Curtis Schroeder

Salespeople can gain valuable knowledge from within their own firm to improve performance with customers. Despite this, salespeople's knowledge sourcing from various internal sources and personnel and the relationship of this to performance remains largely unexplored. Following a mixed-methods approach, Study 1 employs qualitative investigation to outline the distinct types of knowledge salespeople source from three distinct internal groups, namely (i) sales colleagues, (ii) sales managers and… Show more

Salespeople can gain valuable knowledge from within their own firm to improve performance with customers. Despite this, salespeople's knowledge sourcing from various internal sources and personnel and the relationship of this to performance remains largely unexplored. Following a mixed-methods approach, Study 1 employs qualitative investigation to outline the distinct types of knowledge salespeople source from three distinct internal groups, namely (i) sales colleagues, (ii) sales managers and the (iii) internal business team (IBT), as well as several contingencies potentially impacting the effectiveness of knowledge-sourcing. To test hypotheses developed from Study 1, Study 2 empirically investigates the performance effects of salespeople sourcing knowledge from sales and non-sales IBT members via B2B salesperson survey data (n = 211). Results indicate an inverted U-shaped relationship between knowledge sourcing from sales colleagues and salesperson performance, with curvilinear performance-relationships identified in terms of knowledge sourcing from sales managers and the IBT, as these are moderated by market-level variables. The research provides overdue insights on the still little-understood internal dimension of selling, while helping managers determine which knowledge-sourcing they should – and should not – encourage. Show less

Drawing on the institutional logics perspective and evidence from 21 first wave and 11 second wave interviews with sales professionals, we offer a framework of salesperson responses to changes occurring in the sales field due to COVID-19. We find that salespeople acknowledge that the pandemic could lead to a new dominant logic (i.e., belief systems, principles, unwritten rules, and practices that guide behavior of sales professionals across the field) that differs from the previous logic… Show more

Drawing on the institutional logics perspective and evidence from 21 first wave and 11 second wave interviews with sales professionals, we offer a framework of salesperson responses to changes occurring in the sales field due to COVID-19. We find that salespeople acknowledge that the pandemic could lead to a new dominant logic (i.e., belief systems, principles, unwritten rules, and practices that guide behavior of sales professionals across the field) that differs from the previous logic. Consistent with the institutional logics perspective, we find support that salespeople choose to either (1) defy the new logic, (2) comply with the new logic, or (3) blend both new and old approaches. We find that the extent and nature to which salespeople change their behavior(s) to align with a new logic can be explained by whether they cast the disruption as a demand or an opportunity. However, factors including organizational support and salesperson perceptions of their own capabilities may serve as a buffer when disruptions are perceived as new job demands. We also find that early career salespeople are more likely to accept new logics. Show less

A recent article in The New York Times describes how a huge chunk of ice the size of Delaware broke away from the Antarctic Peninsula and now stands as one of the largest icebergs ever recorded. The break-off has been anticipated for years, but only recently have the implications of the separation taken shape.

While many of us will never make the trek to Antarctica, we can appreciate the scale of this rift, as it reshapes the topography so dramatically that every map of the world will… Show more

A recent article in The New York Times describes how a huge chunk of ice the size of Delaware broke away from the Antarctic Peninsula and now stands as one of the largest icebergs ever recorded. The break-off has been anticipated for years, but only recently have the implications of the separation taken shape.

While many of us will never make the trek to Antarctica, we can appreciate the scale of this rift, as it reshapes the topography so dramatically that every map of the world will need to be redrawn. What’s more, the Antarctic landscape will continue to change, requiring cartographers to continually adjust their representations of the frozen tundra.

Likewise, the customer buying landscape has also experienced Antarctic-like rifts in recent years. Customers’ access to a range of new digital channels, tools, and information has forced vendors to redraw their go-to-market strategies, focusing less on product and price and focusing much more on the total customer experience as the way to achieve sustainable competitive advantage. Show less

While you might intuitively understand the power of pictures, chances are you’re not aware of just how much pictures matter to the bottom line, and why you should be investing even more in your picture-reading capabilities...

