Maintaining the permanence of a company in the current rapidly changing business environment is not an easy task. Rather, the lifespan of a company can be said to be gradually decreasing. As such, the author of this paper, which describes the current market environment, is the sales organization of a large company. While leading the company, I thought about how to overcome the rapidly changing market and create an organization that continues to grow. As a result, I succeeded in creating an organization that continued to grow over the past two years, and the main activity of this result was the use of sales computer. It was clear that it was an information sharing activity. This can be said to be a result of proving that a series of activities to create and share information is important for the sales organization of ICT companies to actively respond to the rapidly changing market environment. Therefore, this study attempted to examine the relationship between knowledge management and business performance in the sales field of ICT companies, which has not been covered so far. Knowledge management is a four-stage activity from a process perspective, divided into knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization. did. As a result of the study, first, knowledge management activities, such as knowledge creation and knowledge storage, were found to have a significant impact on financial performance. Second, knowledge management activities such as knowledge creation, knowledge storage, knowledge transfer, and knowledge utilization were all found to have an impact on non-financial performance. In the end, this study confirmed that efforts to turn tacit knowledge into knowledge in order to respond to the ever-changing ICT market are ultimately an important factor in growing a company.

As competition among companies has intensified and the life cycle of products has been shortened, strong innovation is needed to meet consumers' needs. In addition, it is necessary to shorten the life cycle of the product and reduce the time required for technology development for the competitive advantage of the product. In particular, venture companies where new technologies and ideas are important require more innovative capabilities than others companies. Therefore, this study analyzed the impact of technology innovation capabilities (product development process capability, human resource capability and financial capability) on sales by technology development for small and medium venture companies and analyzed moderating effect of technology development period on the relationship between technology innovation capabilities and sales by technology development. The data of 'Small and Medium Business Technology Statistics' collected by the government every year were used for analysis. Technology-intensive ventures were extracted from this data. In addition, the moderating effect was analyzed through hierarchical regression analysis. This study shows that product planning capability, test capability, and R&D expenditure have a positive impact on sales by technology development. In this study, the product development period showed a positive moderating effect on product development capability and sales performance. On the other hand, the product development period showed a negative moderating effect on R&D expenditure and sales by technology development.

Digital channels have been rising to the major shopping paths from the past few years, yet it is interesting to notice that more and more digital retailers advance into offline channel nowadays due to the benefits. For example, the digital retailing giant Amazon opened its first bricks-and-mortar bookstore in 2015. Dell, which distributes its products only in the catalog and digital channels, entered the leading retail stores such as Best Buy and Walmart. The digital retailers’ strategy trend that moves into the real world reveals the unique and powerful capabilities of the offline distribution channel and the importance of launching products in the offline channel. Previous studies in marketing have investigated various complement and substitute impacts of offline channel introduction (i.e., Avery et al. 2012, Wang and Goldfarb 2017). However, most of the literature focus on the pc-based online channel and catalog, there is little research about the impact of offline channel introduction on smartphone-based mobile channel. Although mobile channel is similar to online channel in many ways (i.e., internet access and convenient shopping), it can be distinguished from online channel in terms of search and access, leading to a different interplay with offline channel. This research, therefore, aims to investigate how product launching in offline channel affects purchases in mobile channel versus online channel, and deepen the understanding by exploring the moderating effect of offline store intensity. Besides, we also explore the interaction between two digital channels: online channel and mobile channel. As most of the multi-channel retailers offer products in both online and mobile channels, it is incremental to know the interplay between these two digital channels. Using data from a representative multichannel retailer selling beauty products, we find the following three empirical results. First, product introduction in offline channel has a positive effect on online and mobile sales, and the effect is greater for mobile. Second, as offline store increases, the positive impact of offline product launch weakens on online channel, and even turns to negative once the number of offline stores reaches a threshold. However, the influence on mobile channel stays the same. The results reflect that the complementary interplay between offline and mobile channel is relatively stronger than between online channel. Finally, within the digital channels, online purchases only increase with the growth of sales performance within online channel, whereas mobile purchases are positively affected by both within mobile channel sales and across online channel sales. Our findings contribute critical academic and managerial implications for multichannel retailing.

