Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender

Richard, Mwesige; Ronald, Bonuke; Claire, Situma; Brenda, Kabasinguzi Article Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Richard, Mwesige; Ronald, Bonuke; Claire, Situma; Brenda, Kabasinguzi (2024) : Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-18, https://doi.org/10.1080/23311975.2024.2421421 This Version is available at: https://hdl.handle.net/10419/326656 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender Mwesige Richard, Bonuke Ronald, Situma Claire & Kabasinguzi Brenda To cite this article: Mwesige Richard, Bonuke Ronald, Situma Claire & Kabasinguzi Brenda (2024) Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender, Cogent Business & Management, 11:1, 2421421, DOI: 10.1080/23311975.2024.2421421 To link to this article: https://doi.org/10.1080/23311975.2024.2421421 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 08 Nov 2024. Submit your article to this journal Article views: 722 View related articles View Crossmark data Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 Marketing | research article Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2421421 Insurance company’s salespersons’ lead qualification skills and salespersons’ performance: moderated-mediation model of salespersons’ adaptive selling behavior and salespersons’ gender Mwesige richarda , Bonuke ronaldb, situma claireb and kabasinguzi Brendaa aDepartment Marketing and Management, Makerere university Business school, Kampala, uganda; bDepartment of Business economics, Moi university, eldoret, Kenya ABSTRACT this study aimed to discover the intervening role of salesperson adaptive selling Behavior (sPasB) in the relationship between salesperson lead Qualification skills (sPlQs) and salesperson Performance (sP), in addition to the potential moderating effect of salesperson gender (sPg) on this relationship in the insurance industry in Uganda. a total of 346 salespeople in the Ugandan insurance industry were identified using approportionate stratified simple random sample technique. Data were collected using a self administered questionaire, then descriptive statistics, correlation analysis, factor analysis, and conditional process analysis were employed to analyze the data. the results showed that sPlQs and sP are partially mediated by sPasB. the mediating influence is contingent on the level of sPg, with a stronger mediation effect observed at higher levels of gender equality. By adding to the body of current literature, this study examines the complex relationships between sPlQs, sPasB, sP, and sPg. these findings highlight the importance of considering the role of sPasB and gender dynamics in optimizing sP. the results provide valuable insights for sales organizations to develop strategies to enhance sP in uncertain business environments. additionally, this study sheds light on the gender-specific factors that influence sP, challenging traditional stereotypes in the sales profession. IMPACT STATEMENT the importance of insurance salespeople performance cannot be understated in today’s society, where insurance products play a vital role in ensuring financial and health well-being of society. this research project examines the function of asB as a mediator and sPg as a moderator in the relationship between insurance company’s sPlQs and sP. insurance companies are crucial in providing coverage and protection against unforeseen risks, and their effectiveness is essential in ensuring that customers receive appropriate policies and drive business growth. sPlQs plays a crucial role in identifying potential customers, although its influence on sP may not be immediate. the study suggests that sPlQs has a positive effect on sP, which is partially mediated by sPasB. enhancing sPlQs and fostering sPasB can be facilitated by promoting gender equality among salespeople, which can ultimately help insurance companies to better meet customer needs, drive business growth, and contribute to overall financial well-being of clients. 1. Introduction an important part of the world economy is the insurance sector, and salespersons are vital to driving revenue and growth of insurance companies (Binder & Mußhoff, 2017). salespeople’s performance is largely determined by their ability to meet an organization’s sales goals (Firew, 2022). given the increasing complexity of the business environment and the resulting pressure on sales managers, © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Mwesige Richard rmw[email protected] Makerere university Business school, Kampala, uganda/Moi university, eldoret, Kenya https://doi.org/10.1080/23311975.2024.2421421 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY received 26 January 2024 revised 22 June 2024 accepted 16 October 2024 KEYWORDS salespersons’ gender; salespersons’ performance; salespersons’ lead qualification skills; salespersons’ adaptive selling behavior; insurance companies in Uganda SUBJECTS Business, Management and accounting; Marketing; Marketing Management 2 M. richarD etal. understanding the factors that contribute to salesperson success has become a primary focus for both scholars and practitioners (abu elsamen & akroush, 2018; charoensukmongkol, 2024; Mwesige et al., 2024). salespeople are not only responsible for obtaining fresh clientele, holding onto existing ones, and expanding a firm’s market share, but they also play a crucial role in devising effective sales strategies (abu elsamen & akroush, 2018). however, with rapidly changing consumer demands, lifestyles, and purchasing behaviors, salespeople face challenges in effectively managing their sales tasks (charoensukmongkol, 2024; Mwesige et al., 2024). therefore, possessing certain skills is essential for salespeople to achieve superior performance. it is crucial for sales organizations to understand the skills that contribute to the success of their salespeople in uncertain business environments. this knowledge will enable management to identify domains for developing competencies that optimize the accomplishments of their salespersons. Moreover, as a significant number of women have been successfully employed in the field of professional selling over the past few decades, it is imperative for researchers to explore possible distinctions between male and female salespeople and their performance (Macintosh & krush, 2014). the existing body of literature typically focuses on the direct effect of sPlQs on sP (román & rodríguez, 2015; sujan etal., 1988; román & iacobucci, 2010; Ohiomah etal., 2019; Mwesige etal.,2024). however, the literature has produced inconsistent results. several studies suggest a positive