Purpose To empirically verify meta-analytical conceptualizations and syntheses of predictors of salespeople’s performance in business-to-business (B2B). This paper aims to undertake a reality check of the seminal meta-analytical works reported by Churchill et al. (1985) and Verbeke et al. (2011). Design/methodology/approach Based on a cross-industrial sample of Norwegian product-oriented companies. Ultimately, 236 out of the 315 usable questionnaires were returned from participating salespeople who are actively involved in B2B sales, generating a response rate of 74.9%. Findings The results confirm a toolkit of 24 subdimensions (out of 28) across six areas on predictors of salespeople’s performance in B2B sales. The empirical evidence reported demonstrates satisfactory validity and reliability, thus offering relevant and valuable insights into existing theory and best practice in B2B sales. Research limitations/implications The empirical evidence contributes to compiling and synthesizing the outcome of various independent studies. It largely supports contemporary meta-analytical conceptualizations and syntheses, and also encapsulates the conditions required to optimize corporate performance in B2B sales. Practical implications The results outline a toolkit and guide for monitoring and potentially enhancing salespeople’s performance in B2B sales. Sales managers may find the toolkit helpful and a guide that can be used to support and manage salespeople. Scholars may find the work useful in research endeavors and teaching engagements. Originality/value This study reconnects and unites the results reported in independent studies in the literature. The work establishes an empirically confirmed toolkit of valid and reliable conditions for developing best practices and promoting the establishment of corporate standards for managers and salespeople in B2B sales.
Svensson et al. (Thu,) studied this question.