Browsing by Author "Dion, Paul A"
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Item Adaptive Selling, Buyer-Seller Similarity and Intermediate Sales Goals: A Causal Path Analysis(Bureau of Business and Economic Research, 1988) Dion, Paul AThis paper reports the results of a causal path analysis of a partial model of salesperson performance. The results were obtained by measuring both buyer and seller views of shared trade relationships. Adaptive selling was shown not to be a major influence on performance although it had some effect when mediated by salesperson resources. The links between performance and intermediate sales goals such as perceived similarity, expertise, trust and liking of the seller were significant. Perceived similarity of the seller was shown to be effective only when working through trust and liking. Lastly, buyer-seller similarity in weight, but not height, was strongly linked to sales performance.Item Alternative Views of the Buyer-Seller Interaction Process: The Sales and Trader Models(Bureau of Business and Economic Research, 1986) Dion, Paul A; Mitchell, Ted JItem Buyer-Seller Similarity and Sales: A New Approach(Bureau of Business and Economic Research, 1988) Dion, Paul A; Weitz, BartonBuyer-seller similarity in height, weight but not personality or demographics were found to be linked to higher sales performance, as was buyer perceptions of seller similarity. Intermediate sales goals, such as trust and seller expertise were also important.Item Buying Just in Time: Some Practical Outcomes for Buyers(Bureau of Business and Economic Research, 1989-02) Dion, Paul A; Banting, Peter M; Hasey, Loretta MItem The Choice of "Take it or Leave It" Positions(Bureau of Business and Economic Research, 1985-04) Mitchell, Ted J; Dion, Paul AThis paper reports the results of an experiment which was designed to test the proposition that negotiators choose their take-it-or-leave-it positions with respect to their own preferences for their best alternative in the absence of an agreement. The results do not support the proposition and suggest that negotiators choose their bargaining positions to be certain of including at least one outcome that they believe ought to be acceptable to the opponent. The choice of a take-it-or-leave-it position appears to be bounded by the negotiator's security level or maximin value on the lower side and the negotiator's minimum LOA on the upper side. The value of the past agreement is a strong predictor of a negotiator's take-it-or-leave-it value if the contract which represents this value is believed to be at least as acceptable to the opponent as it was in the previous situation.Item Do Sales Objectives Get Buyers a Better Bargain(Bureau of Business and Economic Research, 1986) Dion, Paul A