relationship between sPlQs and sP, highlighting the advantages of focusing on prospects that have a higher chance of converting and providing customized sales pitches (sujan etal., 1988; Mwesige etal., 2024). conversely, other studies have shown an insignificant association between sPlQs and sP (Magatef & Momani, 2016; Poor et al., 2013). the role of sPasB in the relationship between sPlQs and sP has also yielded mixed findings in the literature. Mwesige etal. (2024) argue that sPasB partly mediates this relationship, suggesting that salespeople must adapt their selling styles to meet diverse customer demands. Franke and Park (2006) emphasized the importance of client-focused sales, which is only effective in improving sP mediated by sPasB. however, other studies have not shown any noteworthy association between sPasB and job or objective performance (limbu etal., 2016; ahearne et al., 2005; Pettijohn et al., 2000). Previous studies have investigated the impact of both direct and indirect relationships of sPlQs and sasB on sP. however, there is a lack of literature on whether these effects vary according to sPg. this is an important question because assuming that all individuals benefit equally from these abilities could be misleading. therefore, this study examines whether sPg moderates the connection between sPlQs, sPasB, and sP in the insurance industry in Uganda. this study addressed the complex interrelationships among these constructs using a moderatedmediation model. By investigating the moderating function of sPg, this study provides a unique contribution to both academia and the insurance industry. Furthermore, this study validates russ and Mcneilly (1995) by exploring the moderating role of sPg in sP, shedding light on gender-specific factors that impact sP. additionally, this research uses data from a developing country such as Uganda. the findings of this study are of pragmatic importance to sales supervisors, as they might utilize the understanding of the impact of employing both male and female salespeople as sales executives in the insurance sector to improve sP. this paper is structured in a logical manner, with sections comprising an overview of the literature, formulation of hypotheses, methodology, findings, discussion, conclusions, implications, limitations, and recommendations for additional study. 2. Literature review the literature review examines the integration of Vroom’s expectancy theory (Vroom, 1964), Weitz et al. (1986), adaptive selling theory, szymanski (1988) categorization theory, and homophily theory (lazarsfeld & Merton, 1964). Vroom(1964) proposes that the behavior of a salesperson is influenced by his/her anticipation of how a specific action will lead to a particular outcome. this theory was developed to predict the extent to which employees are devoted to completing job tasks. While this theory aims to predict employee dedication to job-related tasks, it does not adequately account for other factors that may motivate salespeople, such as possessing the necessary selling skills and adaptability. cOgent BUsiness & ManageMent 3 On the other hand, szymanski,(1988) categorization theory emphasizes the importance of understanding clients’ needs to accurately categorize sales prospects at different phases included in the sales process (Mwesige etal., 2024; sujan etal., 1988). effective categorization allows salespeople to change their sales strategies to accommodate various client requirements. however, this theory does not consider the competitive and dynamic nature of the sales environment, wherein adaptability is crucial for successful sales outcomes. For instance, salespeople who can adapt their selling styles in diverse situations are more likely to accomplish the desired rewards in their duties. Weitz et al. (1986) argued that a general strategy to sell is inadequate in an ever-changing environment with diverse consumer needs. salespeople must adapt and tailor their sales approach to unique client characteristics and various selling situations (Viio & grönroos, 2016; Mwesige et al., 2024; román & iacobucci, 2010). this theory aligns with the idea that sales professionals must possess the required selling abilities and flexibility in their selling approach to achieve their expected rewards. in contrast, the homophily theory, proposed by lazarsfeld and Merton (1964), suggests that people are naturally inclined to stay drawn to those who share similar characteristics, such as gender, ethnicity, and social class (Prendergast et al., 2014). this theory emphasizes the significance of shared values and beliefs in forming connections and relationships. however, homophily theory ignores additional variables that could have an impact on a salesperson’s success, such as the capacity to modify their selling approach and possessing selling abilities. to enhance our understanding of the influence of sPlQs, sPasB, and sPg, this study exploits categorization, adaptive selling, and homophily theories to validate the Vroom expectancy theory. this study aimed to elucidate the moderated-mediation role of sPg in the link between sPlQs, sPasB, and sP. in the context of personal selling, effective lead qualification skills are crucial for sales professionals to make informed decisions. this includes classifying leads according to how well they fit a particular service or product. sales professionals necessitate the use of a tailored strategy when selling by considering numerous elements, such as the type and gender of customers, sales circumstances, and the comments obtained. therefore, it is necessary to modify communication styles, plans, and techniques to satisfy each customer’s unique wants and preferences. When considering the gender of sales professionals who possess lQs, show asB, and anticipate receiving compensation for their work, it is plausible that they are driven to prioritize and modify their strategy for high-potential leads. this could result in an enhanced overall performance and conversion rates. 2.1. Salespersons performance (SP) the concept of a salesperson’s performance can be understood from multiple perspectives, including productivity, effectiveness, and efficiency. Productivity refers to a salesperson’s output in terms of sales revenue or units sold. effectiveness, however, focuses on the attainment of sales objectives and meeting customer needs. efficiency considers the cost-effectiveness of sales activities and the optimal use of resources (cravens et al., 2016). One of the widely used definitions of a salesperson’s performance is by andzulis et al. (2009), who defines it as ‘the extent to which a salesperson fulfills the aims and objectives of the selling firm.’ it emphasizes the alignment between specific sales objectives and organizational goals. churchill et al. (2008) define a salesperson’s performance as ‘the degree to which a salesperson achieves personal and organizational objectives through sales behaviors.’ this definition acknowledges both the personal and organizational aspects of performance. Moreover, Basir et al. (2010) and Firew (2022) view salesperson performance as inspiration for salespeople to reach the firm’s sales targets. this perspective emphasizes the role of salespeople’s actions and endeavors in realizing the desired sales outcomes. salesperson performance is crucial for achieving sales objectives and overall organizational success. román and iacobucci (2010) and anderson and Oliver (1987) consistently describe salesperson effectiveness as the result of a salesperson’s application of effort and skill. they argue that salesperson effectiveness pertains to outcomes stemming from a salesperson’s proficiencies. according to their perspective, salesperson effectiveness is closely related to the abilities and capabilities of salespeople as well as their performance in achieving desired sales results. this study presents a definition of salesperson 4 M. richarD etal. effectiveness as a quantifiable measure of a salesperson’s capacity to reach sales goals, create proceeds, cultivate, and maintain customer connections while supporting the sales department’s goals. this comprehensive definition encompasses numerous facets of a salesperson’s influence on driving sales and achieving an organization’s sales goals. 2.2. Salesperson lead qualification skills (SPLQS) the lead qualification process involves identifying different client groups and understanding their specific needs (Ohiomah et al., 2019). this categorization of leads helps salespeople tailor their sales approach and provide customized solutions for each potential customer. By gaining a deep understanding of their customers’ needs, salespeople can effectively address customer inquiries and objections and ultimately close sales (Zhou & charoensukmongkol, 2021; Olariu, 2016; gopalakrishna et al., 2022; sabnis et al., 2013; Pullins etal., 2017). acquiring new customers is also a vital aspect of salesperson lead qualification skills. By employing various strategies and techniques such as prospecting, cold calling, and networking, salespeople can expand their customer base and generate potential leads (román & iacobucci, 2010). however, it is important to note that merely acquiring new customers is not sufficient; salespeople must also have the ability to qualify these customers by understanding their needs and determining whether they fulfill the requirements needed to qualify as leads (thorne & Quinn, 2017). the ability to qualify leads is crucial in sales and marketing because it helps salespeople prioritize their efforts and allocate their resources effectively. By focusing on qualified leads, salespeople can increase their conversion rates and maximize sales opportunities. this process also enables salespeople to avoid unnecessary time and effort spent on leads that are unlikely to result in sales (román & rodríguez, 2015). Various studies have explored different aspects of salesperson lead-qualification skills. For example, román and iacobucci (2010) identified four key dimensions of lead qualification skills: qualification, targeting, strategic selling, and relationship building. they emphasized the importance of qualifying leads based on their specific needs and developing a targeted sales strategy. Moreover, their research highlights the significance of creating strong bonds by fostering confidence and enhancing the sales process. it is essential to note that the process of lead qualification is challenging. salespeople often face objections and inquiries from potential customers regarding proposed solutions. effective lead-qualification skills require the ability to address these objections and provide persuasive responses that overcome potential barriers to the sale (sabnis et al., 2013). 2.3. Salespersons adaptive selling behavior (SPASB) according to spiro and Weitz (1990), sPasB describes the degree to which salespeople modify sales behaviors in client interaction to suit the perceived customer’s needs. this definition emphasizes the importance of customization and flexibility in sales interactions, suggesting that it involves altering one’s approach to meet the specific requirements of each customer. similarly, Franke and Park (2006) define sPasB as the degree to which salespeople possess the knowledge and skills essential to adjusting their sales behaviors to the exceptional characteristics of each customer. this definition highlights the significance of a salesperson’s ability to understand and interpret buyer cues, enabling them to effectively tailor their selling strategies. 2.4. Salesperson gender (SPG) the notion of ‘gender’ encompasses a multifaceted interplay among biological, cultural, and individual identity aspects. gender has a major impact on the standards and expectations of society, which, in turn, influences consumer perceptions and behaviors. literature suggests that gender is distinct from sex, which is an inherent biological characteristic that pertains to the cultural and social implications associated with these distinctions (Mason, 2020). gender stereotypes are deeply ingrained in society and can significantly influence consumer behavior. according to eagly and Wood (1991), individuals tend to equate particular qualities and attributes to particular genders. For instance, females are normally perceived as nurturing, empathetic, and cOgent BUsiness & ManageMent 5 trustworthy, whereas males are often associated with assertiveness, confidence, and competence. these stereotypes can shape consumer expectations and influence salespeople’s perceptions. in a study conducted by Bem (1974), it was found that individuals tend to evaluate salespeople based on their conformity to gender stereotypes. consumers often expect saleswomen to be more empathetic and helpful, whereas salesmen are expected to be more assertive and knowledgeable. these gender-based expectations can influence consumers’ evaluations of salespeople and, subsequently, affect their purchase decisions. 