銷售人員目標導向及知覺顧客嚴苛度對顧客導向∕販售導向銷售之影響

The Impacts of Salespeople’s Goal Orientation and Perceived Customer Demandingness on Customer- Oriented and Sales-Oriented Selling

在長期顧客關係的建立、及公司市場導向策略的執行上，顧客導向銷售的實踐一向扮演著關鍵角色。然而與傳統的販售導向銷售相比，顧客導向銷售需要銷售人員在與顧客互動時投入更多的時間與心力。因此，瞭解影響銷售人員顧客導向／販售導向銷售的前因、進而有效管理銷售人員與顧客的互動行為，一直都是實務界及學術界關注的焦點。本研究擴展過去的研究，探討銷售人員目標導向及認知顧客嚴苛度對其顧客導向／販售導向銷售的影響，並以國內壽險業的262 位銷售人員為問卷調查實證對象。干擾迴歸分析結果顯示，銷售人員的學習導向及認知顧客嚴苛度對其顧客導向及販售導向銷售分呈顯著正、負向影響，銷售人員的迴避表現導向則對其顧客導向及販售導向銷售分呈顯著負、正向影響。此外，認知顧客嚴苛度愈高、銷售人員趨向表現導向對販售導向銷售的正向影響愈強烈；認知顧客嚴苛度愈低、銷售人員趨向表現導向對顧客導向銷售的正向影響愈強烈。最後研究者依據實證結果提出管理建議供企業主管參考。

The practice of customer-oriented (CO) selling has been identified as a key role in both building long-term customer relationships and implementing a company’s market-oriented strategy. However, compared with the traditional salesoriented (SO) selling, CO selling requires greater expenditure of effort by the salesperson in customer-related interactions. Consequently, understanding the antecedents of CO and SO selling, and in turn effectively managing salespeople’s customer-related interactive behaviors have long been a topic of research interest to academicians and practitioners. The present study, drawing from and expanding previous work, examined the relationships of salespersons’ goal orientation and perceived customer demandingness to their CO and SO selling. Two hundreds and sixty-two salespeople from six life insurance firms were sampled as subjects. Moderated regression analysis indicates that salespersons’ learning orientation and perceived customer demandingness all have directly positive impact on CO, but negative on SO selling. On the contrary, salespersons’ performance- avoidance orientation has directly negative impact on CO, but positive on SO selling. Moreover, the findings also show that significantly positive relationships between performance-approach orientation and SO selling was found when perceived customer demandingness was high, and a significantly positive relationship between performance-approach orientation and CO selling was found when perceived customer demandingness was low. Finally, managerial implications and directions for future research are suggested.