dc.creatorBullemore, Jorge
dc.creatorDíaz Tautiva, Julián
dc.date.accessioned2023-08-02T17:13:03Z
dc.date.accessioned2023-08-30T16:11:27Z
dc.date.available2023-08-02T17:13:03Z
dc.date.available2023-08-30T16:11:27Z
dc.date.created2023-08-02T17:13:03Z
dc.date.issued2023
dc.identifierBullemore-Campbell, J., & Tautiva, J. D. (2023). Was COVID-19 the end of B2B Sales as We Know it? Understanding the New Skills and Competencies of the B2B Salesperson After a Disruption Event Such as COVID-19. International Journal of Professional Business Review, 8(7), e02532. https://doi.org/10.26668/businessreview/2023.v8i7.2532
dc.identifierhttps://doi.org/10.26668/businessreview/2023.v8i7.2532
dc.identifierhttps://repositorio.udd.cl/handle/11447/7825
dc.identifier.urihttps://repositorioslatinoamericanos.uchile.cl/handle/2250/8528867
dc.description.abstractPurpose: The aim of this study is to examine despite Covid-19 pandemic, several companies managed to grow their sales. This leads us to our research questions: what selling competencies make best salespeople post Covid-19 disruption? And, which of the sales competencies make to be most important toward their job performance? Theoretical framework: The B2B selling abilities post Covid-19 as the subject of this study has been little research by the academy and without a dominant theoretical framework, but rather a partial vision. This article contributes to integrating the scarce academic literature, which, as we demonstrate, is mainly empirical, with a theoretical domain. Design/methodology/approach: The use of established generic scales capturing each of the constructs of interest by surveying Key Account Managers in a B2B industry setting. Descriptive statistics, psychometric properties, pairwise correlations, and partial least squares structural equation modeling (PLS-SEM) where deployed. Findings: The results suggests that there is a positive direct effect of salesperson bricolage, adaptive selling, resiliency, salesperson' self-efficacy, and psychological flexibility with salesperson post-disruption performance. Lastly, a negative indirect effect is found between learning orientation, salesperson creativity, and salesperson grit. Research, Practical & Social implications: The study has focused on the proposal of what are the new sales competencies that B2B key account managers must develop to achieve a better sales performance, so managers must train and coach their B2B Key Account Managers (KAM) considering the new abilities needed (salesperson bricolage, adaptive selling, resiliency, salesperson' self-efficacy, and psychological flexibility) for sales success. Originality/value: The value of this study is a novel effort to understand what skills are needed to succeed in the post Covid-19 B2B selling environment.
dc.languageen
dc.subjectSales Management
dc.subjectPersonal Selling
dc.subjectPLS-SEM
dc.subjectHybrid Sales
dc.subjectCovid-19
dc.titleWas Covid-19 the end of B2B sales as we know it? understanding the new skills and competencies of the B2B sakes oersib after a disruption event such as Covid-19
dc.typeArticle


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