The Oxford Handbook of Strategic Sales and Sales Management

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Keywords: marketing; renaissance; profitable relationships; brand value; customer management; relationships; global selling; costs; organizations; results; resources; modern environment

Book.  664 pages. 

Subjects: business and management

Index Terms: Abelson, R. P.; Access (software package); account management; account representatives; accountability; action identification; activity‐based analysis; adaptive behavior; adaptive selling; added value; ADP ((Automatic Data Processing); advertising; advertising agencies; AFT (accelerated failure time); Agarwal, S.; agency theory; agentic role; aggregate level approaches; agility drivers; Ahearne, M.; airplane parts; Aksoy, L.; Albers, S.; Alcoa; alcohol usage; Allied Signal; Allnet Communications Services; allocation of resources,; Almaden; Alvarez‐Gonzalez, L. I.; always‐on communication; Ambady, N.; Ambrose, M. L.; American consumers; American Customer Satisfaction Index; American Marketing Association; AmEx; analytical CRM phase; Anderson, E.; Anderson, J. C.; Andreassen, T. W.; angels and devils; anxiety; Apple; APS (Advanced Planning and Scheduling); Ara, K.; Argote, L.; Armour, H.; Arndt, J.; ASA (attraction‐selection‐attrition) model; Ashkanasy, N. M.; asymmetric information; AT&T; attentiveness and likeability; attitudinal loyalty; Australia; Austria; authority; automation,; automobile industry; Babakus, E.; Bagozzi, R. P.; Bahrain; Bain & Company; Baldauf, Artur; Ballantyne, D.; bandwidth; Bank, A. J. M.; Bank of America; bankruptcy; Barclay, D. W.; bargaining; Barnard, Chester; Barney, J. B.; Baron, R.; Barone, M. J.; Barr, S. H.; Barrett, M.; Barton, A. W.; Bascoul, G.; Bass, B. M.; Bayesian decision theory; Beatson, A.; Bechara, A.; beer consumption; behavior control; behavior monitoring; behavior performance; behavioral loyalty; Behrman, D. N.; beliefs; Belk, R. W.; Bellenger, D. N.; Bellizzi, J. A.; benchmarking systems; Berends, H.; Bergen, M.; Berntson, G. G.; Best Buy; best‐in‐class relationships; best practice; Bharadwaj, S. G.; Bhutan; bidirectional communication; Biemans, W. G.; Big 3 (major accounting firms); “Big Brother” connotations; biology; black box approach; Black & Decker; Blackberrys; Blattberg, R. C.; Blau, P. L.; blogs; blood pressure; Blythe, J.; body language; Boersma, K.; Bohling, T.; Bolton, R. N.; Bonifacio, M.; Bono, J. E.; bonuses; Booz Allen Hamilton (2003); bottom‐line evaluation; bottom‐up approach; Boulding, W.; boundary‐spanners; Bouquet, P.; Bowler, Jeremy; Boyd, J. N.; Bradford, K. D.; brand equity; brand heritage; brand image; brand loyalty; brand management; brand preference; brand strength; Brandt, C. J.; Brass, J.; Brenčič, M. M.; Britannic; Brown, A.; Brown, S. P.; Brown, T. J.; Brynjolfsson, E.; Buchanan, M.; bureaucracies; Burke Inc.; burnout; Burns, T.; Burt, R. S.; Busch, P.; BUSCH system; Bush, R. F.; business design; business‐to‐business environment; buyer‐seller roles/relationships; Cacioppo, J. T.; cadres; California; call‐centers; camaraderie; Campbell, M. C.; Canada; Cannella, A. A.; capital investment; Capon, Noel; Cappleman, S.; Cardinal Health; care‐why; Carnegie, Dale; Carney, D. R.; Carpenter, G. S.; Carpenter, P.; carryover sales; cash flow; Cass, E. L.; Caterpillar; causal knowledge; Cavusgil, S. T.; CBD (Customer Business Development); CDSAM Competency‐Driven Strategic Account Management) program; cellphones,; Cemex; censoring and truncation (data limitations); centralization; Cespedes, F. V.; CFRs (cross‐functional relationships); CFTs (customer‐focused teams); Chakrabati, A. K.; Challagalla, G.; challenge stressors; Chally (H.R.) consultancy; Chamberlain, L.; Chambers, John; Chan, D.; Chandy, R. K.; change:; change proficiency; channel‐bonding capabilities; channel delivery; charismatic leadership; ChemStation International; Chevron Texaco; Chin, W.; choices; Chonko, L. B.; Choudhury, T.; Christenson, C. M.; Chrysler; Chrzanowski, K.; Churchill, G. A.; Cialdini, Robert; Cisco Systems; Citibank; clan control; classroom training; climate for service; clusters; CLV (customer lifetime value); coach mode; coalitions; Coca‐Cola; coercive tactics; cognitive appraisal theory; cognitive dissonance theory; cognitive psychology; cold‐calling; collaborative advantage; collaborative relationships; Collins, B. H.; Collins, J. M.; Collins, R. H.; Colvin, R. C.; combinative capabilities; Comer, J. M.; command mode; commercialization process; commission; commitment and consistency principle; commoditization; common culture; company results; Compaq; compensation; compensation orientation; compensation plans; competence definition; competence deployment; competence modification; competencies; competition; competitive advantage; competitive advantage sources; competitive intelligence; competitive position; competitive strategy; competitiveness; competitor targets; composite measures; computer‐assisted analysis; computers; concentration; configuration theory; confirmatory factor analysis; Conger, J. A.; connectivity; consciousness; consideration; consultative selling; consulting services; consumer behavior; consumer benefits/values; consumer goods sector; consumer profiles; consumption; contests; contextual knowledge; contingency leadership; contingency theory; control mechanisms; control philosophy; Cooil, B.; coordinating activities; coping behaviors; core capabilities; core competencies; core customers; Corporate Executive Board; corporate expenditure; Cosier, R. A.; cost‐benefit analysis; cost leadership; Costa, P. T.; Cotteleer, M.; coverage cubes; Cox, D. F.; CPLV (customer portfolio lifetime value); Cravens, D. W.; creativity; credit card debt; credit ratings; credit risk; Crites, S. L.; critical analytic processes; CRM (customer relationship management); Cron, W. L.; Croson, D. C.; Crossan, M. M.; cross‐buying; cross‐functional teams; cross‐purchasing situations; cross‐selling; Csikszentmihalyi, M.; CT scanners; cues:; cultural barriers; cultural capital; cultural controls; cultural diversity; culture‐building capability; Curhan, J. R.; Curphy, G. J.; Curry, D.; custom‐tailored solutions; customer acquisition; customer acquisition capability; customer advocacy; customer archetypes,; Customer‐Centric CEO Index; customer‐centric perspectives; customer churn; customer defection; customer‐facing processes; customer focus; customer information; customer intimacy; customer knowledge; customer knowledge generation function; customer learning; customer lifecycle; customer linking; customer loyalty; customer management,; customer monitoring; customer needs; customer orientation; customer perceptions; customer portfolio; customer portfolio analysis; customer priorities; customer profiles; customer relationship expansion; customer relationship strategy; customer relationships; customer retention; customer retention capability; customer revenue expansion; customer satisfaction; customer security; customer segments; customer selection; customer sensing; customer service; customer sophistication; customer‐supplier