2.5. SPLQS and SP according to research conducted by román and rodríguez (2015), román and iacobucci (2010), and Mwesige et al. (2024), salespeople with strong lQs possess a thorough comprehension of client needs and can accurately differentiate between different customer types. this enables them to participate in customer-focused sales by offering tailored clarifications that meet each customer’s specific needs, which are related to salesperson effectiveness (Zhou & charoensukmongkol, 2021). ahearne etal. (2005) and sujan etal. (1988) assert that organizing and sorting consumers can simplify sales proposals and communication. salespeople with robust client qualification abilities and a clear information structure regarding customer groups can use prior data to ascertain the appropriate period and energy to invest in different types of customers. this leads to improved comprehension of the clientele, allowing it to progress in the sales funnel and eventually close sales successfully. By dedicating more time and effort to selling to the most lucrative customers, salespeople can improve their overall efficiency (Järvinen & taiminen, 2016). On the other hand, Järvinen and taiminen (2016) and Monat (2011) emphasize that failing to qualify customers or focusing on less-profitable consumers can result in a loss of revenue from sales and resource waste. 2.6. SPASB and SP according to numerous studies, including Bagus etal. (2019), Mwesige etal. (2024) and hu etal. (2021), sales representatives who modify their sales techniques according to the evolving needs of their clientele usually result in higher sales outcomes. implementing adaptive selling requires sales representatives to consider various factors such as a customer’s disposition, values, and information requirements. as demonstrated by Porter et al. (2003), this approach leads to increased sales. in fact, research by spiro and Weitz (1990) revealed a positive correlation between sPasB and sP. salespeople who quickly transform into changing circumstances tend to perform better, as indicated by Udayana et al. (2019). singh and Das (2013) provide evidence that adaptive selling practices can enhance a salesperson’s effectiveness. it is critical for salespeople to use appropriate techniques when implementing adaptive selling, as Porter etal. (2003) suggest. even minor adjustments to sales exchanges in response to body expression during inquiries and criticism can significantly enhance communication and lower objections, as stated by spiro and Weitz (1990). these findings highlight the significance of adaptive selling for achieving better sales results. 2.7. SPG and SP numerous studies have investigated the potential gender differences in sales performance. a study conducted by swan etal. (1978) suggests that gender may have an impact on sales performance. however, several other studies, including those by Wachner et al. (2009), Piercy et al. (2012), Palmer and Bejou (1995), and siguaw and honeycutt (1995), found no discernible difference between male and female sales reps’ self-reported sales performance. Despite this, stereotypes portray female sales representatives as poorer performers than their male counterparts (swan et al. (1978) ; Mwesige et al., 2024). Furthermore, a study by swan et al. (1978) suggests that female sales representatives demonstrate lower levels of product expertise, technical proficiency, activity reporting, geographic reach, and general performance. nevertheless, it is important to note that female sales representatives may excel in 6 M. richarD etal. relationship performance because of their inherent traits such as empathy, warmth, nurturing, and supportive roles (Palmer & Bejou, 1995; siguaw & honeycutt, 1995; russ & Mcneilly, 1995). it is important to note that the conventional stereotype of female sales representatives as poor performers compared to their male counterparts may no longer be valid in many countries. this is because equal access to education for both genders leads to no significant disparity between male and female educated workers’ job performances (Okan, 2024). additionally, Zhou and charoensukmongkol (2021) contended that gender is insignificant to salesperson performance, based on demographic data. this finding supports the explanation that there is no substantial affiliation between sPg and sP, especially when both male and female sales representatives have received higher education. 2.8. SPLQS and SPASB leigh etal. (2014) and Mwesige etal. (2024) found that sales professionals who possess exceptional information and capabilities are more effective in rapidly and precisely classifying customers according to their business challenges and the specific solutions they require. For instance, salespeople should highlight the savings that come from combining all insurance with their company if affordability is a concern for the customer. in addition, if the customer is worried about their spouse’s benefits in the event of death, the salesperson should focus on discussing the care and education of children. Furthermore, according to anglin et al. (1990), Because they can adapt to the needs of their clients and solve their difficulties, extraordinarily gifted salespeople are better equipped because they have a long-term memory of ‘if then’ rules. Zhou and charoensukmongkol (2021) found a positive correlation between the sPlQs and sPasB. salespeople with a thoroughly thought-out category structure have also been found to display an advanced frequency of asB (sharma & levy, 1995). these findings were confirmed by román and iacobucci (2010), who revealed a significant relationship between sPlQs and sPasB. Overall, these studies imply that the sPlQs can serve as an antecedent to asB. 2.9. Mediating role of SPASB according to Udayana et al. (2019), salespeople’s success is not exclusively reliant on their skills but also on their preparedness to take action and become accustomed to changing market conditions. to meet their clients’ unique needs effectively, salespeople must be versatile and knowledgeable about various sales techniques. the asB plays a vital role in enhancing lQs, leading to improved sP (román & iacobucci, 2010; Mwesige et al., 2024; levy & sharma, 1994; Verbeke et al., 2004; spiro & Weitz, 1990). according to Magatef and Momani (2016) and Poor et al. (2013), developing the lQs by itself might not always result in improved sP. this contradicts the notion that the lQs has a direct impact on asB, which is a crucial determinant of sP. instead, the authors proposed that the asB drives the acquisition of the lQs. this perspective suggests that salespeople with a natural inclination toward asB are more likely to invest both time and energy in developing their lQs, leading to superior sP. the role of asB in mediating the relationship between sPlQs and sP is influenced by the effective utilization of customer relationship Management (crM) systems (smith & Johnson, 2019). crM systems are designed to assist salespeople in managing and analyzing customer data, monitoring interactions, and building better customer relationships. the perspective put forth is that salespeople with strong sPlQs are more likely to effectively utilize crM systems, resulting in enhanced sasB and, ultimately, higher sP (smith & Johnson, 2019). however, the mediating role of sasB in the relationship between the sPlQs and performance is subject to other factors. (Brown & anderson, 2018). 