Great Northern American Case Study
Great Northern American Case Study
Lekesha S. Rideaux
Professor Cheryl Molyneaux
Leadership and Organizational Behavior
11/3/2012
The textbook defines perception as the process by which the individual selects, organizes, interprets, and responds to information. The Oxford dictionary defines perception as the ability to see, hear, or become aware of something through the senses; the way in which something is regarded, understood, or interpreted. Your perception is your reality, therefore statements such as, “the customer is always right,” hold true to a certain extent. What people perceive is what they believe, based on what they see, hear, and think. Perception affects decision making and the choices people make. This is why it is imperative not only for the salespeople of Great Northern American to understand how people form perceptions, but this is important for any person looking to build business relationships and loyal customers.
Customer satisfaction is crucial to create business relationships and repeat customers. To be successful, salespeople must quickly identify opportunities and predict the changing needs and wants of customers. “Recent advances in customer equity research have rekindled the importance of understanding how customers form perceptions of satisfaction and quality (Blattberg and Deighton, 1996).” It is also essential for Joe Salatino’s sales force to understand that the drivers of customer satisfaction may shift over time. Things happen gradually and people’s perception may change. Why do consumers choose certain products to purchase over others? According to Don Shapiro, President and Founder of First Concepts Consultants, Inc, “People say yes because they see a high perceived value in what is offered for sale.” If perceptions of value are high, the more likely the sale will be made. “Closing the sale is primarily about raising the customers’ perceptions of value as high as possible (Shapiro, 2012).” This is where
Lekesha S. Rideaux
Professor Cheryl Molyneaux
Leadership and Organizational Behavior
11/3/2012
The textbook defines perception as the process by which the individual selects, organizes, interprets, and responds to information. The Oxford dictionary defines perception as the ability to see, hear, or become aware of something through the senses; the way in which something is regarded, understood, or interpreted. Your perception is your reality, therefore statements such as, “the customer is always right,” hold true to a certain extent. What people perceive is what they believe, based on what they see, hear, and think. Perception affects decision making and the choices people make. This is why it is imperative not only for the salespeople of Great Northern American to understand how people form perceptions, but this is important for any person looking to build business relationships and loyal customers.
Customer satisfaction is crucial to create business relationships and repeat customers. To be successful, salespeople must quickly identify opportunities and predict the changing needs and wants of customers. “Recent advances in customer equity research have rekindled the importance of understanding how customers form perceptions of satisfaction and quality (Blattberg and Deighton, 1996).” It is also essential for Joe Salatino’s sales force to understand that the drivers of customer satisfaction may shift over time. Things happen gradually and people’s perception may change. Why do consumers choose certain products to purchase over others? According to Don Shapiro, President and Founder of First Concepts Consultants, Inc, “People say yes because they see a high perceived value in what is offered for sale.” If perceptions of value are high, the more likely the sale will be made. “Closing the sale is primarily about raising the customers’ perceptions of value as high as possible (Shapiro, 2012).” This is where
References: Chowdhury, J., & Massad, V.J. (1997). An eclectic paradigm of salesperson compensation: toward a comprehensive framework of the determinants of sales compensation modes. Journal of Marketing Management (10711988), 7(1), 61-80. Learning Theories Knowledgebase (2012, November). Attribution Theory (Weiner) at Learning-Theories.com. Retrieved November 1st, 2012 from http://www.learning-theories.com/weiners-attribution-theory.html Lewin, J. E., & Sager, J. K. (2010). The Influence of Personal Characteristics and Coping Strategies on Salespersons ' Turnover Intentions. Journal Of Personal Selling & Sales Management, 30(4), 355-370. Shapiro, D. Why people buy: conclusions from 30 years studying prospects and salespeople. July 30, 2012. Retrieved on November 1, 2012 from http://www.marketingexecutives.biz/why-people-buy-conclusions-30-years-studying-prospects-and-salespeople