The proportion of software in the automotive industry is steadily increasing due to the rapid technological development of automobile E/E parts. Because the automotive E/E technology is now on the basis of intelligent automobile and advanced safety automobile technology. The purpose of this study is to investigate the effect of organizational capability (organizational resource capability and management capability), process capability (process capability, customer Requirement management capability), performance dimension (motivation, participation level). In this study, we conducted questionnaires and statistical analysis on engineers (members of the Korea Advanced Automotive Technology Association) who perform research and development activities in the R&D organization of the automotive E/E part in South Korea. ANOVA is applied for the verification of the difference in performance measured by organizational capability, process maturity, and motivation participation level according to company characteristics (level of processing : supply chain configuration, annual sales, total SW development ratio). According to the results of this study, in order to improve the performance of ASPICE or ISO 26262-related consulting project, a different consulting approach strategy considering the characteristics of organization and personnel is needed. In summary, the analysis results for the three main treatment levels are as follows. The difference in organizational capacity, process capability and performance was found to be statistically significant according to supply chain configuration and annual sales, but it was found that the difference of response according to the proportion of total SW was not significant.

본 연구는 기업이 보유한 브랜드 강화역량, 최고경영자 역량, 글로벌 학습역량이 수출규모에 어떤 영향을 미치 는지를 한국패션의류기업들을 대상으로 분석하고 있다. 2007년부터 2014년까지 한국 패션기업들의 기업-연도 패널 데이터를 대상으로 연구한 결과, 브랜드 강화 역량 측면에서 디자인특허 역량이 높고 해외 제품상 수상 경 험이 있으면 기업의 수출규모가 높게 나타났다. 또한 최고경영자 역량 측면에서 최고경영자가 패션관련 전공자이 거나, 해외경험이 있는 경우 수출규모가 높게 나타났고, 글로벌 학습역량 측면에서 해외 제휴 수가 많은 경우 수 출규모가 높게 나타났다. 본 연구는 패션의류산업의 산업적 특성을 고려하여 성공적인 수출규모증대 전략을 도출 하기 위해 필요한 기업 내부역량을 중점으로 의미 있는 이론적, 실무적 시사점을 제시하고 있다.

The organization which is does sale activity in 21c, face a radical environment changes and high competition. To overcome from these situation, employee who is does sale in field are important to set sustainablity to the organization. A sales person is one of member in organizations, so they have a relation with other employee in process of job. To increase there performance and satisfaction, LMX is focused by many researchers. LMX can increase job satisfaction which can increase job performance thought organizational justice. And career of employee can has moderate effect between LMX and organizational justice. To figure out casual relationship among factors, researcher conduct a empirical analysis use 210 samples from SME saleman. Result of empirical study show us every hypothesis which researcher set up has supported. Based on this result, reseacher provide manageric implications and conclusions

This study attempts to investigate the impact of entrepreneurial orientation on positive psychological and behavior intention such as psychological ownership, work engagement, organizational citizenship behavior, sales efforts, adaptive selling behavior, performance for internal marketing based on job demands and resources model (JD-R model). The purpose of this study is to examine how the five-dimensional entrepreneurial orientation (innovativeness, proactiveness, risk taking, autonomy, aggressiveness) can affect salespeople’s positive motivation and to suggest how to manage and train salespeople effectively as internal customers. For this study, data were gathered from the respondents who are salespeople and analyzed by using structural equation model (SEM). According to the results of the study, entrepreneurial orientation affected salespeople’s positive psychological ownership and work engagement. In addition, we confirmed that psychological ownership affected to increase work engagement and organizational citizenship behavior, and work engagement was a positive precedence factor increasing organizational citizenship behavior, sales efforts and adaptive selling behavior. Lastly, we found that organizational citizenship behavior, sales efforts and adaptive selling behavior showed a positive impact on performance. Based on the study results, this research suggested academic and managerial implications to manage and train salespeople effectively in the business-to-business markets.

