Home/Working Papers/Increasing Salesperson Performance With Social Capital: The Impact of Centrality, Tie Strength and Network Diversity
Increasing Salesperson Performance With Social Capital: The Impact of Centrality, Tie Strength and Network Diversity
Código: WPE – 140
Danny Pimentel Claro
Silvio A. Laban Neto
The role of the salesperson continues to evolve as sales organizations implement and maintain relationship marketing programs. In this dynamic context, marketing scholars have recently suggested that in order to effectively manage customer relationships, a salesperson draws on the contributions of diverse organizational members to create distinctive customer solutions (Jones et al., 2005; Weitz and Bradford, 1999). Becoming less of a lone wolf, these high performing salespeople span their firm’s internal boundaries in order to: 1) understand their firm’s capabilities and what it can do for their customers, and 2) motivate exchange with individuals who can provide the resources needed to fashion customer solutions.