Sales Practices in Banking
Special issue call for papers from International Journal of Bank Marketing
Submission Deadline: 31 March, 2020
Business leaders have long recognized that ‘nothing happens until somebody sells something.’ Salespeople link financial institutions with their customers and provide value added services that can result in customer satisfaction, loyalty, retention, and repurchase intentions. There is a direct association between company success and sales force success: salespeople persuade prospects to adopt company services while serving the customer and providing enhanced value that enables long-term buyer-seller relationships.
The banking service context presents numerous conditions that facilitate value co-creation through sales. Customers value the information and expertise that salespeople provide because financial products are complex and risky (Guenzi and Georges, 2010). Relationships are important in the banking industry due to intense competition and customer switching (Itani and Inyang, 2015). Technology innovations are disrupting the traditional social exchanges in banking (Kingshott, Sharma, and Chung, 2018) and salespeople adapt to engage in new roles to serve the customer.
Successful selling is a necessary condition for sustainable growth and the long-term viability of financial institutions. However, research examining sales practices and their effect on organizational outcomes is sparse. The goal of this special issue is to study sales practices within the context of financial institutions. The topics may include but are not limited to the following:
1) How are new technologies (e.g., artificial intelligence, machine learning) affecting traditional sales roles in banking?
2) How can the sales force respond to structural changes derived from Internet and mobile banking?
3) The role of bank leaders in managing sales practices in a multi-channels setting.
4) Literature reviews and meta-analyses that summarize sales research in banking and financial services.
5) Listening to salespeople and learning from their interactions with customers.
6) Ethical sales practices and their impact on banking outcomes.
7) Adapting sales practices to serve diverse banking customer segments.
8) Cultural aspects that affect sales practices in multinational banks.
9) Managing a diverse sales force in multinational banks.
10) Salesperson coping with increased demands from customers and the organization.
Manuscripts will be reviewed through a double-blind review process. Submission should be made through: mc.manuscriptcentral.com/ijbm to the Special Issue on Sales Practices in Banking by 31 March, 2020.
For additional information please contact Dr. Fernando Jaramillo at [email protected] (International Journal of Bank Marketing, Special Issue Guest editor).
Guenzi, Paolo and Laurent Georges (2010), “Interpersonal Trust in Commercial Relationships: Antecedents and Consequences of Customer Trust in the Salesperson,” European Journal of Marketing, 44 (1/2), 114-138.
Itani, Omar S. and Aniefre Eddie Inyang (2015), “The Effects of Empathy and Listening of Salespeople on Relationship Quality in the Retail banking Industry: The Moderating Role of Felt Stress,” International Journal of Bank Marketing, 33 (6), 692-716.
Kingshott, Russel P. J., Piyush Sharma, and Henry F. L. Chung (2018), “The Impact of Relational Versus Technological Resources on e-loyalty: A Comparative Study between Local, National and Foreign Branded Banks,” Industrial Marketing Management, 75 (July), 48-58.