relational processes; customer support:; customer tracking data; Customer Value Principle; customer win‐back process; customization; Dacin, P. A.; Daemon Quest; Dalsace, F.; Damasio, H.; Darmon, R. Y.; databases; Daugherty, P. J.; Dawes, P. L.; Dawson, S.; Day, G. S.; Day, R. L.; DCAPS positioning; DCM (Dynamic Capabilities Model); De Boer, L.; DeBono, K. G.; DeCarlo, T. E.; decentralization; decision‐making; decision rules:; declarative knowledge; DeConinck, J. B.; De Jong, A.; deliberation mindsets; Dell, Michael; Dell Computers; demand; demand elasticity; demassification; Dent‐Micallef, A.; depression; De Reuver, R.; Deshpandé, R.; detergent manufacturers; DeVincentis, J.; Dewsnap, B.; Dhaliwal, B.; Dickson, M. W,; Diener, Ed; Dietvorst, R. C.; Differential Advantage Principle; differentiation; digitization; diminishing returns; direct consensus model; direct sales force; direction; Dirks, K. T.; disaggregated approach; discrete transaction context; Disney theme parks; dispersed leadership; dispersion composition model; dissemination events; distribution channels; distribution systems; diversity climate; Dixon, Andrea L.; doctors; domain selection; domesticated markets; Domino's Pizza; Dorenbosch, L.; Dove, R.; downsizing; Doyle, S. X.; dramas; drive‐thru services; Droge, C.; Droll, M.; drug usage; Dubinsky, A. J.; Dutta, S.; Dyer, B.; Dyer, J. H.; dynamic sales environment; dysfunctional conflict; E2E (enterprise‐to‐enterprise) relationship; Easingwood, C.; Eaton; e‐Business systems; eCommerce solutions; economic wellbeing; economies of scale; economies of scope; EDI (Electronic Data Interchange); education; Edward Jones brokers; effectiveness; effectiveness and efficiency; efficiency; effort allocation; ego; Ehret, M.; Ehrhart, M.; Eisenhardt, K. M.; electronic delivery methods; Electronic Markets; electronic training; email:; emergent strategy; Emerson, M.; emotional exhaustion; emotions; empathy:; empowerment; Enron; enterprise strategies; Enterprise System OEMs; entrepreneurial orientation/behavior; entrepreneurship; entry barriers; environmental changes; environmental dynamism; eProcurement websites; ERP (Enterprise Resource Planning); ethical climate; ethical conflict; ethics; evaluation; Evans, Kenneth R.; evolutionary adaptability; Excel; expectations; expertise; explicit information; externalization process; extraversion; Exxon; face‐to‐face contact; Facebook; Fahey, L.; Fang, E,; Federal Express; feedback; Ferrell, L. & O. C.; Festervand, T. A.; financial institutions; financial performance; financial ratios; financial services companies; Fiol, C. M.; Firat, A. F.; firing strategy; firm‐level orientation; firm‐specific assets; Fisher, R. J.; Five Forces model; fixed costs; Flaherty, K. E.; flexibility; Folkman, S.; Foote, N.; Ford, N. M.; Ford Motor Company; foreign countries; formalization; Forrester Research; Foti, R. J.; Fournier, C.; Fox, E. J.; fragmentation:; franchises; Franke, G. R.; Frazier, G. L.; Friege, C.; Friends Provident; functional conflict; functional team leadership; Futrell, C. M.; GAM (global account management); Garcia, J. R.; Garrett, T. C.; Gassenheimer, J. B.; Gates, Bill; Gazzaniga, M. S.; GE (General Electric); GE Medical Systems; Gebhardt, G. F.; gender differences; general managers; General Mills; generosity; Genesis; Gensch, D. H.; Gentry, J. W.; George, W. R.; Gerhardt, M. W.; Germain, R.; Gerstner, Lou; gestalt; Getz, G.; Ghosh, M.; Ghoshal, S.; Giddens, A.; Gillette; GlaxoSmithKlein; Glazer, R.; global positioning devices; globalization; GM (General