APPENDIX A Description of Qualitative Interviews

Years of

Length of Selling Experience Frequency of Interview Type of at Biotech Contact with

Position Gender (Minutes) Interview Company (Overall) Supervisor

Salesperson (SP1) Female 22 Telephone 21 (21) Every ten days Salesperson (SP2) Female 20 Telephone 4.5 (4.5) Daily Salesperson (SP3) Female 20 Telephone 4 (4) Two to three times per month Salesperson (SP4) Female 20 Telephone 3.5 (3.5) Every two weeks Salesperson (SP5) Male 20 Telephone 21 (21) Weekly Salesperson (SP6) Male 45 Telephone 11.5 (25) Dependent on demand Salesperson (SP7) Male 25 Telephone 2 (9) Two to three times per week Sales director (SD) Female 75 In person 24 (24) — Vice president of sales (VP) Male 55 In person 23 (32) —

Core Transformational Leadership Measures are rated on seven-point Likert scales (1 =

Appendix B: Measurement Scales

•I articulate our company’s vision clearly to salespeople. “strongly disagree,” and 7 = “strongly agree”) unless other-

•I am an ideal role model for the salespeople in our firm. wise noted. (R) denotes a reverse-coded item.

•I facilitate the acceptance of group goals (that go beyond

Cross-Selling Performance

individual ones).

(Schaefer 2002; Schmitz 2013) High Performance Expectations You are account manager for a certain number of assigned

customers, for which you are responsible in all selling and •I make it clear that I expect to give 110% all the time. cross-selling activities (including those by teams or special-

•I insist on only the best performance. ized colleagues). Please indicate to which extent you have

•I will not settle for second best.

actually realized the economic cross-buying potential of

Supportive Leader Behavior

your customers. •I always consider salespeople’s personal feelings before acting.

•We cover our customers’ needs for additional products already on a broad basis.

•I show respect for my salespeople’s personal feelings. •Our customers obtain additional products they require in

Intellectual Stimulation

most cases from us. •Most additional products we offer, our customers purchase

•I challenge salespeople to think about old problems in new from us.

ways.

•We exploit the customers’ potential with regard to additional •I ask questions that prompt my salespeople to think about the products extensively.

way they do things. •I have stimulated my salespeople to rethink the way they do

Transformational Leadership Behavior

business.

(MacKenzie, Podsakoff, and Rich 2001; 1 = “very false,” •I have ideas that have challenged my salespeople to reexam- and 7 = “very true”)

ine some of their basic assumptions about work.

Cross-Selling Performance in Complex Selling Contexts / 15

Transactional Leadership Behavior

•I feel good about providing customers additional products. (MacKenzie, Podsakoff, and Rich 2001; 1 = “very false,”

•Offering customers additional products fascinates me. and 7 = “very true”)

Cross-Selling Performance

Contingent Reward Behavior

(supervisor-rated)

•I always give positive feedback when my salespeople perform well.

Please estimate the extent, to which each of the salespeople •I give special recognition when my salespeople produce at a

below realized the economic cross-buying potential of their high level.

customers:

•I commend my salespeople when they exceed their quotas

•“0% (not at all)” (1)

and goals.

Contingent Punishment Behavior

•I would indicate my disapproval if salespeople performed at a low level.

•I let my salespeople know about it when they perform poorly.

•I point it out to my salespeople when their productivity is not

•“100% (full)” (7)

up to par.

Appendix C: Hierarchical Model

Cross-Selling Ability

(based on Malms and Schmitz 2011; Schmitz 2013) We specified a hierarchical model based on the conceptual framework as depicted in Figure 1. The model incorporates

•I can easily modify my sales presentation if customers ask for all parameter specifications on the individual level of the additional products.

salesperson (L1 = Level 1) and at the sales manager level •I am very flexible in offering a wide range of different prod-

(L2 = Level 2). Table 3 presents the estimation results (see ucts and services depending on my customer’s needs.

Model 5).

•I feel very insecure in offering a wide range of different products and services. (R)

L1: PER ij =b 0j +b 1j (PPA ij )+b 2j (CSI ij )+b 3j (PPA ij ¥ CSI ij ) +b 4j (ABIL ij )+b 5j (EXP ij )+b 6j (TPER ij )+b 7j (SUPP ij )+r ij ,

Cross-Selling Incentive Expectancy

L2: b 0j =g 00 +g 01 (TFLS j )+g 02 (TALS j )+u 0j , •I am compensated well for selling additional products.

•Through the selling of additional products I would receive a L2: b 1j =g 10 +g 11 (TFLS j )+g 12 (TALS j ), personal benefit.

L2: b 2j =g 20 +g 21 (TFLS j )+g 22 (TALS j ),

Sales Team Performance

(adapted from Lambe, Webb, and Ishida 2009) L2: b 3j =g 30 +g 31 (TFLS j )+g 32 (TALS j ), •The sales from my team is higher than that of other sales

teams.

L2: b 4j =g 40 ,

•The profitability level of my sales team is higher than that of other sales teams.

L2: b 5j =g 50 ,

•Top management’s satisfaction with my sales team is higher than that of other sales teams.

L2: b 6j =g 60 , and

Intraorganizational Support

L2: b 7j =g 70 ,

(based on Malms and Schmitz 2011)

where

•The degree of integration between the divisions’ technical

salespeople i = 1 – n,

support and sales is very good.

supervised by sales managers

•The support in daily order fulfillment process (logistics, com-

j = 1 – m,

plaints,…) is very good. PER = cross-selling performance, •Our company is very keen in supporting a team-selling culture.

PPA = product portfolio adoption, •The product divisions in our organization enable easy cross-

CSI = cross-selling incentive (dummy-coded: selling processes.

“yes” = 1, “no” = 0), TFLS = transformational leadership behavior,

Cross-Selling Motivation

TALS = transactional leadership behavior, (based on Schmitz 2013)

ABIL = cross-selling ability, •Offering customers additional products can be important.

EXP = cross-selling incentive expectancy, •Salespersons should take responsibility for optimal solutions

TPER = sales team performance, and for their customers.

SUPP = intraorganizational support.

16 / Journal of Marketing, May 2014

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Cross-Selling Performance in Complex Selling Contexts / 19

APPENDIX A Description of Qualitative Interviews