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What entrepreneurs get wrong
(Harvard Business School Publishing, 2013)
Onyemah, Vincent
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Rivera-Pesquera, Martha
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Ali, Abdul
Salesmanship is central to a startup's success, but many entrepreneurs ignore this simple fact. They may believe that their idea will sell itself or that there's no point visiting a prospective customer without a finished product in hand. Those who search for sales advice find mostly tools and techniques for established companies. In a study of 120 entrepreneurs in six countries, more than half fully developed their products before getting feedback from potential buyers. Looking back, most said that was a mistake. Those who did start selling early did not spend enough time listening to prospects' reactions. Other mistakes included offering discounts to close initial deals, making early sales to family and friends, and failing to choose first customers strategically. When they did go on sales calls, the entrepreneurs fielded tough questions about the efficacy of their products, their credibility and experience, the size of their companies, their prices, and the cost of switching to an unproven offering. A sales model geared to entrepreneurs accounts for the fact that information gleaned during the sales process can be crucial in designing (or redesigning) the product itself. The model calls for meeting with prospects as soon as an idea is conceived to learn if it has broad appeal. The answer to that question determines whether the entrepreneurs jettison the idea, return to the drawing board, or proceed to prototype development and further testing with potential customers. INSET: Idea in Brief. ©Harvard Business Review
34 1
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Entrepreneurial selling : the facts every entrepreneur must know
(Business Expert Press, 2021)
Onyemah, Vincent
;
Rivera-Pesquera, Martha
Addresses the unique challenges faced by entrepreneurs in search of buy-ins for novel ideas, products, or services. In addition to describing typical hurdles, it offers strategies to win over customers, employees, financiers, suppliers, board members, and other collaborators. While most books on entrepreneurship focus on the profile of entrepreneurs and startup capital, Entrepreneurial Selling sheds light on how entrepreneurs can excel at selling to obtain resources of all kinds. The success of a novel idea hinges on identifying, reaching, engaging, and convincing different stakeholders of its merits. Basically, entrepreneurship is not possible without the ability to sell. Based on multiyear field studies and many consulting projects with entrepreneurs in Africa, Asia, Europe, Latin America, Middle East, and North America, the insight contained herein should give entrepreneurs a "leg up" by helping them to prevent costly mistakes and increase the odds of realizing their dreams. Ultimately, the goal is to move beyond wishful thinking and into a strong business foundation by facilitating early reality checks that will inform productive usage of entrepreneurs' limited resources. ©Business Expert Press
33 2
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Salesperson resistance to change: an empirical investigation of antecedents and outcomes
(Emerald Group Publishing Limited, 2012)
Jaramillo, Fernando
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Prakash Mulki, Jay
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Onyemah, Vincent
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Rivera-Pesquera, Martha
Purpose: The purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes. Design/methodology/approach: Survey responses derived from 233 salespeople from three large financial institutions in Mexico are used to test relationships involving salespersons’ resistance to change. Publisher: Emerald Group Publishing Limited Copyright © 2012, Emerald Group Publishing Limited
Scopus© Citations 14 17 2
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A Multi-Cultural Study of Salespeople's Behavior In Individual Pay-For-Performance Compensation Systems: When Managers Are More Equal And Less Fair Than Others
(2017)
Rouziès, Dominique
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Onyemah, Vincent
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Iacobucci, Dawn
In this research, we examine salespeople's behavior in individual pay-for-performance compensation systems and show how perceived management fairness seems to energize sales employees in some environments but not in others. We use a large multicountry database of individual-level remuneration for more than 2,500 salespeople across four B2B industry sectors to demonstrate cultural adaptations of the effect of perceived management fairness. The results indicate that top management should be concerned with employees' perceptions of fairness in addition to the more typical concerns of control and motivation widely acknowledged in the microeconomics-based sales-force compensation literature. In particular, we show that perceptions of management fairness are key to salespeople's proportion of total pay generated by pay-for-performance formulas. © 2017 Pi Sigma Epsilon National Educational Foundation.
Scopus© Citations 12 23 1
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Salesperson turnover intention: a tale of two countries
(Emerald Publishing Limited, 2021)
Onyemah, Vincent
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Mulki, Jay P.
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Rivera-Pesquera, Martha
Purpose: A significant amount of research has shown that drivers of employee attitudes, and behaviors leading to outcome variables such as turnover intentions, are strongly influenced by national culture. This study focuses on the difference in relationships among some critical variables between two emerging economies with similar cultural indices. Design/methodology/approach: Survey questionnaire was used to collect responses from salespeople in two countries. Correlation analysis and structural equation modeling were used to provide support for the stated hypotheses. Publisher: Emerald Publishing Limited Copyright © 2021, Emerald Publishing Limited
Scopus© Citations 3 17 1

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