Motors); go‐to‐market strategy; goal‐achievement; goal‐setting; goals; Golembiewski, R. T.; Gonzalez‐Roma, V.; Good, R. E.; Goodell, P. W.; Gordon, G. L.; Gore‐Tex; grand competence; Granovetter, M.; Grant, K.; granularity; Greece; greed; Greenberg, H. M.; Griffin, A.; Griffin, J.; Grojean, M. W.; Grönroos, C.; Grossenbacher, Samuel; “groupthink”; Grove, S. J.; Gruner, K.; Gu, F. F.; Guanxi network model; Guenzi, P.; Guinness; Gummesson, E.; Gunnlaugsdottir, J.; Gupta, S.; Hafer, J. C.; Hair, J. F.; Hall, J. A.; Hanvanich, S.; happiness; “hard sell” era; Harder, Del S.; Hari, J.; Harley Davidson; Harrah's; Harreld, J. B.; Hart, S.; Hartley, S. W.; Harvard Business Review; Hauser, J. R.; hazard analysis; He, X.; heart rate; hedonism; Heide, J. B.; Heitger, L. E. & D. L.; Henderson, R.; Henneberg, S.; heroic leadership; Hershey Foods; Heschel, M. S.; Hewlett Packard; high pressure tactics; Hill, N. C.; Himalayan mountains; hindrance stressors; Hipple, E. von; “hired hands”; hiring and screening processes; Hite, R. E.; Hitt, L. M.; Hogan, D.; Hogan, J.; Hogan, R.; Hollet, S.; Homburg, C.; Home Depot; home office equipment; Honda; Honeycutt, E. D.; Honeywell; Horan, T.; Horsky, D.; Hosking, D. M.; Howe, V.; Howell, R.; Howell, R. D.; HSBC; Huertas, Enrique; Hughes, Mark; Hulbert, J. M.; Hult, G. T.; Hult, T. M.; human behavior; human capital; human resources; Hung, K.; Hunt, S. D.; Hunter, Gary K.; Hurd, Mark; Hurley, R. F.; hypercompetition; hypothesis development/testing; Hyundai Motor Co; IBM; idiosyncratic investments; Iglesias, V.; Ilgen, D. R.; Ilies, R.; immediacy; implementation; implementation programs; in‐suppliers; Inderrieden, E.; India; Industry Week; influence tactics; information acquisition; information exchange; information filters; information flows; information‐gathering; information management systems; information overload; information provision; information retrieval; information‐sharing; information storage; Ingram, T. N.; ingratiation; innovation; innovation capacity; innovation focus; innovation orientation; insider information; Insurance Advisory Board Agenda Poll; intangibles; integration; integrative solutions:; integrity; Intel; intelligence; intelligence‐gathering; intensity; interactions; interactivity; interdependencies; interest creation; internal marketing; international markets; International Paper; international perspectives; Internet; inter‐organizational trust; interpersonal relationships; interpersonal trust; interrole/intersender conflict; intrasender conflict; inventory costs; IPSOS (marketing research firm); Irish pubs; Ismail, K.; IT (information technology); iTunes; Jacobides, M. G.; Jacoby, J.; Janda, S.; Jap, S. D.; Jaramillio, F.; JAVA software; Jaworski, B. J.; jealousy; Jehn, K. A.; Jensen, O.; Jermier, J. M.; JIT (just‐in‐time) delivery and inventory systems; Joachimsthaler, E. A.; job demands; job description; job interviews; job responsibilities; job satisfaction; job stress; job titles; Jobber, D.; Joelson, D.; Johar, G. V.; Johlke, M. C.; John, G.; John Deere; Johnson, J.; Johnson, M.; Johnson, Spencer; Johnston, M. W.; Johnston, Wesley J.; joint business initiatives; Jones, Bob; Jones, E.; Judge, T. A.; Judson, K.; just‐in‐time information; Juttner, U.; Kahn, G. N.; Kandemir, D.; Kanungo, R. N.; Kasser, T.; Keefer, Rick; Keiningham, T.; Kelley, H. H.; Kelley, S. W.; Kenny, D. A.; Kerr, S.; Kim, T.; Kinni, T.; kinship; Kirmani, A.; Kitson, H. D.; Klein, K. J.; Knight, A. P.; know‐how; know‐what/know‐why; knowledge acquisition; knowledge co‐creation process; knowledge