2.10. Moderating role of SPG gender has long been recognized as a significant factor that influences interpersonal interactions and communication styles. studies have indicated that there are differences in communication approaches between men and women, with males often being more assertive and task-focused, while females tend to be more nurturing and relationship-focused (eagly & Wood, 1991). these gender differences cOgent BUsiness & ManageMent 7 can potentially influence how salespersons interact with customers, leading to variations in customer perceptions and sales outcomes. One area of interest is the impact of a salesperson’s gender on customer perceptions and attitudes. numerous scholars have examined the effects of sPg on customer trust, likability, and credibility. ahearne et al. (2007) demonstrated that female salespersons were perceived as more trustworthy and likable than their male counterparts. this suggests that customers may respond differently to salespersons based on their gender, leading to varying levels of trust and rapport. in addition to customer perceptions, salespersons’ gender can also influence sales effectiveness. research shows that sPg can act as a moderator in the sales process, affecting the effectiveness of sales techniques and strategies. laroche etal. (2001) found that female salespersons were more effective in utilizing relationship-building strategies, such as empathy and rapport building, than male salespersons. On the other hand, male salespersons were more effective in utilizing assertive and persuasive techniques. these findings suggest that gender can influence the effectiveness of different sales approaches, and highlight the importance of aligning sales strategies with the gender of the salesperson. Furthermore, the impact of salespersons’ gender on customer satisfaction was also explored. customer satisfaction is a crucial outcome of the sales process, as it can result in repeat business and positive word of mouth (WOM). studies have shown that consumer contentment can be influenced by the gender of the salesperson, with customers having varying preferences based on their gender. Dubinsky etal. (1991) revealed that female customers reported higher satisfaction when interacting with female salespersons, whereas male customers reported higher satisfaction when interacting with male salespersons. this suggests that matching the gender of the salesperson to that of the customer can enhance customer satisfaction levels. Previous studies have examined the impact of gender stereotypes in the workplace on the power and effectiveness of salespeople (rick & Veneziano, 1998). gender is a complex social construct that encompasses various aspects of human behavior (Palan, 2001). consequently, researchers have observed the impact of gender on salesperson behavior, particularly in mixed-gender sales teams (taeuber & Valdisera, 1986; simiyu et al., 2020). studies have shown that male and female salespeople may have different perceptions of their abilities; males are more prone to overestimate their abilities, whereas women are more likely to underestimate them (lindeman etal., 1995). as a result, it is crucial to consider gender as a variable in studies of sales force behavior. given these findings, it is probable that the impact of asB on sP varies depending on sPg. Further research is necessary to explore this relationship and gain a better understanding of how sPg influences lQs on asB and asB on sP. 2.11. Current study main objective early research on the connection between dependent and independent variables has primarily focused on determining their direct connection. however, these studies yielded inconclusive results, leading to the emergence of indirect effect studies that examine the relationship between these variables through a third variable. Preacher et al. (2007) revealed that moderation occurs when a third variable has an impact on the degree of the link between independent and dependent variables. recently, researchers have shown a growing interest in investigating the moderator’s combined effect and mediator variables on the primary variables (simiyu et al., 2020; lwanga, et al., 2023). the current investigation attempts to examine the moderating role of sPg on the relationship between sPlQs and sP through the sPasB. this research delves into the complex dynamics within the sales industry, specifically exploring how sPg, sPlQs, and sPasB interact and impact the overall sP. sPg serves as a moderator that influences the strength and direction of the relationship between the sPlQs and sP. additionally, the sPasB functions as a mediator and is vital to the relationship between these variables. this study seeks to uncover the intricate interplay among sPg, sPlQs, sPasB, and sP, shedding light on the factors that contribute to successful sales outcomes in a gendered context. By understanding these dynamics, sales professionals and organizations can devise targeted strategies to optimize salesperson performance and create a more inclusive and effective sales environment. 14 M. richarD etal. an inclusive sales environment in which both male and female sales representatives can thrive. these findings contribute to both academia and the insurance industry by providing a deeper understanding of the reasons for successful sales outcomes in gendered contexts. 