영업사원의 필요역량 도출을 위한 실증적 연구: B2B, B2C 영업사원을 구분하여 An Empirical Study on Eliciting a Competency Required by Salespeople: Differentiating B2B Salespeople and B2C Salespeople원문보기
Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image ...
Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image and revenue of the company. Since businesses find it apparent that the role of salespeople will become significant in the future, our research aims to provide a foundation for future research on exploring the necessary competencies for salespeople by conducting an in-depth interview as well as survey. Research design, data, and methodology - The methods of our research can be broken down into four steps - an interview on salespeople, eliciting salespeople's potential competency, surveys, and analysis. First, our research team conducted interviews on forty subjects. Second, we strived to elicit potential competency of salespeople based on data gained from previous studies and in-depth interviews. And Third, we came up with our own survey templates. Last but not least, our research team analyzed the results from the surveys to elicit necessary capabilities for the salespeople. Results - The results of our research show a clear distinction between B2B and B2C salespeople on all categories that we measured such as the character fitness, competence of emotion and sales marketing. As for B2B salespeople, the results indicated openness(M: 3.8265) in character fitness, and self-motivation(M: 4.1887), group cognition(M: 3.8735), teamwork(M: 3.9956) in competence of emotion, and previous research(M: 3.8735), proposal of values(M: 4.3873), cooperation with other team(M: 4.0441) in competence of sales marketing. The difference in capability required between B2B salespeople and B2C salespeople was very pronounced. Conclusions - For future studies, enhanced pool of subjects with various backgrounds is needed in order for our research to reach a wide range of population. The results from our research are advised to be used for eliciting the competency required by salespeople and for a practical application to further enhance their competency. Companies need continuous efforts to develop the skills of salespeople based on competence analysis and research of sales representatives.
Purpose - Our research started out with an assumption that a further study about the competency of B2B and B2C salespeople is needed, and has thus focused on enhancing their abilities throughout various fields. It seems that the ability of sales representatives has a positive influence on the image and revenue of the company. Since businesses find it apparent that the role of salespeople will become significant in the future, our research aims to provide a foundation for future research on exploring the necessary competencies for salespeople by conducting an in-depth interview as well as survey. Research design, data, and methodology - The methods of our research can be broken down into four steps - an interview on salespeople, eliciting salespeople's potential competency, surveys, and analysis. First, our research team conducted interviews on forty subjects. Second, we strived to elicit potential competency of salespeople based on data gained from previous studies and in-depth interviews. And Third, we came up with our own survey templates. Last but not least, our research team analyzed the results from the surveys to elicit necessary capabilities for the salespeople. Results - The results of our research show a clear distinction between B2B and B2C salespeople on all categories that we measured such as the character fitness, competence of emotion and sales marketing. As for B2B salespeople, the results indicated openness(M: 3.8265) in character fitness, and self-motivation(M: 4.1887), group cognition(M: 3.8735), teamwork(M: 3.9956) in competence of emotion, and previous research(M: 3.8735), proposal of values(M: 4.3873), cooperation with other team(M: 4.0441) in competence of sales marketing. The difference in capability required between B2B salespeople and B2C salespeople was very pronounced. Conclusions - For future studies, enhanced pool of subjects with various backgrounds is needed in order for our research to reach a wide range of population. The results from our research are advised to be used for eliciting the competency required by salespeople and for a practical application to further enhance their competency. Companies need continuous efforts to develop the skills of salespeople based on competence analysis and research of sales representatives.
영업사원은 고정고객 및 예상고객과 직접 접촉하여 정보를 제공하고 수요를 불러일으키는 판매담당자라고 볼 수 있으며, 즉 인적판매가 영업사원을 통해 이루어지기 때문에 고객과 직접적인 대화 및 설명을 바탕으로 영업사원이 소속된 회사의 제품과 서비스를 구매하도록 이끄는 활동자를 의미한다(Jeong & Park, 2008). 이때 영업사원은 정보 제공 및 설득을 담당하 고 있으며 판매하는 제품에 대한 충분한 지식이 필요하다.
영업사원의 역할이 중요한 이유는?
이때 영업사원은 정보 제공 및 설득을 담당하 고 있으며 판매하는 제품에 대한 충분한 지식이 필요하다. 회사에 대한 이미지 및 평판 역시 영업사원에 의하여 형성되기 때문에 인적판매에 있어 영업사원의 역할이 매우 중요하다.
구매 전과 구매 시점, 구매 후 각각의 영업사원의 역할은?
영업사원의 역할은 구매 전과 구매 시점, 구매 후로 나누어 연구할 수 있다(Park, 2012). 먼저 구매 전 단계에서는 고객이 서비스나 부정적인 상황 등 구매의 위험에 대한 불확실성을 줄일 수 있는 역할을 한다. 이 때 고객과 판매자의 관계에 신뢰를 쌓는 것이 중요하고, 신뢰 구축을 위해 일정시간이 소요되며 고객을 자주 방문하여 신뢰감을 심어줄 필요가 있다. 또한 부정적 결과에 대한 위험성을 줄이기 위해 믿음을 심어줘야 하며, 기업의 이미지 향상과 브랜드 자산 구축에 긍정적인 영향을 미친다. 구매시점에서는 구매자가 자신의 의사결정에 대해 확신을 가질 수 있도록, 올바르고 좋은 결정이었다는 점을 지속적으로 확인시켜주는 역할을 한다. 이렇게 커뮤니케이션을 통해 고객의 만족과 재구매를 제고하며, 고객의 기대가 충족되고 만족이 이루어지게 된다. 구매 후 단계에서는 고객들에게 발생할 수 있는 인지적인 부조화 수준을 낮출 수 있으며, 고객들이 다른 고객들에게 긍정적인 구전 커뮤니케이션을 수행하도록 만드는 역할을 한다. 또한, 재구매 활성 및 고객과 기업 간의 장기적인 관계 설정을 위한 역할을 하며, 구매 후 발생하는 고객의 요구 및 불만사항에 대하 일정기간 관리를 담당한다.
참고문헌 (14)
Journal of Personal Selling & Sales Management Avlonitis, G. J. 26 1 67 10.2753/PSS0885-3134260106
※ AI-Helper는 부적절한 답변을 할 수 있습니다.