Engaging Gen Z in professional selling: a systematic literature review

Purpose Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group. Design/methodology/approach A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed. Findings Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance. Practical implications HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment. Originality/value This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.

The Ambidextrous Sales Force: Aligning Salesperson Polychronicity and Selling Contexts for Sales-Service Behaviors and Customer Value

While many firms are increasing salespeople’s service expectations alongside selling responsibilities, evidence suggests this strategy is difficult to implement. Yet research addressing this challenge for dual-role sales forces is limited. Utilizing matched, dyadic (salesperson-customer) data from business-to-business (B2B) selling firms across industries, we investigate the drivers and value-creation impact of salespeople tasked with performing sales and service activities—termed sales- service ambidextrous (SSA) behaviors. Given the importance of job fit in professional selling, we build from trait activation theory to identify salespeople’s preference for switching between multiple tasks within the same time period (i.e., polychronicity) as a key driver critical for enacting SSA behavior. Further, we illustrate contexts (i.e., task, social, and organizational) impacting the extent polychronic salespeople perform SSA behaviors. We also provide evidence that ambidextrous salespeople create increased value to customers through customers’ willingness to pay a price premium. Together, these findings help illustrate the practical considerations sales leaders should consider before initiating a dual-role sales force approach.

When Sales Becomes Service: The Evolution of the Professional Selling Role and an Organic Model of Frontline Ambidexterity

Building on new theoretical foundations in the professional selling domain, growing bodies of research on frontline ambidexterity, and an increasingly demanding and dynamic frontline role, this article advances frontline ambidexterity through three focal goals. We first provide an in-depth discussion of the evolution of the professional selling role. This foundation allows us to identify and explore the implications of a market-driven model of ambidexterity that can manifest organically within certain professional selling contexts. In so doing, we espouse a new model of individual-level ambidexterity—organic frontline ambidexterity. Next, we discern existing models of frontline ambidexterity (characterized as inorganic) and compare these to the organic model proposed. Finally, we provide an organizational framework of frontline ambidexterity enablement to provide context for organizations to best align and enable ambidexterity as a dynamic capability. We provide corresponding research questions in an effort to aid in the systematic expansion of frontline ambidexterity research.

The Capstone Sales Course: An Integral Part of a University Level Professional Selling Program

The Capstone Sales course is the final in a sequence of five required courses in a 15 credit Professional Selling program housed in the Marketing Department at St. Cloud State University. The course is heavily focused on experiential learning activities for senior-level sales students. In this paper details of the course design, instructor and student deliverables, grading rubrics, student project/assignment guidelines, and a suggested course schedule are presented.

Selling the PSS in a School of Business: Relationship Selling In Practice

This paper presents a step-by-step process for the development and implementation of a professional selling specialization program in the marketing curriculum of a school of business at an AACSB accredited state university. The program is presented in detail along with the process followed in order to develop support for the program with three primary stakeholders: faculty, administrators, and regional and national employers. Ongoing program challenges, successes, and growth opportunities are discussed. Program outcomes and stakeholder perceptions are included.