7. Study implications this study findings have significant implications for both academia and the insurance industry. this study adds to the current body of literature by investigating the mediating and moderating effects of sPsaB and gender on the link between the sPlQs and sP. it provides empirical evidence that expands our understanding of the complex interplay between these variables and sheds light on the factors that contribute to successful sales outcomes in a gendered context. Furthermore, this study validates and builds upon previous studies by investigating the moderating role of gender in the sP of insurance salespeople. theoretically, this study endorses the application of combined theoretical frameworks to account for salesperson performance in relation to expectancy theory by Vroom (1964), classification by szymanski (1988), and adaptive selling, as discussed by Weitz et al. (1986) and homophily, described by lazarsfeld and Merton (1964). From a practical standpoint, the study’s conclusions have consequences for sales managers and administrations of insurance firms. First, sales managers must recognize the importance of sPlQs and sPasB in driving sP. By understanding the function of sPasB as a mediator, sales managers can emphasize the development of these skills in their training and development programs, which can lead to improved sales outcomes and better performance for individual salespeople. second, sales organizations should pay attention to the influence of gender on sP. although previous research has produced mixed findings on the association between gender and sP, this study suggests that gender can control for the relationship between sPlQs, sPsB, and sP. this implies that sales organizations must consider gender when designing sales strategies and allocating resources. this study offers valuable insights into gender-specific factors that impact sales performance in the insurance industry. By gaining a deeper understanding of these factors, sales managers can create a more inclusive and supportive environment for both male and female salespersons, which can lead to a more diverse and effective sales force as well as improved customer satisfaction and overall organizational success. Furthermore, the results of this investigation have important implications for the development of sales training programs. By considering the mediation function of sPasB and the moderating role of sPg, sales organizations can create training courses that emphasize improving these skills and addressing gender-specific challenges. this can enable salespersons to adapt better to the changing business environment, meet customer needs effectively, and achieve superior sales performance. 8. Limitation and future direction this study focuses on the insurance industry in Uganda. subsequent investigations may examine the function of contextual factors such as cultural norms, industry characteristics, and market dynamics in shaping the relationships between sPlQs, sPasB, and sP. this could help uncover the distinct difficulties encountered by salespeople in different contexts. the current study employed a cross-sectional design, which limited its capacity to establish causal relationships. subsequent investigations may adopt a long-term approach to observe the long-term effects of sPlQs and sPasB on sP. this offers perceptions of the sustainability and stability of these relationships over time. While the present study explored the moderating function of sPg in the connection between sPlQs, sPasB, and sP, future research could delve deeper into gender differences and their impacts on sales outcomes. this could include investigating factors, such as gender stereotypes, unconscious biases, and the effectiveness of gender diversity in sales teams. this study uses a quantitative approach. therefore, merging quantitative and qualitative methods could provide a more thorough understanding of the intricate dynamics between the sPlQs, sPasB, gender, and sP. this could involve conducting interviews or focus groups with salespeople and sales managers to gain in-depth insight into their experiences and perceptions. cOgent BUsiness & ManageMent 15 Acknowledgments every author participated suitably to each area of the work. Authors’ contributions Mr. Mwesige richard was responsible for the manuscript’s overall management, devised the research topic, penned the introduction, carried out the literature review, and conducted the statistical analysis. Dr. situma claire refined the language of the manuscript and contributed to quantitative data acquisition and analysis. Prof. Bonuke ronald organized the discussion section. Ms. kabasinguzi Brenda made substantial contributions to the study’s conception, execution, and evaluation and responded to some of the reviewers’ comments. all authors affirm their accountability for every aspect of the work. Disclosure statement no potential conflict of interest was reported by the author(s). Funding the work was not supported by outside sources of financing. About the authors Mwesige Richard a lecturer, in the Department of Marketing and Management, Makerere University Business school, Uganda, and PhD student at Moi University, kenya. Mwesige richard’s research interests include; marketing, management, finance and accounting, reflecting his commitment to multidisciplinary approaches in business education and practice. Professor Bonuke Ronald a Professor, in the school of Business and economics, Department of Marketing and logistics, Moi University,kenya. he specializes in quantitative social research, with expertise in research methodology and qualitative analysis. his research interests focus on marketing, logistics and management. Dr. Situma Claire a lecturer in the school of Business and economics, Department of Management science and entrepreneurship, Moi University, kenya. her research interests include management and entrepreneurship. Kabasinguzi Brenda an assistant lecturer, in the Department of Marketing and Management, Makerere University Business school, Uganda. her research interests include marketing, management and entrepreneurship, with a particular focus on innovation and sustainable business practices. ORCID Mwesige richard http://orcid.org/0009-0008-7155-2829 kabasinguzi Brenda http://orcid.org/0009-0009-3627-1367 Data availability statement Data can be accessed upon reasonable request from the corresponding author. References abu elsamen, a., & akroush, M. n. (2018). how customer orientation enhances salespeople’s performance? a conceptual exploration. Journal of Personal Selling & Sales Management, 23(3), 191–204. adachi, t. (2013). Occupational gender stereotypes: is the ratio of women to men a powerful determinant? Psychological Reports, 112(2), 640–650. https://doi.org/10.2466/17.07.Pr0.112.2.640-650 ahearne, M., Jelinek, r., & Jones, e. (2007). examining the effect of salesperson service behavior in a competitive context. Journal of the Academy of Marketing Science, 35(4), 603–616. https://doi.org/10.1007/s11747-006-0013-1 ahearne, M., Mathieu, J., & rapp, a. (2005). to empower or not to empower your sales force? an empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. The Journal of Applied Psychology, 90(5), 945–955. https://doi.org/10.1037/0021-9010.90.5.945 16 M. richarD etal. anderson, e. W., & Oliver, r. l. (1987). Perspectives on behavior-based versus outcome-based salesforce control systems. Journal of Marketing, 51(4), 76–88. https://doi.org/10.1177/002224298705100407 andzulis, J. M., Panagopoulos, n. g., & rapp, a. (2009). a review of social media and implications for the sales process. Journal of Personal Selling & Sales Management, 29(4), 335–348. anglin, k. a., stolman, J. J., & gentry, J. W. (1990). the congruence of manager perception of salesperson performance and knowledge-based measures of adaptive selling. Journal of Personal Selling & Sales Management, 10(4), 81–90. Bagus, n. U. i., Prayekti, P., & ardyan, e. (2019). Factors that influence the relationship between customer information quality and salesperson performance. Market-Tržište, 31(2), 187–207. https://doi.org/10.22598/mt/2019.31. 