Analysis table related to rewards
| Examples of quotations related to first-order concepts | First-order concepts (in-vivo codes are summarized in brackets) | Second-order themes | Aggregate dimensions |
|---|---|---|---|
| “You always have to think about how this could benefit each party” (Salesperson N) “A profitable business is important – at least at the beginning, there’s no need to get to know the person” (Salesperson B) “In this way, it will bring our company a profit” (Salesperson Y) “We’ll get credit insurance… Or it’s some kind of advance payment… The most important point is that we don’t take a risk” (Salesperson G) | Calculus-based trust (e.g. making money, getting value, profitable business, stable cash position) | Trust (from calculus-based trust to relational trust) | Relational rewards |
| “A relationship of trust” (Salesperson P) “It’s for the sake of trust that the sellers try to build continuity, this kind of personal relationship” (Salesperson B) “We communicate about things once we realise we get along well personally and trust each othe.r” (Salesperson O) “We have trust on both sides…. nöyryys, ystävällisyys, kunnioitus, tämmöset positiiviset ihmisarvot niin ne on niitä keinoja mitkä on, ihan siinä mun mielestä siinä ytimessä mitkä pitää olla” (Salesperson O) | Relational trust (e.g. building and trusting continuity, mutual trust) | ||
| “The basic thing is that everything is done according to our values… You have to act according to your values, they meet the promises and it shows right away” (Salesperson K) “As a salesperson you want to have someone you like to cooperate with, who you can trust and who is in a way on the same level, and who you are on the same wavelength with” (Salesperson J) “The customer was driving by one evening and decided to come for a visit, since as I would be working anyway, so the customer just walked into my old office and we just chatted about common things” (Salesperson Y) | Relational trust (e.g. shared values) | ||
| “This customer was interested in me [the salesperson], so they asked surprising [more personal] questions… I said, ok, go ahead and ask, and we drank coffee together” (Salesperson D) “I talk to the customer a lot about football, because he is a fanatic supporter. We talk about what it's like to be the supporter of a small team in the league” (Salesperson J) “It’s important to have common interests with the customer” (Salesperson K) “We always discuss together what this could be useful for… Our common vision and actions are what we want to achieve together” (Salesperson I) | Relational trust (e.g. a customer is an interesting person) | ||
| “If a salesperson is someone who behaves respectfully and is matter-of-fact and basically smart, you can be successful anywhere” (Salesperson K) “When you spend many hours with the customer on the golf course, you don’t talk about business at all. You may talk business later at the club house and have a beer with the customer. Then maybe you talk about how business is going, and if something is on their mind” (Salesperson J) “You approach the customer by sending out feelers, about how we could help them” (Salesperson I) | Appropriate and effective communication (e.g. polite communication) | Communication | |
| “At an early stage, it isn’t necessary to get to know the person” (Salesperson B) “You ask directly if the customer would like to hear about the kind of things people in our headquarters are thinking about” (Salesperson I) “You should be able to tell the customer which direction you are heading in. If not, interaction will start to bring distrust to the surface. And when that happens, it doesn’t matter what you say as a salesperson – they won’t believe you anyway” (Salesperson T) | Appropriate and effective communication (e.g. effectiveness) | ||
| “A strategy in customer management is dignity and the correct use of time. You ask directly, can I get back to this tomorrow – you promise to send an email the day after tomorrow or to meet them in three days” (Salesperson O) “The ease of contact means that the salesperson communicates and talks actively with the customer. It will also be easier for the salesperson to talk about all the things they can offer. In this way, cooperation can expand, and the salesperson soon has the customer acting as a good spokesperson” (Salesperson K) “Dealing with this particular customer means that I know how to listen to the client. I can argue my own case. I can be persuasive. I can also take what the customer says into account and get along well with different kinds of people” (Salesperson B) | Appropriate and effective communication (e.g. fluency) | ||
| “The relationship and the interaction go very strongly hand-in-hand. The more you get to know each other, the more in-person meetings you have. That’s when you move from trust to a more professional respect. Interaction between people around that project becomes more human” (Salesperson O) “There may be some really competent salespeople in preliminary work gathering customer data online. That’s when you make the first contact and you find out if a company will grant you an audience” (Salesperson K) “Skype has been important, and Yammer. For example, we have integrated Yammer into productivity platform and business critical applications such as Dynamics and its financial administrative, logistics and CRM systems” (Salesperson I) “A lot of sales happens on the phone and by email. You have to be able to write good, credible emails and be able to discuss business on the phone in English” (Salesperson B) “If you want more longer term cooperation, you have to know your business partner. You can’t imagine that a client would become a partner just like that. If you’ve contacted them just once by email, you won’t get the deal” (Salesperson K) “The client is my friend on Facebook. I haven’t been calling them recently, but in addition to this FB history there are all those calls, text messages, other messages, emails: all that information about one person” (Salesperson I) | Communication channels (e.g. in-person meeting, Skype, Yammer, e-mail, text message, internet, Dynamics, CRM, Facebook) | ||