development; knowledge gaps; knowledge‐gathering; knowledge‐intense organization; knowledge management; knowledge‐sharing; knowledge storage; knowledge transfer; Knowles, P. A.; Kohli, A. K.; Kotler, P.; Krabbenhoft, M. A.; Kraft Foods; Krishnan, H. S.; Krishnaswamy, S.; Krohmer, H.; KSAs (knowledge, skills and abilities); Kumar, A.; Kumar, K.; Kumar, N.; Kumar, V.; Kuss, A.; Kyriazis, E.; Labro, E.; Lafley, A. G.; LaForge, M. C.; LaForge, R. W.; Lagace, R. R.; Lane, H. W.; Lane, Nikala; language; LANs (Local Access Networks); Lassk, F. G.; lateral linkage devices; law of legitimate cross‐purposes; law of perpetual change; layoffs; Lazarus, R. S.; Le Meunier‐FitzHugh, Kenneth; lead generation; lead users; Leader‐Member Exchange; leadership; leadership behaviors; leadership style; learning; learning goals; learning role; Lee, F.; Lee, N.; Leeflang, P.; legal concerns; legitimation; Leigh, T. W.; Lemmink, J.; Lemon, K. N.; Lepsinger, R.; Lester, J.; Lever Brothers; Levitt, T.; Lewin, J. E.; Liberty Mutual Group; life satisfaction; Light, T. B.; Lilien, G. L.; Lilly, B. S.; LIMRA International; Lindell, M. K.; Lings, I. N.; LinkedIn; listening; locus of control; Lodish, L. M.; logistics function; longitudinal effects; Lorimer, Sally E.; Lovelock, C.; Low, G. S.; low‐value customers; Lowenstein, M. W.; loyalty:; Lund, D. J.; Luria, G.; Lusch, R. F.; Lyles, M. A.; McCarty, T.; McConkie, M.; McCrae, R. R.; McDonald's; McDonnell, J. C.; McEvily, B.; McFadyen, M. A.; MacInnis, D. J.; MacKenzie, S. B.; McNeilly, K. M.; Madan, A. P.; Madsen, T. L.; magnetic resonance imaging; Mahoney, J. T.; Makadok, R.; Malaysia; Maloy, Dan; Maltz, E.; management control; managerial implications; Manhattan; Mannix, E. A.; Mantrala, M. K.; manufacturer representatives; market attrition; market‐based assets; market‐driven firms; market entry; market expansion; market information; market knowledge; market leadership; market orientation; market penetration; market research; market segments; market sensing; market sensing capability; market share; market trends; market volatility; marketing; marketing‐as‐exchange paradigm; marketing capability benchmarking; marketing imperatives; marketing managers; marketing principles; Marketing Science Institute; marketing strategy; Marks, M.; Marriott, J.; Marriott International; Marshall, G. W.; Martin, J. A.; Martin, W. S.; Mason, C.; Mason, C. H.; Massey, G. R.; Massey, Graham W.; MasterCard; materialism; matrix reporting; Matson, E.; Maxham, J. G.; Mayer, D.; Mazursky, D.; meaning:; measurability challenges,; Med Tech; mediators; Mehra, A.; Mehta, P. D.; Menon, A.; mental health concerns; Mentzer, J. T.; Mercer Consultants; “mere frequency” fallacy; Merrill Lynch; meta‐capabilities; metrics; Miao, C. Fred; Michaels, R. E.; microcomputer applications; Microsoft; middle managers; Milgram, Stanley; Mintzberg, H.; mirrored alignment; MIS (marketing information system); miscommunication; mission; missionary selling; mobile phones; moderators; Mohan, A.; Moncrief, W. C.; Moon, M. A.; Moorman, C.; morale; Morgan, G.; Morgan, N. A.; Morgan, R. E.; Morgan, R. M.; Morgan Stanley; Morlacci, O.; Morrin, M.; Moss, N.; motivation; motivation theory; Mouzas, S.,; Mowen, J. C.; MRI machines; MRO (maintenance, repair and operational) supply; Muccio, Tom; multi‐channel approach; multinational corporations; multinational markets; Murthi, B. P. S.; mutual importance; mutual understanding; Myers, David G.; Nagle, T. T.; Narasimhan, R.; Narayandas, D.; Narus, J. A.; Narver, J. C.; Naude, P.; Naylor, J. C.; Neale, M. C.; Nelson, P.; Nestlé