Wat maakt iemand tot een goede service employee/verkoper?

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1 Wat maakt iemand tot een goede service employee/verkoper? Churchill et al. (1985): Meta-analyse 116 artikelen belangrijkste determinanten v succes: (1) persoonlijke kenmerken (uiterlijk; sociale achtergrond; ervaring en opleiding; life style) (2) vaardigheden (communiceren, overtuigen; interesse kweken; samenwerken) (3) rol variabelen (weten wat er van je verwacht wordt; ethiek en instelling) (4) persoonlijkheid (capaciteiten; zelfvertrouwen; aimabiliteit) (5) motivatie (inzet; extra inspanning) (6) organisatie en omgeving

2 Kenmerken van deze studies Gaan (bijna) allemaal over b-to-b Criterium voor succes is altijd vanuit het perspectief van de ondernemer (verkoopomzet, aantal orders) Vragen: - wat bepaalt succes in de retail? - worden de criteria voor succes gedeeld door consumenten (en verkopers zelf)? Pruyn & Smidts (2000) 18 consumentenwinkels (auto s, meubelen, electronica, parfumerie, dranken, boeken) Verkoopleider: beste en slechtste

3 Vragenlijst: vervolgens. rapportcijfers aan beste en slechtste beoordeling van beste en slechtste op 30 kenmerken (7-puntsschalen) - boezemt vertrouwen in - toont respect voor de klant - empathie, etc. hoe belangrijk zijn deze 30 kenmerken (7-puntsschalen) Daarna: beste en slechtste beoordelen zichzelf op deze kenmerken in iedere winkel: één klant van beste en één klant van slechtste beoordelen hun verkoper op dezelfde 30 kenmerken Dus: (N=90) respo s: 18 sales managers, 18 beste, 18 slechtste, 36 klanten

4 Conclusies 30 kenmerken 3 saillante dimensies objectiviteit - betrouwbaar (ethos) - eerlijk - inlevingsvermogen expertise - kennis (logos) - ervaring - adviseert likeability - vriendelijk (pathos) - beleefd - net voorkomen Aristoteles (Pisteis): drie dimensies in de retorica oprechtheid, argumentatie, emotioneel appeal

5 Results Three perspectives on what is important Sales Managers Salespersons Customers 1 Likeability 2.70 Expertise 2.62 Expertise Expertise 2.47 Likeability 2.50 Likeability Objectivity 2.43 Objectivity2.36 Objectivity 1.83 (Scores range from -3 to +3)

6 Results Three perspectives on what is important Sales Managers Salespersons Customers 1 Likeability 2.70 Expertise 2.62 Expertise Expertise 2.47 Likeability 2.50 Likeability Objectivity 2.43 Objectivity2.36 Objectivity 1.83 On the attribute level: Sales managers: Customers: friendliness, neatness product knowledge

7 Results Three perspectives on what is important Sales Managers Salespersons Customers 1 Likeability 2.70 Expertise 2.62 Expertise Expertise 2.47 Likeability 2.50 Likeability Objectivity 2.43 Objectivity2.36 Objectivity 1.83 MANOVA, multivariate F = 5.52, p <.001 No differences between best and worst salespeople

8 Results Three perspectives on sales performance Respondent Managers Salespersons Customers Sales Rep* Best Worst Best Worst Best Worst Expertise Objectivity Likeability * Best and worst salespersons as appointed by their sales managers Sales managers perceive clear differences between best and worst salespersons, especially on expertise

9 Results Three perspectives on sales performance Respondent Managers Salespersons Customers Sales Rep* Best Worst Best Worst Best Worst Expertise Objectivity Likeability * Best and worst salespersons as appointed by their sales managers Customers give less positive ratings but agree with sales managers in perceived differences between best and worst salespersons

10 Results Three perspectives on sales performance Respondent Managers Salespersons Customers Sales Rep* Best Worst Best Worst Best Worst Expertise Objectivity Likeability * Best and worst salespersons as appointed by their sales managers Self-evaluation of best salespersons is almost identical to the evaluation by their sales managers

11 Results Three perspectives on sales performance Respondent Managers Salespersons Customers Sales Rep* Best Worst Best Worst Best Worst Expertise Objectivity Likeability * Best and worst salespersons as appointed by their sales managers Worst salespersons perceive themselves as worse on all dimensions than best salespersons, but tend to overrate themselves as compared to their managers self-serving bias!

12 Results Only worst salespersons attach greater value to dimensions on which they think they are strong expertise likeability No differences between durables and non-durables or price level

13 Customer Loyalty (type 1) Reichheld (1996): step 1: finding the right customer ( steady cash flows) step 2: reinvest cash-flow surplus ( earn continued loyalty) - hire and retain superior employees - service equipment

14 Customer Loyalty (type 1) Reichheld (1996): step 1: finding the right customer ( steady cash flows) step 2: reinvest cash-flow surplus ( earn continued loyalty) - hire and retain superior employees - service equipment - the service environment

15 Customer Loyalty (type 1) Lovelock (2000): a customer s willingness to continue patronising a firm over a long term, purchasing and using its goods and services on a repeated and preferably exclusive basis, and voluntarily recommending the firm [ ] to friends and associates. Customer loyalty (1) Reputation /Patronage

16 Wat bleek..? Satisfaction Customer loyalty (1) Reputation /Patronage Customer loyalty (2)

17 Customer Loyalty (type 2) Loyalty to the contract - How do we motivate the patient to pursue treatment? - How do we get the patient to follow cleaning instructions? - How do we set the patient s mind as a prosumer?

18 The exacerbation loop Satisfaction Customer loyalty (1) Reputation/ Patronage Customer loyalty (2)

19 The exacerbation loop Satisfaction Customer loyalty (1) Reputation/ Patronage Customer loyalty (2) Quality of Treatment

20 The exacerbation loop Satisfaction Customer loyalty (1) Reputation/ Patronage Customer loyalty (2) Quality of Treatment