| “…You support each other enough in all dealings and search for a common goal.” (Salesperson U) “First, you have to negotiate with the customer, get an understanding of the common goal with them” (Salesperson J) “You have to recognise the strategy of the customer company at all times. You have to have an inner feeling about the customer, that you are on the right track and that you are bringing added value to the customer’s business. You have to remind yourself all the time of what it is we’re doing and how that supports the customer’s strategy” (Salesperson I) | Understanding common strategic goals (e.g. understanding customer’s strategy, supporting each other, congruence on a strategic goal) | Mutual goals | Business rewards |
| “You can even resolve difficult issues by talking them through if the relationship with the customer has lasted for a long time” (Salesperson K) “You must be a person who has the right kind of know-how and expertise. I mean expertise concerning business, technology, the market, the customer. Then you have good vibes” (Salesperson N) “As our relationship has become familiar, we avoid all the unnecessary complications” (Salesperson L) “And sometimes we have arguments with the customer, about prices and so on, but that customer is one of my best friends” (Salesperson J) | Managing conflicts (e.g. being aware of the competition a customer faced, high-level professional sales skills) | Conflict management | |
| “… and you’re also able to commit to the customer, and the customer is committed” (Salesperson U) We look for things in common” (Salesperson O) “Businesswise, they are a very profitable customer to us, especially because they are committed to us” (Salesperson C) “We try to commit the customers to us, [tie them] closer to us by trying to make these solutions for them. It makes it more difficult for them to change supplier” (Salesperson G) | Developing commitment (e.g. look for common interests, building ties with the customer) | Commitment | Relational rewards |
| “We meet with this customer to show we’re interested. We try to keep up personal contact When I visit [the customer], they don’t want to meet me at the office. We go golfing, and we don’t even talk about business. You’re just there” (Salesperson F) “You do outdoor activities [with the customer], you ski, or skeet shoot, or drive ATVs. You do more activities together and go to the sauna” (Salesperson D) “You talk to the customer about your family, you talk about your hobbies, you talk about the previous golf shot, and how the round of golf is going. You are creating relationships, which can be done in many different ways, and you just have to have some imagination. You shouldn’t be afraid to talk” (Salesperson J) | Socializing (e.g. interaction, outside work, common activities) | Social bonding | |
| “You talk things through, and through that, it begins to resemble knowing each other so well personally, that maybe you become true friends” (Salesperson O) “I started to get invited to their family functions and stuff like that. It also brought a lot of fun to my private life. Everything starts to affect the business side of things indirectly after that” (Salesperson P) “If the other person is organizing something… you can call them and say ‘Hey, I can do that, should I fetch your trailer? Mine’s over there, and can I come and borrow it?” (Salesperson D) Friendship is rarer, perhaps, but there can be friendship too. I achieve a relationship of trust that comes quite close to how I am with my mates outside work…Everything is based on trust” (Salesperson P) | Engaging with each other’s private life (e.g. social support, mutual respect and honesty, sense of comradery) | ||
| “We share things at a slightly deeper level than the blueprint would set out. In this way, we can make progress in [business] matters somewhat sooner” (Salesperson P) “I have a need to see the customer maybe just once a year, but at the same time, the customer feels they’re important” (Salesperson J) “We start with business and focus on what the reality is for the customer. It means that planning is important from the get-go. You have to get to know the industry, the trends and the global economy. You have to know what is going on and what the future scenarios are, and what the customer’s place in the market is” (Salesperson I) | Timesaving in business issues (e.g. savings in conducting sales tasks, timesaving in information search) | Timesaving | Business rewards |
| “We may spend three years with the same customer on the same job after the order has been made. There are often some confrontations, when we work out who will pay, and what changes are going to be made” (Salesperson B) “You have to have the right know-how and competence. In other words, you have to know the business, the technology, and the customer” (Salesperson I) “It’s part of the process, to keep the customer relationship and costs at the planned level. And at the same time, the relationship deepens, and you get information naturally. This means it’s easier to keep the customer, even when competitors come and try to lure them away” (Salesperson I) | Cost-effectiveness of doing business with the customer (e.g. cost-effectiveness) | Cost effectiveness | |