SA; Netemeyer, R. G.; Netherlands; networks; neuroscience; new customers; new products; Newbert, S. L.; Nigeria; Noble, C. H.; Nokia; Nonaka, I.; Nonis, S. A.; non‐coercive tactics; non‐generosity; Northwestern University; Norwegian Customer Satisfaction Barometer; Novartis; NPD (new product development); NPS (Net Promoter Scores); NPV (net present value); O'Brien, M.; OCB (organizational citizenship behavior); Olguin, D.; Oliver, R. L.; Olsen, E. M.; on‐the‐job training; on‐time delivery; online activities/communities; operational CRM; operational objectives; operations management; opportunism; opportunities; optimization models; Oracle; O'Reilly, C. A.; Organ, D. W.; organization behavior; organizational capabilities; organizational change; organizational characteristics; organizational climate; organizational culture; organizational goals; organizational issues; organizational knowledge; organizational learning; organizational memory activities; organizational role; out‐suppliers; outcome performance; output control; outsourcing; over‐reporting patterns; overselling; overspecialization; P&C (property and casualty) insurance industry; Palmatier, R. W.; Palms; pampering; Pandian, J. R.; Parasuraman, R.; Park, J. E.; path dependencies; Paul, M. C.; PDAs (personal digital assistants); Pearce, C. L.; peer influence; peer‐to‐peer channels; Penaloza, L.; Pentland, A.; Penz, E.; PeopleSoft; performance; performance evaluation; performance management; performance objectives; Perreault, W. D.; persistence; person‐role conflict; personal selling; personality; personalization; PESTLE environment; Peters, Linda D.; Peterson, R. A.; Pfeffer, J.; Pfizer; Pflesser, C.; PH (proportional hazard) model; pharmaceutical industry; Philipose, M.; physiology; Piercy, N. F.; Pinkerton, R. L.; pipeline analysis; Pisano, G.; Polanyi, M.; POP retailer data; Porter, M. E.; Porter, T. W.; portfolio selling; positioning; potentially dominant customers; Pottery Barn Kids; Poujol, J.; Powell, T. C.; Power (J.D.) and Associates; PowerPoint; Pozzebon, M.; predictive validity; presentation; President's Club; prevention versus promotion focus; price elasticity; pricing strategy; Pritchard, R. D.; problem‐resolution; problem‐solving; procedural knowledge; process control; process‐oriented situations; Procter & Gamble; product innovation; product knowledge; product leadership; product lifecycles; production managers; production‐planning process; productive assets; productivity; professional control; profit expansion; profit‐maximizing; profitability; profits; promotional activities; proprietary information; proprietary knowledge; prospect‐scoring system; Prudential; psychological climate; psychological support; psychology; psychophysiology; psychosocial outcomes; Pullig, C.; purchase sequence analysis; purchasing; purchasing behaviors:; purchasing managers/chief officers; purchasing power parity; QMI (Quick Marketing Intelligence) system; quality prospects; Rackham, Neil; Ramaswami, S. N.; Rangarajan, D.; Rangaswamy, A.; rapport and liking; rational persuasion; Raynor, M. E.; RBC Bank; RBV (resource‐based view); Reagans, R.; reality mining; recession; reciprocation/reciprocity; recognition orientation; recommendation likelihood; reconfiguration; recruiting implications; Red Hat; redistribution; reflexivity; Reichheld, F.; Reidenbach, E. R.; Reinartz, W.; relatedness; relational exchanges; relational view; relationship selling; repeat sales; reporting relationships; repositioning; reps or representatives; repurchases; reputation; resellers; resource