In this study, we investigated and analyzed the registration, sales and regulatory management system of in vitro diagnostic veterinary medical reagents (IVDVMRs) in Korea. The registration of IVDVMRs has gradually increased since 2000, and total of 233 products from 58 companies were registered from 1975 to 2014. The market size of IVDVMRs is estimated to be approximately 12 billion Won per year from 2011 to 2013: the export sales and proportion was estimated to be 36.8% as 4.4 billion Won in 2013. Of these products, the ranking of the sales were canine heartworm, bovine tuberculosis, swine fever, porcine reproductive and respiratory syndrome, canine distemper+adenovirus+parvovirus disease, foot and mouth disease, etc. In vitro diagnostic human medical reagents were diverted biological medicine from the medical devices by the revision of the Pharmaceutical Affairs Law Enforcement Regulations in 2014 in Korea. In contrast, in vitro diagnostic devices for animal were still managed as medical devices and biological medicines, respectively. The diagnostic reagents for infectious diseases have neither classification nor grade systems. Good manufacturing practices (GMP) requirements on IVDVMRs were also exempted from the current system. This study suggested that the registration of the IVDVMRs has increased since 2005, and regulations of these devices should be improved for the effective operating system.

본 연구는 IT 영업 인력의 성공적인 영업 활동을 위해 이들의 영업 역량이 영업성과에 미치는 영향을 살펴보고 일터학습 유형에 따른 조절효과를 검증하고자 국내 IT 기업 영업 인력 237명을 연구대상으로 삼아 자료를 수집한 후 위계적 회귀분석을 실시하였다. 실증분석 결과는 다음과 같다. 첫째, 영업 역량 및 그 하위 요인은 영업성과에 정(+)의 영향을 미치는 것으로 나타났다. 둘째, 영업 역량 및 그 하위 요인과 영업성과의 관계에서 일터학습 전체는 조절효과가 없었다. 영업 역량 및 그 하위 요인과 영업성과의 관계에서 일터학습의 형식 학습은 조절효과가 없었지만 무형식 학습은 조절효과가 확인되었다. 우연 학습의 경우 영업 역량의 영향력 역량군만 영업성과의 관계에서 조절효과가 있음이 나타났다. 연구는 영업 역량을 대인 서비스 역량군, 성취와 행동 역량군, 영향력 역량군으로 나누고, 일터학습의 형식 학습, 무형식 학습, 우연 학습에 대해 그 효과를 나누어 상호 검증하여 각 역량군별 학습의 조절효과를 확인하였다는 데 의의가 있다. 영업 역량과 하위 요인이 성과에 영향을 주고, 무형식 학습 및 우연 학습의 조절효과가 확인된 결과에 따라 IT 기업에서 영업교육을 담당하는 실무자는 영업 인력의 역량 및 성과향상을 위해 형식 학습에 대한 고민도 필요하겠지만, 학습의 일상화를 위한 무형식 학습과 우연 학습 기회 증진을 위한 노력을 고민해야 할 것이라는 시사를 준다.

신제품 또는 신기술의 개발은 기업의 생존과 직결한 문제로써 급변하는 경영환 경과 심화하는 경쟁 속에서 성과 창출과 향상에 대한 관심이 증대하고 있다. 그러나 중소기 업은 국가 경제에서 차지하는 위상에 비해 규모와 보유자원 등의 한계를 가지므로 국가에서 는 다양한 정책적 지원을 제공한다. 조직수명주기에 관한 연구에 따르면 성장단계별로 기업 의 한계와 애로사항이 다르므로 차별적 지원이 이루어져야 할 필요가 있음을 알 수 있다. ‘2011년 중소기업기술통계’에 응답한 2,575개 기업 자료를 대상으로 기술개발공정의 기술 능력 수준과 편차가 R&D 매출성과에 어떤 영향을 끼치는지 검증하였다. 분석 결과, 기술능 력 수준은 R&D 매출성과에 정(+)의 영향을 끼쳤다. 또한, 기술능력의 편차와 R&D 매출성과 간에 관계를 정부지원이 조절하는 것을 알 수 있었다. 하지만, 정부지원이 기술수준이 R&D 매출성과에 미치는 영향을 성장단계별로 다르게 조절할 것이라는 가설에 대한 실증 분석 결 과 성장단계별로 조절효과가 유의적으로 각각 다르게 나타났다. 연구의 이론적인 시사점은 성장단계를 고려하지 않은 단순한 역학관계를 떠나 좀 더 실제 로 복잡한 중소기업 환경을 직시할 수 있는 현실적인 인과 모형을 제시하였고, 따라서 다양 성을 다각적인 방법으로 측정하여 연구변수로 활용해야하는 당위성을 마련하였다. 또한 실 무적 시사점은 성장단계별 정부지원에 대한 정책을 차별적으로 수립할 수 있고, 각자 다른 성장단계에 있는 중소기업으로 하여금 맞춤식의 정책을 순응하도록 하여 정부지원금의 효과 적으로 사용할 수 있는 가이드라인을 제시하였다는 것이다.

