The roles and responsibilities of salespeople have evolved, responding to ongoing industrial changes, competition, and customer needs. Weitz and Bradford (1999) discussed the traditional activities and objectives of salespeople compared to their new flexible functions. The paper also examines different buyer-seller conflicts that arise throughout negotiations and proposes possible solutions. Having shown their effectiveness in resolving disputes and expanding benefits both for customers and sellers, partnering relationships have become an essential aspect of the contemporary product selling strategy. Their article, Weitz and Bradford (1999) try to suggest the best ways to optimize company sales, resolve mutual conflicts, and improve customer-business relationships.
Most traditional roles of salespeople, starting from production to marketing, focused on convincing a buyer to purchase a product. Different strategies were implemented to achieve selling goals, such as aggressive selling and continuous phone calls. Even though these strategies are effective in sales, they do not build long-term relationships, which, in turn, may cost businesses future revenues. A partnership approach, however, is most effective in ensuring strong customer-seller bonds that lead to greater results. Guided by collaboration and compromise agendas, partnership-oriented salespeople address two vital customer value indicators: commitment and exchange of information. Many successful organizations lean towards customer-oriented relationship strategies; for example, P&G and IBM adjusted their selling models to improve customer trust and satisfaction. Nevertheless, collaboration and compromise approaches do not always lead to positive outcomes. Salespeople must consider the importance of a particular relationship to benefit from it.
In order for salespeople to be successful in the modern partnership era, they need to be trained in creative problem solving and strategic research. Sales teams can increase business sales and build a long-lasting relationship only if they work interdependently. However, issues of sales team assessment and reward systems in modern times arise. Weitz and Bradford (1999) emphasize that the task of a new salesperson is much more than aggressive phone calls – it is ensuring the success of a particular company.
References
Weitz, B., & Bradford, K. (1999). Personal selling and sales management: A relationship marketing perspective. Journal of the Academy of Marketing Science, 27, 2, 241-254.