allocation; resource integrators; respect; retailers; rewards; RFID (radio frequency ID) tags; RFM (Reach Frequency Monetary) model; RFPs (Requests for Proposal); RFQs (requests for quotes); RFTs (relationship‐forging tasks); Rhoads, G. K.; Richard, O. C.; Richardson, R. J.; Richins, M. L.; Ridnour, R. E.; right customers; Riley, V.; Rini, Joe; risk‐averse strategy; risk characteristics; risk‐management strategy; risk‐taking managers; Ritchie, J. B.; Rizza, R.; Roach, Stephen; Roberts, J.; Roberts, J. A.; Robertson, B.; robots; Rochberg‐Halton, E.; Rockwell Collins; Roffey Park; ROI (return on investment); Rokkan, A. I.; role clarity; role conflict/ambiguity; role expectations; role models; role overload; role‐playing; role stressors; Rosenthal, R.; Ross, W. T.; Rottenberger, K.; Rouzies, D.; Ruekert, R. W.; Rule, N. O.; rules and practices; Russ, F. A.; Rust, R. T.; Ruyter, K. D.; Sa Vinhas, A.; Saad, G.; SaaS (software as a service); safety climate; Sager, J. K.; salary; sales channels; sales climate; sales‐customer interface; Sales Educators, The; sales force; sales forecasting; sales function,; sales management; sales managers; sales‐marketing relationships; sales organization; sales response analysis; sales role; sales technology; sales unit design; sales volume; salesperson role:; Salvaggio, A. N.; Samaraweera, Manoshi; Samuels, S. A.; Sanders, K.; Sandfield, A.; SAP (business software provider); SAS Institute; satisfaction,; Satmetrix; Sato, M.; Saudi Arabia; SBUs (strategic business units); SCA (sustainable competitive advantage); scarcity; Schank, R. C.; Schein, E. H.; Schembri, S.; Schlegelmilch, B. B.; Schminke, M.; Schmittlein, D.; Schneider, B.; Schoenbachler, D. D.; Schwenk, C. R.; Schwepker, Charles H.; Schweppes; SCI (Secure Customer Index®); SCM (supply chain management) costs; scorecards; SD (service‐dominant) logic; Searle; Seevers, M. T.; Segal, M.; segmentation; selection‐on‐selection market processes; selectivity; self‐confidence; self‐efficacy; self‐esteem; self‐interest; self‐monitors; selling function; selling skills; selling strategies; Selnes, F.; senior executives/managers; sense‐making; sensing and shaping; service(s); Seshandri, S.; SFA (sales force automation); Shapiro, B. P.; Sharda, R.; shared responsibility; shareholder value; Sharma, A.; Sherry, J. F.; Shervani, T. A.; Sheth, J. N.; Shoib, I.; Shuchman, A.; Shuen, A.; side bet theory; Siebel Systems; Silicon Systems; silo‐based approach; Singh, H.; Singh, J.; Sinha, Prabhakant; Sinha, R. K.; Sivakumar, K.; SKF (industrial bearings maker); Skiera, B.; Skinner, S. J.; SKUs (stock‐keeping units); Slater, S. F.; Slocum, J. J. W.; SLTV (second lifetime value); Slywotsky, A. J.; smartphones; Smircich, L.; Smith, B. J.; Smith, D. B.; Smith, E. R.; Smith, G. E.; Smits, M.; Snow, C.; Snyder, M.; soap; social capital; social connectedness; social media; social networks; social norms; social proof; social relationships; social responsibility; socialization; sociometers; Soda, G.; software; software development; solution‐selling; Song, M.; Souder, W. E.; specialization; Spiro, R. L.; sponsor mode; spreadsheets; Sprint; SPSS; Srivastava, R. K.; SSFF (Strategic Selling Function Framework); ST (sales technology) portfolios; Staber, U.; Staelin, R.; Stalker, G. M.; Stanford Prison experiment; Stathakopoulos, V.; statistical estimation applications; Stephens, H.; stereotypes; Steubenware; Stevens, H.; Stewart, Thomas; Stogdill, R. M.; Stone, L. H.; strategic customer management; strategic decision‐making; strategic