If you manage sales compensation with Microsoft Excel, you’re in good company: 84% of organizations are right there with you. But that means you also may be leveraging the same set of tools and processes that, in part, contributed to the US financial crisis and the downfall of numerous Fortune 500 companies. OK, in fairness, your company may not be destined for ruin, but it’s clear that spreadsheets aren’t designed to support modern sales compensation requirements...

It’s clear that collaboration is the key to sustainable success, but this is easier said than done. The secret to effective collaboration lies in the adoption of modern sales and marketing strategies along with leading-edge social collaboration tools. Leading companies recognize the social selling is the new norm, and empower internal groups to work together more effectively to better serve each other, their company, and their customers.

The RIDGE Project is an innovative organization that is meeting an increasingly important unmet need for those who currently suffer or are at-risk to suffer the effects of incarceration. Ron and Catherine Tijerina's personal experience with the prison system and the lack of support available for family units before, during, and after imprisonment makes the work of the RIDGE Project especially relevant and influential. As the Tijerina family discovered, both inmates and inmates’ families need… Show more

The RIDGE Project is an innovative organization that is meeting an increasingly important unmet need for those who currently suffer or are at-risk to suffer the effects of incarceration. Ron and Catherine Tijerina's personal experience with the prison system and the lack of support available for family units before, during, and after imprisonment makes the work of the RIDGE Project especially relevant and influential. As the Tijerina family discovered, both inmates and inmates’ families need help to successfully overcome many of the peripheral consequences of incarceration. And more than providing a “bandaid” to address these issues, the RIDGE Project works to provide a long-term solution for the entire family unit. Show less

Return on Investment (ROI) calculations for PEP demonstrate that resources invested in the organization yield significant social and economic outcomes, including financial benefits for society and employers, savings for taxpayers, and have a positive impact on the families of ex-offenders who successfully re-integrate into society. These figures, presented later in this study, are just a small representation of how PEP maximizes the human and financial capital expended within the U.S. criminal… Show more

Return on Investment (ROI) calculations for PEP demonstrate that resources invested in the organization yield significant social and economic outcomes, including financial benefits for society and employers, savings for taxpayers, and have a positive impact on the families of ex-offenders who successfully re-integrate into society. These figures, presented later in this study, are just a small representation of how PEP maximizes the human and financial capital expended within the U.S. criminal justice system. Under the leadership of CEO Bert Smith, PEP continues to grow and impact the lives of inmates, families, and communities across the United States. Show less

This case study examines the Serve West Dallas Collaborative (SWD) - a parachurch organization that integrates organizations and ministry efforts into a coordinated network, linking public and private resources to better serve the West Dallas community. SWD stands on the shoulders of a dedicated group of leaders and ministries committed to the spiritual, economic, social, and physical transformation of neighborhoods within zip code 75212.

Achieving extraordinary results and happiness is simple. In fact, each of our personal and professional ambitions should point back to ONE question.

The real revolution for real estate lies in the use of technology and social media to deliver value. Value can be brought to life as we consider the way salespeople manage information, conduct client research, and generate leads WITHOUT getting lost in the "social side" of social media (i.e., using social media for pleasure) or losing one's sense of life balance due to constant connectivity.

To win the race - or to generate the highest potential Return on Investment (ROI) in today's marketplace - authors Sandra Zoratti and Lee Gallagher argue that marketers must become increasingly relevant. Specifically, they must leverage what they know (or what they can find out) about their customers, what messages they are trying to communicate, and when/how the messages will have the greatest impact. Through a clear and deliberate game plan, informed marketing efforts can most effectively… Show more

To win the race - or to generate the highest potential Return on Investment (ROI) in today's marketplace - authors Sandra Zoratti and Lee Gallagher argue that marketers must become increasingly relevant. Specifically, they must leverage what they know (or what they can find out) about their customers, what messages they are trying to communicate, and when/how the messages will have the greatest impact. Through a clear and deliberate game plan, informed marketing efforts can most effectively accomplish the specific goals marketers seek to achieve. Show less

A simple conversation - generated by a referral, cold-call, or other circumstance - may be the best (and only) opportunity you have to turn a prospect into a client. When presented with the important opportunity to engage with a prospective client, consider, "How have you equipped yourself to make the most of your opportunity?"