Sales representative departures & customer reassignment strategies in business-to-business markets

Huanhuan Shi, Shrihari Sridhar, Rajdeep Grewal, Gary Lilien

Research output: Contribution to journalArticlepeer-review

25 Scopus citations

Abstract

When a sales representative (rep) leaves a business-to-business firm, a crucial link with the rep's customers becomes severed. The firm reassigns those customers to different sales reps (either existing reps or new hires) in amanner that mitigates potential sales losses. What causal effect do sales rep departures have on customer-level revenue, and which sales rep replacement strategies are more effective? Using data from a Fortune 500 firm and a difference-indifferences analysis with correction for selection bias, the authors show that sales rep transitions lead to 13.2%-17.6% losses in annual sales. New hires are less effective than existing sales reps in mitigating sales losses. Existing sales reps who are similar (vs. dissimilar) to the departing reps (in terms of past industry experience) are more effective in mitigating sales losses; however, reps with high past performance do not exhibit greater efficacy for mitigating sales losses than reps with average or low past performance. The analysis presents means to quantify the economic consequences of losing a sales rep and to determine how to reassign customers to sales reps according to the resulting economic impact.

Original languageEnglish (US)
Pages (from-to)25-44
Number of pages20
JournalJournal of Marketing
Volume81
Issue number2
DOIs
StatePublished - Mar 2017

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Marketing

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