direction; Strategic Execution model; strategic fit; strategic focus; strategic intent; strategic objectives; strategic partnerships; strategic planning; strategic renewal; strategic roles; strategic sales capabilities; Strauss, B.; Stros, M.; structural equation modelling; style approach; Subirats, M.; subjective wellbeing; subjectivity; Sujan, H.; Sujan, M.; Sun Life of Canada; Sun Microsystems; Sundaram, S.; supplier‐customer relationships; suppliers; supply chains; Sutton, R. I.; switching costs; Switzerland; Sydow, J.; Symantec; synergies; 3M; tacit knowledge; talent‐based model; Talluri, S.; TAM (technology acceptance model); Tanner, J. F.; target‐return‐per‐call analysis; Tasaki, L.; TCA (transaction cost analysis); teams; Teas, R. K.; technology; technology‐performance relationship; Teece, D. J.; telecommunications; telesales; Tellis, G. J.; Tenne‐Gazit, O.; territory design; territory management; tests:; text messages; Thibaut, J. W.; Thietart, R. A.; Thinley, Jigme; Thomas, J. S.; threats; time management; Tjosvold, D.; Tobit model; top‐down approaches; top management; Totzek, D.; Toyota; TQM (total quality management); TRA (theory of reasoned action); training; training objectives; trait approach; Tranel, D.; transaction costs; transactional leadership; transactional selling/sales; transformational leadership; transparency; transport; Traverso, P.; Treacy, M.; Trinkle, B.; Troilo, G.; Trump, Donald; trust; Tsai, W.; Tse, D. K.; Tubre, T. C.; Tuli, K. R.; turbulent markets; turnover:; Tushman, M. L.; Twitter; Tylenol; Type I errors; unconscious desires; under‐reporting patterns; Unilever; Unisys; United Kingdom; United States; University of Illinois; University of Tennessee; up‐selling; UPC scanners; Upjohn; UPS; US Bureau of Labor Statistics; US Census Bureau (2000); US Department of Energy; USAA; Usai, A.; UTC Fuel Cells; Vallacher, R. R.; value; value chains; value co‐creation; value communication; value constellations; value creation; value enhancement; value extraction; value‐in‐exchange; value‐in‐use; value propositions; values; Van der Lugt, A.; VandeWalle, D.; Varadarajan, P. R.; Varey, R. J.; Vargo, S. L.; variable product costs; Vasquez‐Parraga, A. Z.; Vavra, T.; Vazquez, R.; Venkatesan, R.; Venkatesh, A.; Verbeke, W. J. M. I.; Verhoef, P. C.; verifiability; vertical exchange theory; vertical teams; video games; Visa; vision; Vivas, R.; Vonage; Vorhies, D. W.; Waber, B. N.; Walker, O. C.; Wall Street Journal; wallet share; Wal‐Mart; Wal‐Mart/P&G partnership; Walsham, G.; Walton, Sam; warehousing; Wathne, K. H.; Weber, Max; Webster, F. E. J.; Weeks, W. A.; Weggeman, M.; Wegner, D. M.; Wehrli, H. P.; weight gain; Weilbaker, D. C.; Weinberger, D. B.; Weiss, A. M.; Weiss, L.; Weitz, B. A.; Weitz, B. W.; wellbeing; Wenger, E.; Wensley, R.; Wesco; West Elm; Westley, F.; White, J. C.; White, R. E.; White, S. S.; Whitestrips; Whole Foods Market; wholesalers; Wiersma, F.; Williamson, O. E.; Wilson, Larry; Wilson, P. H.; Wilson, T. D.; win‐lose process; win‐win actions; Winer, R. S.; Wise, F. A.; WOM (word‐of‐mouth) measure; word processing; work‐life balance; working capital; Workman, J. P.; World Bank; Wyatt, D.; Wyeth; Xerox; Xie, J.; x‐ray imaging devices; Yandle, J.; Yaprak, A.; Yi, J.; Yip, G. S.; Yoon, C.; Young, C. E.; YouTube; Yukl, G.; Zaccaro, S. J.; Zaheer, A.; Zaltman, G.; Zeithaml, V.; Zhan, William; Zhang, X.; Ziegert, J. C.; Zimbardo, Philip; Zimmer, F. G.; Zohar, D.; Zoltners, A. A.; Zoltners, G. A.; Zou, S.; ZS Associates

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