| “As long as everything works automatically and well with us, why would they want to break it off?” (Salesperson G) “The customer may call to say that they have budgeted such and such an amount for us for next year, say they have these kinds of problems, and ask if we have a solution for them” (Salesperson O) “When I visit the customer, they don’t really talk to me about their business. They want to play a round of golf, so we play a round of golf. Then we shake hands afterwards as the sign we've done the deal. At the end we say: That was nice. Let’s meet again next year” (Salesperson J) | Confidence in seller’s ability to offer the best solutions (e.g. confidence) | Confidence in seller | |
| “Sales is all we need” (Salesperson Q) “Of course, my view is that we should work together with the customer… Otherwise half of the energy is lost if only one party does everything, and the other does nothing” (Salesperson X) “You all have to have basic capabilities and competence if you want to become a salesperson.” (Salesperson U) “The result is the most important thing” (Salesperson X) | Efficiency in conducting sales tasks (e.g. efficiency) | Job efficiency |
| Examples of quotations related to first-order concepts | First-order concepts (in-vivo codes are summarized in brackets) | Second-order themes | Aggregate dimensions |
|---|---|---|---|
| “You always have to think about how this could benefit each party” (Salesperson N) | Calculus-based trust (e.g. making money, getting value, profitable business, stable cash position) | Trust (from calculus-based trust to relational trust) | Relational rewards |
| “A relationship of trust” (Salesperson P) | Relational trust (e.g. building and trusting continuity, mutual trust) | ||
| “The basic thing is that everything is done according to our values… You have to act according to your values, they meet the promises and it shows right away” (Salesperson K) | Relational trust (e.g. shared values) | ||
| “This customer was interested in me [the salesperson], so they asked surprising [more personal] questions… I said, ok, go ahead and ask, and we drank coffee together” (Salesperson D) | Relational trust (e.g. a customer is an interesting person) | ||
| “If a salesperson is someone who behaves respectfully and is matter-of-fact and basically smart, you can be successful anywhere” (Salesperson K) | Appropriate and effective communication (e.g. polite communication) | Communication | |
| “At an early stage, it isn’t necessary to get to know the person” (Salesperson B) | Appropriate and effective communication (e.g. effectiveness) | ||
| “A strategy in customer management is dignity and the correct use of time. You ask directly, can I get back to this tomorrow – you promise to send an email the day after tomorrow or to meet them in three days” (Salesperson O) | Appropriate and effective communication (e.g. fluency) | ||
| “The relationship and the interaction go very strongly hand-in-hand. The more you get to know each other, the more in-person meetings you have. That’s when you move from trust to a more professional respect. Interaction between people around that project becomes more human” (Salesperson O) | Communication channels (e.g. in-person meeting, Skype, Yammer, e-mail, text message, internet, Dynamics, CRM, Facebook) | ||
| “…You support each other enough in all dealings and search for a common goal.” (Salesperson U) | Understanding common strategic goals (e.g. understanding customer’s strategy, supporting each other, congruence on a strategic goal) | Mutual goals | Business rewards |
| “You can even resolve difficult issues by talking them through if the relationship with the customer has lasted for a long time” (Salesperson K) | Managing conflicts (e.g. being aware of the competition a customer faced, high-level professional sales skills) | Conflict management | |
| “… and you’re also able to commit to the customer, and the customer is committed” (Salesperson U) | Developing commitment (e.g. look for common interests, building ties with the customer) | Commitment | Relational rewards |
| “We meet with this customer to show we’re interested. We try to keep up personal contact | Socializing (e.g. interaction, outside work, common activities) | Social bonding | |
| “You talk things through, and through that, it begins to resemble knowing each other so well personally, that maybe you become true friends” (Salesperson O) | Engaging with each other’s private life (e.g. social support, mutual respect and honesty, sense of comradery) | ||
| “We share things at a slightly deeper level than the blueprint would set out. In this way, we can make progress in [business] matters somewhat sooner” (Salesperson P) | Timesaving in business issues (e.g. savings in conducting sales tasks, timesaving in information search) | Timesaving | Business rewards |
| “We may spend three years with the same customer on the same job after the order has been made. There are often some confrontations, when we work out who will pay, and what changes are going to be made” (Salesperson B) | Cost-effectiveness of doing business with the customer (e.g. cost-effectiveness) | Cost effectiveness | |
| “As long as everything works automatically and well with us, why would they want to break it off?” (Salesperson G) | Confidence in seller’s ability to offer the best solutions (e.g. confidence) | Confidence in seller | |
| “Sales is all we need” (Salesperson Q) | Efficiency in conducting sales tasks (e.g. efficiency) | Job efficiency |
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