Browsing by Author "Jones, David L."

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    A Determination of Interpersonal Interaction Expectations in International Buyer-Seller Relationships
    Jones, David L. (Virginia Tech, 2000-03-24)
    Relationship/collaborative selling, as opposed to traditional, transaction oriented selling, stresses the need to form relationships with prospects and customers across all stages of the buyer-seller relationship (Jolson, 1997). The problem is that applying the relationship selling process to all types of customers may lead to inappropriate interpersonal interaction if the customer's orientation is only short-term in nature (Jackson, 1985a, 1985b). Anderson and Narus (1991) make the point that significant variations within industries (i.e., hotel industry) can exist in the buyer's expectation of working relationships with sellers, from a collaborative relationship desire to a transactional (i.e., discrete) relationship. This study developed and empirically tested a model of international buyer-seller relationships in the hospitality industry. The model analyzed several relationships: 1) the relationship between National Culture (Hofstede, 198oa, 1980b & 1997) and the interpersonal interaction "success" variables (i.e., structural bonding, social bonding, communication content, communication style, and trust) in the buyer-seller relationship (Wilson, 1995); 2) the relationship between the "success" variables and the outcomes of the buyer-seller relationship (i.e., relationship commitment and long-term orientation of the buyer); and 3) the relationship between the level of knowledge of the selling strategy used by the salesperson and the buying preferences of the buyer, as perceived by the salesperson. In addition, each of these relationships was examined in terms of the differences that may exist in base of operation of the salesperson (i.e., North America or Asia). The study specifically focused on the hotel industry salesperson and the relationship he or she has with his or her top account. The cross-cultural differences were captured by use of a sample of salespeople that were based either in North America or Asia. The results of this study showed that the relationship/collaborative selling strategy is not necessarily appropriate for all selling situations, but the salesperson may not be knowledgeable enough of his or her customer's preference for interpersonal interaction to be able to identify that fact. It also indicated that different importance is placed on different "success" variables in the buyer-seller relationship in different bases of operation. Specifically, trust is more important in North America than Asia, but it is still an important factor in both selling environments. It was also concluded that social bonding might be overrated in regards to the top account buyer-seller relationship. The conclusion can be made that more emphasis needs to be placed on the building and maintaining of trust than the need to "build a relationship" through social bonding, at least with the top account. The implications of the study can be applied to the improvement of how sales training is taught on a global basis.
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    Expectations of working relationships in international buyer–seller relationships: Development of a relationship continuum scale [Summary]
    Jones, David L.; Mccleary, Ken W. (Virginia Tech, 2007-07-23)
    This study is an attempt to develop a scale to measure expectations of buyer-seller working relationships on a cross-cultural basis in the hospitality industry. The focus is on North American and Asian hotel salespeople. The scale development drew from previous research in guanxi relationships, purchasing, and selling strategies. While the results did not support a reliable unidimensional scale that could distinguish between transactional and collaborative working relationships, the methodology did create a framework for further scale development.
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    Future Issues in Sales, Marketing, and Revenue Management in Greater China: What Keeps You Up at Night? [Summary]
    Jones, David L.; Lee, Amy; Chon, Kaye (Virginia Tech, 2011-08-25)
    “Recognizing the current global economic crisis, what do you feel are the key impacts it will have on (sales, marketing, or revenue management) in the hospitality industry in the next 5 years within the Greater China region?” This was the question asked in a Delphi study with 37 hotel industry leaders in Greater China and a follow-up Thought Leaders Roundtable. The results identified the top five impacts in each of the disciplines and the Roundtable provided insights into how to address them. Additionally, how long these impacts will affect the region was determined.
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    Hospitality Industry Sales Force Automation: Organizational and Individual Levels of Adoption and the Implications on Performance, Productivity and Profitability [Summary]
    Jones, David L. (Virginia Tech, 2008-10-12)
    The growth of sales force automation (SFA) in the hospitality industry in recent years has led to virtually every hotel salesperson having a computer at his or her desk in order to perform his or her sales responsibilities. However, as Orenstein and Leung (1997) point out, simply providing a computer and software is not going to miraculously increase sales volume or productivity. This article presents evidence that significant differences exist in the level of both organizational and individual adoption of SFA in the hotel sales profession.