Selling Partner Relationships: The Role of Interdependence and Relative Influence

Smith, J. Brock; Barclay, Donald W.
September 1999
Journal of Personal Selling & Sales Management;Fall99, Vol. 19 Issue 4, p21
Academic Journal
Selling alliances between organizations are developed to succeed in dynamic environments such as in the computer industry. These alliances are actualized through sales representatives from these organizations working as selling partners to develop sales opportunities. Since this interorganizational selling is relatively new, sales managers must understand the drivers of selling partner relationship effectiveness. Our proposed model, using data from both partners, substantiates that interdependence and asymmetry in relative influence between the selling partners impact relationship effectiveness through mutual trust and cooperation as mediators. Implications for marketing theory and sales management are derived from the findings, and research opportunities are proposed.


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