturers provide them (distributor salespeople and sales managers) can have different implications for distributor salespeople’s efforts.

摘要

制造商经常面临一个挑战：如何激励经销商销售人员把精力集中在他们的产品而不是竞争对手的产品上。本研究探讨了制造商用来应对这一挑战的两种机制：培训和激励措施（奖金）。作者发现，这些机制对分销商销售人员的努力（针对制造商的产品）的影响在很大程度上取决于制造商向分销商销售经理提供培训和激励的程度。更具体地说，向分销商销售经理提供更大的激励会破坏他们的销售人员的培训和努力之间的关系，但这会增强销售人员的激励和努力之间的关系。此外，更多的销售经理培训会加强激励对于努力的影响，但是，更多的销售人员培训会破坏销售人员的激励与努力之间的关系。因此，这项研究表明，培训和激励机制，与制造商对分销商销售人员和销售经理使用上述机制的程度，这两者的组合会对分销商销售人员的努力产生不同的影响。

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中国高等院校市场学研究会简介

中国高等院校市场学研究会(Chinese Marketing Association of Universities，英文缩写CMAU)成立于1984年元月，是经中华人民共和国民政部批准，由全国各高等院校从事市场营销学教学、研究的专家、学者及企事业单位自愿组成的非营利性学术团体。学会的主管单位是中华人民共和国教育部，现任会长是北京大学光华管理学院符国群教授。

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