One of the longstanding goals of both managers and researchers has been to understand the characteristics of effective salespeople. Selling orientation (SO), one of the general approaches of salespeople, has also been referred to in several studies as selling behaviors (Saxe and Weitz 1982; Brown et al. 1992; Jaramillo et al. 2007). SO is the degree to which salespeople place their own needs and/or the needs of the firm before those of their customers by attempting to sell as much as possible to customers. This is exhibited when salespeople are primarily engaged in selling activities that emphasize “getting the sale” (Schultz and Good 2000; Boles et al. 2001). Few researchers focus their attention on SO as one of the sales approaches enhancing sales performance and previous studies generally discuss SO as a factor negatively correlated with customer orientation (CO) (Saxe and Weitz 1982; Brown et al. 1992). These studies suggest SO should be controlled to encourage CO. However, Schwepker (2003) shows in his overviews of recent research that there is not a general consensus on the relationship between SO and individual sales performance. In fact, some studies indicate that SO increases individual sales performance, while others find that it is not an influential factor (e.g. Goff et al. 1997; Boles et al. 2001; Wachnel et al. 2009). Salespeople are required to adopt long-term perspectives as well as short-term sales results simultaneously in a competitive market; thus, it is meaningful to explore whether SO, as an aggressive sales approach, improves individual sales performance and whether SO can be used as an effective organizational indicator. Some studies, on the other hand, argue that the relationship between SO and individual performance is affected by moderating factors, such as differences in performance measurement (subjective or objective) (Jaramillo et al. 2007) and the sales skill level salespeople possess (Wachner et al. 2009). For example, Wachner et al. (2009) tested the moderating impact of three selling skills: interpersonal skills, salesmanship skills, and technical skills. These studies show that various external and individual factors can affect the relationship between SO and performance. Unfortunately, the impact of internal factors, such as integration with other functional members of the organization, has largely ignored. However, integration between salespeople and a variety of functional members is crucial for exchanging information and activating organizational learning (Rouizes et al. 2005), which may affect sales strategy. Indeed, salespeople, as boundary spanners, cooperate with other functional members and provide the firm with external market information (Griffin and Hauser 1990; Singh 1998; Krohmer et al. 2002). On the other hand, salespeople also receive information and support regarding new products and product delivery from other functional members, which benefits individuals’ sales performance. Our study, therefore, aims to examine the performance impact of SO at the level of the individual salesperson. In addition, we test for the moderating effect of integration with other functional members. We use the term integration as proposed by Kahn (2001), in which levels of integration are gauged by the extent of information exchange and personal interaction, and argue that integration, as an option internally available to salespeople, will increase the effectiveness of a sales approach. The indices we use to judge individual sales performance are as follows: the sales figures achieved, the degree to which the salesperson commits to the target sales figure, the number of new customers found, and the level of task innovation displayed in comparison with other members of the same sales team. SO is usually seen as a short-term sales approach. While pure SO cannot have a positive effect on customer loyalty or satisfaction levels (Boles et al. 2001; Schwepker 2003), it is often the most effective short-term selling method. In fact, Wachner et al. (2009) report that SO directly increased individual sales performance in the B to B market settings. Moreover, Boles et al. (2001) reported that SO is not harmful to relationships with customers for in-store retail settings because customers expect salespeople to engage in selling-oriented behavior to some degree. Schwepker (2003) argues that salespeople are more likely to utilize SO in an effort to meet the demands and goals placed on them when managements use the outcome-based measurements (e.g. financial performance) to evaluate their performance. This may mean that when salespeople take a more strongly selling-oriented approach, they increase their attention on selling itself and find effective methods for increasing performance. These discussions show that SO is influential in increasing sales performance. Our first hypothesis, therefore, is: H1. SO positively affects individual sales performance. Meunier-FitzHugh and Piercy (2007) emphasize that the selling of products and services is not exclusive to marketing or sales. Integration between different functional members is vital to improved customer satisfaction and product development performance (Kahn 2001). In addition, Kahn and Mentzer (1998) show that integration between different functional members has a positive influence on performance in terms of department success, overall firm performance and new product development. The authors explain that the information exchange intrinsic to integration allows members to reduce uncertainty, thereby facilitating different types of performance. By transmitting information and interacting with members who work in complementary functions, salespeople are more likely to increase their product knowledge and control time schedules. Accordingly, we expect integration with other functional members to positively impact individual performance. According to Storbacka et al. (2009), sales can play an important role in new product development, which also increases opportunities to broaden customer relationships and modify sales strategies. We argue that when integration is coupled with SO, individual performance improves because