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	<title>Selling ASAP</title>
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	<link>http://www.sellingasap.com</link>
	<description>Art, Science, Agility, and Performance</description>
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		<title>The Four Social Styles</title>
		<link>http://www.sellingasap.com/the-four-social-styles/</link>
		<comments>http://www.sellingasap.com/the-four-social-styles/#comments</comments>
		<pubDate>Wed, 27 Feb 2013 17:04:21 +0000</pubDate>
		<dc:creator>Angela</dc:creator>
				<category><![CDATA[Community]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5507</guid>
		<description><![CDATA[To view the contents of this post, you must be a registered user of SellingASAP.com. Register now to access exclusive content and community features.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Maslow&#8217;s Hierarchy of Needs</title>
		<link>http://www.sellingasap.com/maslows-hierarchy-of-needs/</link>
		<comments>http://www.sellingasap.com/maslows-hierarchy-of-needs/#comments</comments>
		<pubDate>Wed, 27 Feb 2013 16:56:24 +0000</pubDate>
		<dc:creator>Angela</dc:creator>
				<category><![CDATA[Community]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5500</guid>
		<description><![CDATA[To view the contents of this post, you must be a registered user of SellingASAP.com. Register now to access exclusive content and community features.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>In Honor of the Great Zig Ziglar</title>
		<link>http://www.sellingasap.com/in-honor-of-the-great-zig-ziglar/</link>
		<comments>http://www.sellingasap.com/in-honor-of-the-great-zig-ziglar/#comments</comments>
		<pubDate>Thu, 29 Nov 2012 15:52:37 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Audio]]></category>
		<category><![CDATA[Community]]></category>
		<category><![CDATA[Little Things]]></category>
		<category><![CDATA[Photos]]></category>
		<category><![CDATA[Published Research]]></category>
		<category><![CDATA[Selling ASAP Book]]></category>
		<category><![CDATA[Selling ASAP Thoughtware]]></category>
		<category><![CDATA[Series]]></category>
		<category><![CDATA[Videos]]></category>
		<category><![CDATA[Your Sales Passport]]></category>
		<category><![CDATA[Inspiration]]></category>
		<category><![CDATA[Zig]]></category>
		<category><![CDATA[Ziglar]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5316</guid>
		<description><![CDATA[The SellingASAP team extends our deepest condolences to the Ziglar family. We pray for comfort and peace in this time of grief. The amazing inspirational legacy of Zig Ziglar will live perpetually through sales professionals around the world!]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Motivational guru Zig Ziglar dies at 86</title>
		<link>http://www.sellingasap.com/motivational-guru-zig-ziglar-dies-at-86/</link>
		<comments>http://www.sellingasap.com/motivational-guru-zig-ziglar-dies-at-86/#comments</comments>
		<pubDate>Thu, 29 Nov 2012 14:56:14 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Community]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5302</guid>
		<description><![CDATA[Zig, you will be missed and never forgotten. CNN: Motivational speaker and author Zig Ziglar died Wednesday in Dallas &#8220;after a short bout with pneumonia,&#8221; his spokesman said. He was 86. &#8220;Zig Ziglar passed from this world today after a short bout with pneumonia. Though his time on earth has ended, he is speaking with Jesus now in his heavenly home. The angels in heaven are rejoicing and his family is celebrating a life well lived,&#8221; said a message from his staff on Ziglar&#8217;s Facebook page. The self-described Undisputed King of Motivation was known for his seminars, which grew into large gatherings held in packed arenas. Ziglar wrote more than two dozen books on salesmanship and motivation over the past five decades.]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Pursuing Excellence</title>
		<link>http://www.sellingasap.com/pursuing-excellence-2/</link>
		<comments>http://www.sellingasap.com/pursuing-excellence-2/#comments</comments>
		<pubDate>Mon, 23 Apr 2012 23:00:22 +0000</pubDate>
		<dc:creator>Fern Jones</dc:creator>
				<category><![CDATA[Community]]></category>
		<category><![CDATA[agility]]></category>
		<category><![CDATA[excellence]]></category>
		<category><![CDATA[self discipline]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5180</guid>
		<description><![CDATA[Excellence begins with people who engage in building and growing their characters. Pursuing excellence means engaging in backward planning—the salesperson must begin with the end in mind. Salespeople must ask themselves where they want to be and then decide how to get there. Excellence for salespeople is about “being all that you can be” within the bounds of doing what is right by oneself, one’s organization, and one’s customers. To achieve excellence, salespeople must manage themselves and their time. Managing oneself consists of developing habits that are conducive to success. Managing one’s time requires efficient and effective use of the time available. A person’s agility is enhanced by the discipline to manage oneself and one’s time. SELF-DISCIPLINE Learning to manage oneself and one’s time requires self-discipline, which in turn requires determination. Determination begins with a purpose or a “calling”—the creation of passion, which drives one toward reaching specific goals. William J. Bennet, author of The Book of Virtues, defines self-discipline as making a “disciple” of one’s self. In other words, one becomes one’s own teacher, trainer, coach, and “disciplinarian.”1 Becoming disciplined helps salespeople develop and manage their personal and professional goals (their purpose), thus creating order and balance.]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>Customer Relationship Management: Finding Value Drivers</title>
		<link>http://www.sellingasap.com/customer-relationship-management-finding-value-drivers/</link>
		<comments>http://www.sellingasap.com/customer-relationship-management-finding-value-drivers/#comments</comments>
		<pubDate>Fri, 16 Mar 2012 04:20:30 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Published Research]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5158</guid>
		<description><![CDATA[Despite significant interest from both academicians and practitioners, customer relationship management (CRM) remains a huge investment with little measured payback. Intuition suggests that increased management of customer relationships should improve business performance, but this intuition has only inconsistent empirical or real world support. To remedy this situation, this study identifies a core group of expected CRM benefits and examines their ability to increase a firm&#8217;s value equity, brand equity and relationship equity which are components of customer equity. Ten propositions explore the anticipated effects of these drivers and form an agenda for future research. These propositions establish a framework for measuring CRM and supporting the link between CRM and performance.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>The Attenuating Effect Of Role Overload On Relationships Linking Self-efficacy And Goal Level To Work Performance</title>