2.187 Baron, r. M., & kenny, D. a. (1986). the moderator–mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182. https://doi.org/10.1037/0022-3514.51.6.1173 Basir, M. s., ahmad, s. Z., & kitchen, P. J. (2010). the relationship between sales skills and salesperson performance: an empirical study in the Malaysia telecommunications company. International Journal of Management and Marketing Research, 3(1), 51–73. Behrman, D. n., & Perreault, W. D.Jr, (1982). Measuring the performance of industrial salespersons. Journal of Business Research, 10(3), 355–370. https://doi.org/10.1016/0148-2963(82)90039-X Bem, s. l. (1974). the measurement of psychological androgyny. Journal of Consulting and Clinical Psychology, 42(2), 155–162. Binder, s., & Mußhoff, J. (2017). global insurance industry insights. An In-Depth Perspective McKinsey Global Insurance Pools, Boorom, M. l., goolsby, J. r., & ramsey, r. P. (1998). relational communication traits and their effect on adaptiveness and sales performance. Journal of the Academy of Marketing Science, 26(1), 16–30. https://doi.org/10.1177/0092070 398261003 Brown, M., & anderson, r. (2018). Motivation, incentives, and adaptive selling behavior: exploring the mediating role in the relationship between salesperson lead qualification skills and salesperson performance. Journal of Personal Selling & Sales Management, 38(3), 234–251. charoensukmongkol, P. (2024). the moderating effect of age on the benefits of trait mindfulness and functional flexibility among salespeople. Baltic Journal of Management, 19(1), 52–68. https://doi.org/10.1108/BJM-05-20230193 churchill, g. a., Ford, n. M., hartley, s. W., & Walker, O. c. (2008). Marketing research: Methodological foundations. (10th ed.). cengage learning. cravens, D. W., ingram, t. n., laForge, r. W., & Young, c. e. (2016). strategic marketing (11th ed.). cengage learning. Communication Monogaraphs, 85, 4–40. Dubinsky, a. J., Jolson, M. a., kotabe, M., & lim, c. U. (1991). a cross-national investigation of industrial salespeople’s ethical perceptions. Journal of International Business Studies, 22(4), 651–670. https://doi.org/10.1057/palgrave.jibs. 8490318 eagly, a. h., & Wood, W. (1991). explaining sex differences in social behavior: a meta-analytic perspective. Personality and Social Psychology Bulletin, 17(3), 306–315. https://doi.org/10.1177/0146167291173011 Firew, s. (2022). Factors affecting salesperson performance: The case of Hidasie telecom [Doctoral dissertation]. st. Mary’s University. Franke, g. r., & Park, J. e. (2006). salesperson adaptive selling behavior and customer orientation: a meta-analysis. Journal of Marketing Research, 43(4), 693–702. https://doi.org/10.1509/jmkr.43.4.693 gopalakrishna, g., ter riet, g., Vink, g., stoop, i., Wicherts, J. M., & Bouter, l. M. (2022). Prevalence of questionable research practices, research misconduct and their potential explanatory factors: a survey among academic researchers in the netherlands. PLOS One, 17(2), e0263023. https://doi.org/10.1371/journal.pone.0263023 hayes, a. F. (2018). Partial, conditional, and moderated moderated mediation: Quantification, inference, and interpretation. Communication Monographs, 85(1), 4–40. https://doi.org/10.1080/03637751.2017.1352100 hu, h. c., chuang, s. h., & lin, s. (2021). how adaptive selling behavior influences performance: complementary roles of salespeople skills and service leadership. International Journal of Technology and Human Interaction, 17(1), 75–89. https://doi.org/10.4018/iJthi.2021010105 insurance regulatory authority. (2022). ‘annual insurance market report 2022’, available at: https://ira.go.ug/cp/ uploads/ira_annual_report_2022.pdf Järvinen, J., & taiminen, h. (2016). harnessing marketing automation for B2B content marketing. Industrial Marketing Management, 54, 164–175. https://doi.org/10.1016/j.indmarman.2015.07.002 krejcie, r. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610. https://doi.org/10.1177/001316447003000308 laroche, M., Bergeron, J., & Barbaro-Forleo, g. (2001). targeting consumers who are willing to pay more for environmentally friendly products. Journal of Consumer Marketing, 18(6), 503–520. https://doi.org/10.1108/eUM0000000 006155 lazarsfeld, P., & Merton, r. k. (1964). Friendship as a social process: a substantive and methodological analysis. in M. Berger, t. abel, & h. charles, (eds.), Freedom and Control in Modern Society, Van Nostrand. cOgent BUsiness & ManageMent 17 leigh, t. W., Decarlo, t. e., allbright, D., & lollar, J. (2014). salesperson knowledge distinctions and sales performance. Journal of Personal Selling & Sales Management, 34(2), 123–140. https://doi.org/10.1080/08853134.2014.890902 levy, M., & sharma, a. (1994). adaptive selling: the role of gender, age, sales experience, and education. Journal of Business Research, 31(1), 39–47. https://doi.org/10.1016/0148-2963(94)90044-2 limbu, Y. B., Jayachandran, c., Babin, B. J., & Peterson, r. t. (2016). empathy, nonverbal immediacy, and salesperson performance: the mediating role of adaptive selling behavior. Journal of Business & Industrial Marketing, 31(5), 654– 667. https://doi.org/10.1108/JBiM-03-2015-0048 lindeman, M., sundvik, l., & rouhiainen, P. (1995). Underand overestimation of self? person variables and self-assessment accuracy in Work settings. Journal of Social Behavior and Personality, 10, 123–134. lwanga, F., korir, M., & Bonuke, r. (2023). Organizational learning process, ceO zvalues & sustainability performance of manufacturing firms in uganda. SEISENSE Journal of Management, 6(1), 39–57. https://doi.org/10.33215/sjom. v6i1.853 Macintosh, g., & krush, M. (2014). examining the link between salesperson networking behaviors, job satisfaction, and organizational commitment: Does gender matter? Journal of Business Research, 67(12), 2628–2635. https://doi. org/10.1016/j.jbusres.2014.03.022 Mackinnon, D. (2012). Introduction to statistical mediation analysis. routledge. Magatef, s. g., & Momani, r. a. (2016). the impact of internal marketing on employees’ performance in private Jordanian