• Aligning sales and operations management: An agenda for inquiry

      Rangarajan, Deva; Sharma, Arun; Paesbrugghe, Bert; Boute, Robert (Journal of Personal Selling & Sales Management, 2018)
      There is a rapid growth in solution selling in practice and a commensurate increase in research in this area. The focus of this sales strategy is on providing solutions to customer problems that typically entails combining products and services from the provider firm as well as other firms. The fulfilment of these solutions requires operations management support. In spite of the need for closer collaboration between sales and operations management, more research is needed on the interface of these two functions. In order to deepen our understanding of the interface of sales and operations management, we undertook qualitative research and conducted in-depth interviews of senior executives in global firms to determine the need for sales and operations management cooperation. We followed the qualitative research with a review of extant research on the interface of sales and operations management. Finally, we conducted a survey of academic researchers to identify areas and themes of future research in this area. We summarize the implications of our findings for future research.
    • B2B Brand Architecture

      Muylle, Steve; Dawar, Niraj; Rangarajan, Deva (California Management Review, 2012)
    • Determinants and outcomes of customers' use of self-service technology in a retail setting

      Weijters, Bert; Rangarajan, Deva; Falk, Tomas; Schillewaert, Niels (Journal of Service Research, 2007)
    • Employee contributions to brand equity

      Dubois Gelb, Betsy; Rangarajan, Deva (California Management Review, 2014)
      Viewing employees as elements of a brand or as "brand ambassadors" means that almost any policy can affect brand equity. Resource allocation for brand-building requires understanding what differentiates "our brand" in order to focus resources on the employees who provide that difference. Employees' commitment to the brand increases when they know how they can contribute. Management actions matter from small issues like free coffee to large issues like mass layoffs.
    • Engaged Customers as Job Resources or Demands for Frontline Employees?

      Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (Journal of Service Theory and Practice, 2016)
      Purpose: - The purpose of this paper is to empirically test a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress-job strain relationship among frontline employees. Design/methodology/approach: - Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress-job strain relationship among frontline employees, whereas the opposite holds for other CEBs. To test these hypotheses, the study involved a survey among 279 frontline employees in 20 nursing home teams in Belgium. Findings: - The results reveal that the impact of role stress on job strain is stronger when frontline employees notice more helping behaviors among customers and weaker when frontline employees receive more customer feedback or notice that customers spread positive word-of-mouth about the nursing home. Originality/value This research contributes to the customer engagement and frontline employee literature by showing that CEBs can act as both job demands and job resources for frontline employees
    • How to govern business services exchanges: contractual and relational issues

      Vandaele, Darline; Rangarajan, Deva; Gemmel, Paul; Lievens, Annouk (International Journal of Management Reviews, 2007)
    • Impact of sales force automation on technology-related stress, effort, and technology usage among salespeople

      Rangarajan, Deva; Jones, Eli; Wynne, Chin (Industrial Marketing Management, 2005)
    • Managing engagement behaviors in a network of customers and stakeholders: Evidence from the nursing home sector

      Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (Journal of Service Research, 2014)
      Firms striving for long-term profitability need to build stronger customer-firm relationships by getting their customers more engaged with the firm. One path to this end is introducing practices to manage different forms of customer engagement behaviors (CEBs). To develop more effective and efficient CEB management practices, this research proposes and empirically tests a theoretical model on managerial and psychological processes to encourage CEBs that are embedded in a broader network of customers and stakeholders. Based on qualitative and quantitative studies in nursing homes, we demonstrate that organizational support and overall service quality toward significant others influence some forms of CEBs—more particularly feedback and positive word of mouth (WOM) behaviors—through customer affect toward the organization. It is interesting to note that customer affect toward the organization encourages WOM behaviors, while it discourages feedback behaviors. Conversely, managerial processes that increase customer role readiness—such as organizational socialization and support from other customers—were found to have a positive impact on all forms of CEBs. This research helps managers of nursing homes and other services with a broad network of customers and stakeholders to improve existing CEB management practices and develop new CEB management practices that are beneficial for the firm and its stakeholders.
    • Purchasing-driven sales: Matching sales strategies to the evolution of the purchasing function

      Paesbrugghe, Bert; Rangarajan, Deva; Sharma, Arun; Syam, Niladri; Jha, Subhash (Industrial Marketing Management, 2017)
      The personal selling field has witnessed the emergence of various sales strategies, including relationship, value, key account, and solution selling. Despite claims about their effectiveness, recent work challenges the relevance of existing sales strategies across buying contexts. Specifically, emerging sales strategies often focus on the user in the customer organization, without being explicitly aligned with the increasingly important purchasing function. To define the critical role of the purchasing function for sales effectiveness, this study collects data from 32 firms in two markets, their purchasing departments reveal four stages of purchasing evolution: passive (price focused), independent (cost-focused), supportive (solution/innovation focused), and integrative (strategy focused). The research demonstrates that each stage of purchasing evolution then requires distinct sales strategies by selling firms and any mismatch of purchasing evolution and sales strategy may be detrimental to sales. This novel view and the supported findings offers several implications for both research and practice.
    • Strategic Personal Branding - And How it Pays Off

      Rangarajan, Deva (Business Horizons, 2017)
      Unlike companies or products, individuals possess intrinsic personal branding as a result of personality qualities, past experience and development, and communication with others—whether they know it or not. In this sense, every person already has a personal brand of some kind. The challenge is to manage that brand strategically. We offer a process for doing so, beginning with self-analysis. Then we review published sources and summarize interviews about the personal brands of 33 U.S. and European sales executives and managers, salesforce members, and professionals who sell their own services. The interviews indicate roughly equal emphasis on competence and personal qualities in creating personal brands, as well as significant interest in distinctiveness, and the respondents provide a range of examples of how personal branding pays off. This investigation leads to our basic recommendation: Follow a strategic self-branding process based on one's values and competencies, similar to the branding methods of companies and products, but with the understanding that personal branding will change as one's career advances.
    • The mediating effect of job perceptions on the feedback-satisfaction linkage

      Srivastava, Rajesh; Rangarajan, Deva (Journal of Business and Industrial Marketing, 2008)
    • The role of overload on job attitudes, turnover intentions, and salesperson performance

      Jones, Eli; Chonko, Lawrence; Rangarajan, Deva; Roberts, James (Journal of Business Research, 2007)
    • The role of perceived relational support in entrepreneur-customer dyads

      De Clercq, Dirk; Rangarajan, Deva (Entrepreneurship: Theory and Practice, 2008)
    • The role of pleasure in web site success

      De Wulf, Kristof; Schillewaert, Niels; Muylle, Steve; Rangarajan, Deva (Information and Management, 2006)
    • Understanding the salespeople's "feedback-satisfaction" linkage: What role does job perceptions play?

      Srivastava, Rajesh; Rangarajan, Deva (Journal of Business and Industrial Marketing, 2008)