Deep Relationships: The Case of the Vanishing Salesperson

Wilson, David T.
January 2000
Journal of Personal Selling & Sales Management;Winter2000, Vol. 20 Issue 1, p53
Academic Journal
The role and responsibilities of the salesperson continually evolve as firms react to competitive pressures. This paper suggests that in some instances the salesperson will vanish as the contact person for firms engaged in deep relationships. Deep relationships involve the selling firm placing staff on the buying firm's floor space to coordinate acquisition of the product that the buyer needs. The tasks of selling, communication and coordination will remain but be carried out by operational-level people in the selling organization. The forces behind these changes and examples of how these deep relationships operate are described. Implications for the sales organization involve refocusing salespeople on transactional accounts while creating deep relationships with other accounts.


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