Sales Training and Impression Management

References

• Anderson, Rolph E. and Joseph F. Hair, Jr. (1983), Sales Management: Text and Cases, New York: Random House.
   Google Scholar
• Busch, Paul (1980), “The Sales Manager's Bases of Social Power and Influence Upon the Sales Force,” Journal of Marketing (Summer), 91–101.
   Google Scholar
• Busch, Paul and David T. Wilson (1976), “An Experimental Analysis of a Salesman's Expert and Referent Bases of Social Power in the Buyer-Seller Dyad,” Journal of Marketing Research (February), 3–11.
   Google Scholar
• Campbell, J. P., M. D. Dunnette, E. E. Lawler, III, and K. E. Weick (1970), Managerial Behavior, Performance, and Effectiveness, New York: McGraw-Hill.
   Google Scholar
• Coppett, John I. and William A. Staples (1980), “A Exploratory Study of Training Programs for New First-Level Sales Managers,” Akron Business and Economic Review (Fall), 36–41.
   Google Scholar
• Dubinsky, Alan J. (1981), “The Effects of Sales Training,” Industrial Marketing Management (April), 129–137.
   Google Scholar
• Dubinsky, Alan J. and William A. Staples (1981/1982), “Sales Training: Salespeople's Preparedness and Managerial Implications,” Journal of Personal Selling and Sales Management (Fall-Winter), 24–31.
   Google Scholar
• Evans, Franklin B. (1963), “Selling as a Dyadic Relationship—A New Approach,” American Behavioral Scientist (May), 76.
   Google Scholar
• French, John R. P. and Betram Raven (1959), “The Bases of Social Power,” in D. Cartwright, ed., Studies in Social Power, Ann Arbor: University of Michigan Institute for Social Research,150–165.
   Google Scholar
• Futrell, Charles M., Leonard L. Berry, and Michael R. Bowers (1984), “An Evaluation of Sales Training in the U.S. Banking Industry,” Journal of Personal Selling and Sales Management (November), 41–47.
   Google Scholar
• Gagne, Robert M. (1962), “Military Training and Principles of Learning,” American Psychologist (January), 83–91.
   Google Scholar
• Gaski, John F. (1986), “Interrelations Among a Channel Entity's Power Sources: Impact of the Exercise of Reward and Coercion on Expert, Referent, and Legitimate Power Sources,” Journal of Marketing Research (February), 62–77.
   Google Scholar
• Gemmill, G. R. and D. L. Wilemon (1972), “The Product Manager as an Influence Agent,” Journal of Marketing (January), 26–30.
   Google Scholar
• Gergen, Kenneth J. and Mary M. Gergen (1981), Social Psychology, New York: Harcourt Brace Jovanovich, Inc.
   Google Scholar
• Goffman, Erving (1959), The Presentation of Self in Everyday Life, New York: Anchor Books, Chapter VI.
   Google Scholar
• Gschwandtner, Gerhard (1980), “Nonverbal Selling Power,” Training and Development Journal (November), 62–64.
   Google Scholar
• Harris, Clyde E., Jr. and Rosann L. Spiro (1981), “Training Implications of Salesperson Influence Strategy,” Journal of Personal Selling and Sales Management (Spring-Summer), 10–17.
   Google Scholar
• Ingrasci, Hugh J. (1981), “How To Reach Buyers in Their Psychological ‘Comfort Zones’,” Industrial Marketing (July), 60–64.
   Google Scholar
• Klein, Stuart M., and Richard R. Ritti (1984), Understanding Organizational Behavior, Boston, Mass: Kent Publishing Co., 156–178.
   Google Scholar
• Reinfeld, George (1980), “One Way to Improve Sales Technique Is To Respond Flexibly to Your Client's Reactions,” American Printer and Lithograph (July), 70.
   Google Scholar
• Reinfeld, George (1982), “Sell the Customer, Not the Company,” Sales and Marketing Management (December), 15–16.
   Google Scholar
• Stanton, William J. and Richard H. Buskirk (1983), Management of the Salesforce 6th ed., Homewood, IL: Richard D. Irwin, Inc.
   Google Scholar
• Watson, Marcia, Jeff Kemp, and Judith Steel (1985), “Marketing Muscle and the Videodisc,” Business Marketing (June), 130ff.
   Google Scholar
• Watson, Marcia, Jeff Kemp, and Judith Steel (1986), “When Managers Do the Training,” Training and Development Journal (January), 47–48.
   Google Scholar