		<link>http://www.sellingasap.com/the-attenuating-effect-of-role-overload-on-relationships-linking-self-efficacy-and-goal-level-to-work-performance/</link>
		<comments>http://www.sellingasap.com/the-attenuating-effect-of-role-overload-on-relationships-linking-self-efficacy-and-goal-level-to-work-performance/#comments</comments>
		<pubDate>Fri, 16 Mar 2012 04:18:08 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Published Research]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5155</guid>
		<description><![CDATA[The reported research examines the moderating effects of role overload on the antecedents and consequences of self-efficacy and personal goal level in a longitudinal study conducted in an industrial selling context. The results indicate that role overload moderates the antecedent effect of perceived organizational resources on self-efficacy beliefs. They also show that role overload moderates the direct effects of both self-efficacy and goal level on performance, such that these relationships are positive when role overload is low but not significant when role overload is high. Further, the results reveal a pattern of moderated mediation, in which goal level mediates the indirect effect of self-efficacy on performance when role overload is low but not when it is high. Implications for theory and managerial practice are discussed.]]></description>
		<wfw:commentRss>http://www.sellingasap.com/the-attenuating-effect-of-role-overload-on-relationships-linking-self-efficacy-and-goal-level-to-work-performance/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Firm Market Orientation And Salesperson Customer Orientation</title>
		<link>http://www.sellingasap.com/firm-market-orientation-and-salesperson-customer-orientation/</link>
		<comments>http://www.sellingasap.com/firm-market-orientation-and-salesperson-customer-orientation/#comments</comments>
		<pubDate>Fri, 16 Mar 2012 04:14:39 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Published Research]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5152</guid>
		<description><![CDATA[Interpersonal And Intrapersonal Influences On Customer Service And Retention In Business-to-business Buyer–seller Relationships Eli Jones, Paul Busch, Peter Dacin The authors examine the influence of a firm’s market orientation and salesperson customer orientation on buyer–seller relationships. Data from a national manufacturer’s sales force and retail trade customers were used to test the influence of sales managers’ perceptions on salesperson attitudes toward a firm’s market orientation and its salesperson customer orientation. The impact of salesperson attitudes on customers’ perceptions of service delivery and their propensity to switch suppliers was also examined. The results suggest that a firm’s market orientation positively influences salesperson work attitudes. Sales managers influence salesperson customer orientation through their organizational commitment, and salesperson customer orientation influences industrial customers’ switching intentions.]]></description>
		<wfw:commentRss>http://www.sellingasap.com/firm-market-orientation-and-salesperson-customer-orientation/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Technology Use On The Front Line: How Information Technology Enhances Individual Performance</title>
		<link>http://www.sellingasap.com/technology-use-on-the-front-line-how-information-technology-enhances-individual-performance/</link>
		<comments>http://www.sellingasap.com/technology-use-on-the-front-line-how-information-technology-enhances-individual-performance/#comments</comments>
		<pubDate>Fri, 16 Mar 2012 04:11:12 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Published Research]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5149</guid>
		<description><![CDATA[This study explores and tests a new model that links different types of technology usage to individual-level outcomes. The primary objective of this study is to examine the effects of efficient use (routinization) and effective use (infusion) along with the traditional measure of usage—namely, frequency of use—on two dimensions of individual-level outcomes: information technology enabled administrative performance and information technology-enabled salesperson performance. To maintain consistency with the existing literature, the authors examine the effects of predeployment attitude toward or acceptance of technology and pre-deployment intended use of technology. The authors discuss managerial implications and provide directions for future research.]]></description>
		<wfw:commentRss>http://www.sellingasap.com/technology-use-on-the-front-line-how-information-technology-enhances-individual-performance/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Examining The Effect Of Salesperson Service Behavior In A Competitive Context</title>
		<link>http://www.sellingasap.com/examining-the-effect-of-salesperson-service-behavior-in-a-competitive-context/</link>
		<comments>http://www.sellingasap.com/examining-the-effect-of-salesperson-service-behavior-in-a-competitive-context/#comments</comments>
		<pubDate>Fri, 16 Mar 2012 04:07:25 +0000</pubDate>
		<dc:creator>Dr. Eli Jones</dc:creator>
				<category><![CDATA[Published Research]]></category>

		<guid isPermaLink="false">http://www.sellingasap.com/?p=5146</guid>
		<description><![CDATA[Michael Ahearne &#038; Ronald Jelinek &#038; Eli Jones While few scholars debate the importance of doing things to improve the quality of the buyer–seller relationship, little is known about what salespeople can do after the point of the initial sale to enhance customer satisfaction and trust. On the basis of extensive exploratory interviews across professional selling domains, this research develops a set of behaviors, referred to here as “salesperson service behaviors.” Using data gathered from 358 customers, the authors empirically demonstrate the effect of these behaviors on customer satisfaction and trust and, ultimately, on an objective measure of customer share of market. The authors develop a competitive model that uniquely features customer evaluations of competing sales representatives. The results indicate that these salesperson service behaviors are important in building trust and customer satisfaction, which in turn lead to increases in customer share of market.]]></description>
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