integration modifies SO’s aggressive behaviors into an adaptive selling style. Adaptive selling is considered “the altering of sales behaviors during a customer interaction or across customer interactions based on perceived information about the nature of the selling situation” (Weitz et al. 1986, p. 175). Franke and Park (2006) argue that the benefits of adaptive selling behaviors are likely to outweigh the costs of gathering and applying information to specific situations, thereby improving overall individual sales performance. Thus, if salespeople integrate with other functional members in the process of selling products and providing customized service according to customer needs, we expect that the relationship between SO and individual performance will be stronger. On the other hand, role ambiguity of salespeople may be reduced by high SO, which stimulate salespeople to put higher priorities on selling and short-term purpose (Tubre and Collins, 2000; Wachner et al. 2009). Low role ambiguity will make functional integration efficient and effective since allocation and coordination regarding functional roles cost less compared with the situation where the roles are ambiguous. Therefore, when salespeople have higher SO, integration produces more results in shorter time. Hence, on the basis of this reasoning, we hypothesize that: H2. Integration positively affects individual sales performance. H3. The positive relationship between SO and individual sales performance is stronger when salespeople are more integrated with other functional members. 382 questionnaires were handed out to a firm and 186 salespeople including the sales managers filled in the questionnaires. This company’s services and products are related to real estate, car insurance and financial insurance. We chose this particular company because the salespeople are encouraged to use SO approaches and generally integrate with other functional members. Based on Wachner et al. (2009), SO was measured with a three-item indicator that included the following items: “high sales performance is more important than how to accomplish it,” “I try to focus attention on the degree of sales performance compared with others,” and “when a company appraises salespeople, only financial performance has to be considered.” These measures were modified from those used in Wachner et al. (2009) to reflect SO’s short-term transactional manner and emphasis on high financial performance. In addition, the integration with other functional members referred to in Kahn and Mentzer (1998) was also measured using an indicator with the following items: “I frequently exchanges information with other functional members,” “I am actively gathering information from colleagues with different functions,” “critical information is shared between colleagues with different functions,” and “the integration between sales and other functions is possible.” We assessed the validity and dimensionality of our reflective constructs by performing a confirmatory factor analysis (CFA). Our CFA model contains SO (three items, α= .730), integration (four items, α= .839), and performance (four items, α = .826). The model shows an acceptable fit with the data with a χ2 of 153.481 (df = 41, p< .001), a comparative fit index (CFI) of .926, AGFI of 0.846 and a root mean square error of approximation (RMSEA) of .10. We conducted a moderated hierarchical regression analysis to test our hypotheses. Regression results have been provided in Table 1. After mean-centering the interaction variables, multicollinearity was irrelevant because the VIF of the multicollinearity statistic was low level. Model 1 includes control variables and the effects of SO and integration. Model 1 reveals a positive effect of selling orientation (β= .201, p< .01) and integration (β= .358, p< .001) on performance. In Model 2, interaction terms were added. The Model 2 results indicate that the interaction effect between SO and integration on performance is positive and significant (β= .142, p< .05) supporting H3. Post hoc analysis also confirms that integration moderates SO to increase performance. Specifically, examination of the simple regression lines show that there is only an effect of the SO on performance when the salesperson’s integration level is high (t= 3.60, p< .00), but is not significant when integration level is low (t= 1.085, ns). Overall, our results indicate that SO and integration have an important impact on individual sales performance. In addition, as shown by Fig. 1, SO affects individual performance more positively when salespeople integrate more fully with other functional members. These results highlight the tact that, when they co-exist, SO and integration between different functional members contributes to increased individual sales performance. As one of the components of market orientation, integration with other functional members prompts salespeople to consider customer satisfaction. By exchanging knowledge and contributing to internal information flow, integration allows salespeople to develop SO into an adaptive selling approach, thereby increasing sales performance. On the other hand, because high SO results in salespeople using their time and efforts more effectively for performance with integration than low SO, sales performance increases. From a theoretical perspective, the findings we report here taking into account the moderating effects of integration, present a new understanding of the relationship between SO and individual performance. Moreover, our findings have managerial implications. Although SO has a positive effect on individual performance, SO also presents considerable challenges, such as decreasing customer loyalty and endangering salespeople’s job satisfaction (Boles et al. 2001; Schwepker 2003). As a result, the relationship between SO and salespeople’s individual performance requires more discussion and should be considered carefully. Our study shows that sales management could potentially increase sales performance by using cross function teams and setting financial goals, which would simultaneously encourage integration as well as SO (Rouziès et al. 2005).

