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제조업체의 마케팅정책 및 대리점 담당 영업사원의 활동이 대리점주의 만족도에 미치는 영향에 관한 연구

A Study on the Manufacture's Marketing Strategy and the Salesperson's Consultative Selling and Social Benefit Influencing the Satisfaction of Dealers

조아라|김동현|박찬욱
한국기업경영학회 (Korean Corporation Management Association)|2016.04|기업경영연구 (Korean Corporation Management Review)|제23권 제2호|pp. 43-71|DOI http://dx.doi.org/10.21052/KCMR.2016.23.2.03

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참고문헌

키워드

Social Benefit사회적 혜택영업사원Consultative Selling자문적 영업대리점 영업제조업체의 마케팅정책대리점주 만족도 및 관계지속의도Dealer's SatisfactionPerceived Manufacture's SupportPerceived Salesperson's Support
주제분류경영학

초록

본 연구의 주목적은 제조업체의 마케팅 정책과 제조업체에 소속되어 대리점을 관리하는 영업사원의 자문적 영업 활동 및 사회적 혜택 제공 활동이 대리점주의 만족도에 어떻게 영향을 미치고 있는지를 분석하는데 있다. 실증분석을 위해 대리점주 290명을 대상으로 설문조사를 실시하였다. 분석결과, 제조업체의 마케팅 정책(제품차원정책, 가격차원정책, 판촉차원정책) 중 ‘판촉차원정책’이 ‘지각된 제조업체의 지원’을 높이는 것으로 나타났으며, 영업사원의 ‘사회적 혜택 제공 활동’과 자문적 영업 활동(니즈파악, 가치제안, 회사자원동원) 중 ‘가치제안’ 활동이 ‘지각된 영업사원의 지원’을 높이는 것으로 나타났다. 더불어 대리점의 ‘지각된 영업사원의 지원’이 '지각된 제조업체 지원'을 증가시키는 것으로 밝혀졌다. ‘지각된 제조업체의 지원’과 ‘지각된 영업사원의 지원’은 대리점주의 ‘만족도’를 증가시키는 요인으로 밝혀졌으며, 마지막으로 대리점주의 ‘만족도’는 제조업체에 대한 대리점주의 ‘관계지속의도’를 높이는 것으로 나타났다.

Abstract

The present study examines how manufacturer's marketing strategies (product, price, and promotion) and salespeople's consultative selling and social benefit affect dealer’s satisfaction. While previous researches have studied the impact of salespeople's product knowledge, social interaction, information exchange, promises, etc. on dealer’s satisfaction and sales willingness, much less is known about the taxonomy of salespeople's activities. As will be theoretically developed below, our research divides salespeople activities into consultative selling (identification of customized customer needs, creative value proposition, proactive mobilization of company resources) and social benefit activity. Moreover it is investigated that how relationship between value proposition activity of salespeople and dealer satisfaction is changed according to the dealer's sales career. To verify our assertions we used data collected from the 290 dealers. We employed structural equation modeling(SEM) to measure the reliability, validity, and all hypothesized main effects in Mplus7.0 of data to test the research model. The fit statistics of confirmatory factor analysis for the measurement model were as follows: χ2(953)=1903.859(p<.01), CFI=.874, TLI=.864, RMSEA=.059. All these are well within the acceptable range. To ensure the internal consistency of the measurement items, each was evaluated using item-to-total correlation method before actual analysis. Cronbach's alpha of each construct was over 0.837. The overall fit of model is acceptable, χ2(1050)=2150.882(p<.01), CFI=0.862, TLI=0.851, RMSEA=0.060. And the result show that the manufacture's product strategy did not have a significant effect on the perceived manufacture's support, not supporting hypothesis 1-1 ((β= -.015, t= -.213, p < .832). the manufacture's supply price did not have a significant effect on the perceied manufacture's support, not supporting hypothesis 1-2 (β= .066, t= 1.087, p < .277). the manufacture's promotion strategy had a positive significant effect on the perceived manufacture's support, supporting hypothesis 1-3 (β= .518, t= 8.015, p < .000). And we found that the salesperson's identification of customized customer needs (hypothesis 2-1, β= .152, t= 1.191, p < .234), proactive mobilization of company resources (hypothesis 2-3, β= -.070, t= -.651, p < .5115) had no significant on the perceived salesperson's support, but the salesperson's creative value proposition had a positive effect on the perceived salesperson's support (hypothesis 2-2, β= .294, t= 2.364, p < .018). We found the effect of the salesperson's social benefit to be a significant predictor of the perceived salesperson's support, supporting hypothesis 3 (β= .344, t= 3.260, p < .01). Moreover The effect for the perceived salesperson's support had a positive effect on the perceied manufacture's support, suppoting hypothesis 4 (β= .431, t= 6.794, p < .000). The perceived manufacture's support and perceived salesperson's support positively increase dealer's satisfaction, suppoting hypothesis 5-1 (β= .454, t= 7.178, p < .000) and hypothesis 5-2 (β= .298, t= 4.282, p < .000). Finally, Dealer's satisfaction positively increases relationship continuation intention, supporting hypothesis 6 (β= .654, t= 19.822, p < .000). The theoretical and managerial implications and the limitation were briefly discussed. Key Words: Dealer's Satisfaction, Consultative Selling, Social Benefit, Perceived Manufacture's Support, Perceived Salesperson's Support

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