過去研究認為,銷售模式的差異,部份起因於公司銷售能力的不同;具體而言,是指公司個別銷售人員在認知上的不同。同時,學者亦指出,銷售員認知縱使已非新穎的概念,然而,現存文獻在這方面的理論仍有限且尚未適當的彰顯出銷售人員認知的重要性。 為了彌補過去研究在銷售人員認知方面的不足,本研究以銷售人員認知學理為基礎,發展出一個銷售人員機會識別(salesperson opportunity recognition)的理論模型,並試圖驗證銷售人員識別在銷售中的重要角色。 因此,本研究以銷售人員機會識別為主軸,探討銷售人員的社交網絡、銷售人員機會識別、自我效能以及銷售人員績效四個構面之間的因果關係。以國內從事汽車、房仲及保險業等三大銷售工作之業務人員為問卷調查對象。共計發出200份問卷,問卷有效樣本數為120份,有效問卷率60%。並使用結構方程式模型作為研究方法對此樣本加以分析。 分析結果顯示:銷售人員社交網絡中「親友」與「參與專業論壇」對自我效能有正向顯著的影響、對銷售人員機會識別亦有正向顯著影響;銷售人員機會識別對績效有正向顯著的影響;自我效能對銷售人員績效有正向顯著的影響。最後,研究針對實證結果討論銷售人員管理的意涵與後續研究的建議。
Prior research has suggested that variances in sales success may stem in part from differences in a firm’s sales capabilities, specifically, differences in certain cognition of individual salespeople. Investigation into salesperson cognition is not new, yet the theoretical perspectives adopted in the extant literature are limited and do not adequately highlight the importance of the cognition of individual salespeople. To fill these gaps in past studies, this research based on the salesperson recognition theory attempts to build a conceptual model and empirically verifies the critical role played by salesperson recognition in selling. Therefore, this study identifies salesperson recognition as a key construct in order to explore the relationships among social networks of salesperson, salesperson opportunity recognition, self-efficacy and salesperson performance. We collected the data via a mail survey of salespeople in the insurance, automobile, and real estate industries. Altogether, we obtained 200 responses, of which 120 were usable. This resulted in an effective response rate of 60%. Subsequently, we used structural equation modeling to analyze this data. The empirical analyses yield the following results. First, two salesperson social networks, namely “close friends and family members” and “professional forums”, have significantly positive effects on both self-efficacy and salesperson opportunity recognition. Second, salesperson opportunity recognition has a sig-nificantly positive effect on salesperson performance. Third, self-efficacy has a significantly positive effect on salesperson performance. The study closes with practical implications from the findings and suggestions for subsequent research.