This paper is exploring the role of market orientation adoption by the Sales managers in the creation of effective cross functional relationship between Marketing and Sales and in company performance. Based on data collected from both Marketing and Sales managers in 132 consumer packaged goods companies, the study shows that higher levels of market orientation by the Sales managers are reducing the level of Marketing-Sales conflict as perceived by the Marketing managers and enhancing important performance metrics. The implications of the study for both theory and practice are discussed.

The study focuses on verifying the effects of service education and empowerment on job satisfaction, job performance, and customer orientation. 290 salespeople working for fashion companies participated by completing a survey. The collected data was then analyzed with SPSS 16.0 and AMOS 7.0. Structural equation modeling was used to examine the goodness of fit. Looking at the results of this study, the service education of salespersons in fashion companies was shown to affect their level of satisfaction with their compensation, whereas empowerment affected their psychological satisfaction. These findings indicate that the service training and empowerment as experienced by salespersons working for fashion companies affect their customer orientation and job performance. Specifically, psychological satisfaction as part of the overall level of job satisfaction was found directly to affect their customer orientation, whereas their satisfaction with their compensation did not affect their customer orientation. Customer-orientation as influenced by service education and empowerment was revealed to have direct effect on job performance. The results of this study indicate that the service education of salesperson working for fashion companies and their level of empowerment create job satisfaction and customer orientation in these individuals. This study will be a valuable source of information for those who create salesperson empowerment programs and salesperson management strategies for fashion companies. Such programs and management strategies can facilitate efficient job performance by salespersons working for fashion companies and increase their level of job satisfaction.

This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snow (1978)'s strategy types and Walker & Ruekert (1987)'s strategy types. The findings are as follows First, Prospectors seem to

This study examines the relationship between multiple sales force management practices and performance within each of Miles & Snowꡑs strategy types(1978) and Walker & Ruekertꡑ s strategy types(1987). The findings are as follows : First, Prospectors seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, moderate levels of supervision, outcome-based control system and incentive-oriented compensation system. Second, Analyzers seem to be associated with increased performance when they are utilizing a relationship selling strategy, internal sales force, outcome-based control system to deal with the instability in their strategic focus. Third, Low Cost Defender seem to be associated with increased performance when they are utilizing a relationship selling strategy, external sales force, low levels of supervision, outcome-based control system and salary-oriented compensation system. Fourth, Differentiated Defenders seem to be associated with increased performance when they are utilizing a relationship selling strategy, high levels of supervision, balanced(outcome+behavior) control system and salary-oriented compensation system.

This study seeks to empirically analyze the effects of core self-evaluation and adaptive selling behavior on sales performance for female salespersons engaged in door-to-door sales through the face-to-face channel in the wellness industry. This study seeks to examine the importance of adaptive selling, through, salespeople derive appropriate strategies in response to market changes. For female salespeople who use face-to-face channels, this study empirically investigated the relationship between core self-evaluation and adaptive selling, and effects on sales performance. A 31-item survey was constructed, based on prior research. We selected six door-to-door sales companies in South Korea and conducted one-to-one interviews with female salespeople in the Seoul metropolitan area and analyzed 208 pieces of significant data. Results demonstrated that among the core self-evaluation factors for female salespeople, self-esteem, self-efficacy, and neuroticism had an effect on adaptive selling factors, while locus of control did not. These factors were found to affect sales performance through the mediating role of adaptive selling. Improvements in the adaptive selling capabilities of female salespeople in charge of face-toface channels positively affected sales performance. Management efforts are required to enhance self-esteem, self-efficacy, or neuroticism. These results suggest that companies should support enhancing individual adaptive selling capabilities of their salespeople.