hospitals sector. International Journal of Business and Management, 11(3), 129-148. Mason, r. (2020). Ásta, categories we live by: the construction of sex, gender, race, and other social categories. Oxford: Oxford University Press, 2018, isBn 9780190256807. Hypatia Reviews Online, 2020, e10. https://doi. org/10.1017/s2753906700003326 Mcneilly, k., & goldsmith, r. e. (1991). the moderating effect of gender and performance on job satisfaction and intentionsto leave in the sales force. Journal of Business Research, 22(3), 219–232. https://doi.org/10.1016/01482963(91)90003-g Monat, J. P. (2011). industrial sales lead conversion modeling. Marketing Intelligence & Planning, 29(2), 178–194. https://doi.org/10.1108/02634501111117610 Mwesige, r., Bonuke, r., & situma, c. (2024). adaptive selling behavior and salesperson performance in the ugandan insurance industry: an empirical study. Economic Research, 8(1), 1–20. Mwesige, r., Bonuke, r., & situma, c. (2024). insurance companies’ salesperson lead qualification skills and salesperson’s performance: mediating role of salesperson’s adaptive selling behavior. SEISENSE Business Review, 4(1), 14–28. https://doi.org/10.33215/tkjsnk96 Ohiomah, a., Benyoucef, M., andreev, P., & hood, D. (2019). the role of lead management systems in inside sales performance. Journal of Business Research, 102(1), 163–177. https://doi.org/10.1016/j.jbusres.2019.05.018 Okan, a. (2024). Factors influencing gender equality. Psikiyatride Güncel Yaklaşımlar, 16(4), 753–766. https://doi. org/10.18863/pgy.1394700 Olariu, i. (2016). Personal selling in marketing. Studies and Scientific Researches. Economics Edition. https://doi. org/10.29358/sceco.v0i0.348 Palan, k. M. (2001). gender identity in consumer behavior research: a literature review and research agenda. Academy of Marketing Science Review, 10(2001), 1–31. Palmer, a., & Bejou, D. (1995). tourism destination marketing alliances. Annals of Tourism Research, 22(3), 616–629. https://doi.org/10.1016/0160-7383(95)00010-4 Park, J. e., & holloway, B. B. (2003). adaptive selling behavior revisited: an empirical examination of learning orientation, sales performance, and job satisfaction. Journal of Personal Selling & Sales Management, 23(3), 239–251. Pettijohn, c. e., Pettijohn, l. s., & taylor, a. J. (2000). research note: an exploratory analysis of salesperson perceptions of the criteria used in performance appraisals, job satisfaction, and organizational commitment. Journal of Personal Selling & Sales Management, 20(2), 77–80. Piercy, n. F., cravens, D. W., & lane, n. (2012). sales manager behavior-based control and salesperson performance: the effects of manager control competencies and organizational citizenship behavior. Journal of Marketing Theory and Practice, 20(1), 7–22. https://doi.org/10.2753/MtP1069-6679200101 Poor, e. r., akhlaq, e. M., & akhavan, M. r. (2013).the effect of internal marketing on employee’s behavior in iran private insurance companies. International Journal of Business and Management, 6(5), 24-51. Porter, s. s., kraft, F. B., & claycomb, c. (2003). the practice of a wellness lifestyle in a selling environment: iran private insurance companies. International Journal of Business and Management, 6(5), 24–51. Porter, s. s., Wiener, J. l., & Frankwick, g. l. (2003). the moderating effect of selling situation on the adaptive selling strategy–selling effectiveness relationship. Journal of Business Research, 56(4), 275–281. https://doi.org/10.1016/ s0148-2963(02)00440-X Preacher, k. J., rucker, D. D., & hayes, a. F. (2007). addressing moderated mediation hypotheses: theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1), 185–227. https://doi.org/10.1080/00273170701341316 Prendergast, P. g., sze li, s., & li, c. (2014). consumer perceptions of salesperson gender and credibility: an evolutionary explanation. Journal of Consumer Marketing, 31(3), 200–211. https://doi.org/10.1108/JcM-09-2013-0695 Pullins, e. B., timonen, h., kaski, t., & holopainen, M. (2017). an investigation of the theory practice gap in professional sales. Journal of Marketing Theory and Practice, 25(1), 17–38. https://doi.org/10.1080/10696679.2016.1236665 18 M. richarD etal. ricks, J., & Veneziano, l. (1998). the effect of gender and selected personality traits on objective and subjective measures of sales performance. Journal of Marketing Management (10711988), 8(2). román, s., & iacobucci, D. (2010). antecedents and consequences of adaptive selling confidence and behavior: a dyadic analysis of salespeople and their customers. Journal of the Academy of Marketing Science, 38(3), 363–382. https://doi.org/10.1007/s11747-009-0166-9 román, s., & rodríguez, r. (2015). the influence of sales force technology use on outcome performance. Journal of Business & Industrial Marketing, 30(6), 771-783. russ, F. a., & Mcneilly, k. M. (1995). links among satisfaction, commitment, and turnover intentions: the moderating effect of experience, gender, and performance. Journal of Business Research, 34(1), 57–65. https://doi.org/10.1016/ 0148-2963(94)00042-D sabnis, g., chatterjee, s. c., grewal, r., & lilien, g. l. (2013). the sales lead black hole: On sales reps’ follow-up of marketing leads. Journal of Marketing, 77(1), 52–67. https://doi.org/10.1509/jm.10.0047 sharma, a., & levy, M. (1995). categorization of customers by retail salespeople. Journal of Retailing, 71(1), 71–81. https://doi.org/10.1016/0022-4359(95)90013-6 siguaw, J. a., & honeycutt, e. D.Jr, (1995). an examination of gender differences in selling behaviors and job attitudes. Industrial Marketing Management, 24(1), 45–52. https://doi.org/10.1016/0019-8501(94)00030-Z simiyu, g., Bonuke, r., & komen, J. (2020). social media and students’ behavioral intentions to enroll in postgraduate studies in kenya: a moderated mediation model of brand personality and attitude. Journal of Marketing for Higher Education, 30(1), 66–86. https://doi.org/10.1080/08841241.2019.1678549 singh, r., & Das, g. (2013). the impact of job satisfaction, adaptive selling behaviors and customer orientation on salesperson’s performance: exploring the moderating role of selling experience. Journal of Business & Industrial Marketing, 28(7), 554–564. https://doi.org/10.1108/JBiM-04-2011-0121 smith, J., & Johnson, a. (2019). the impact of crM system usage on salesperson performance: the mediating role of adaptive selling behavior. Journal of Sales and Marketing, 45(2), 123–114. spiro, r. l., & Weitz, B. a. (1990). adaptive selling: conceptualization, measurement, and nomological validity. Journal of Marketing Research, 27(1), 61–69. steiner, P. M., cook, t. D., shadish, W. r., & clark, M. h. (2010). the importance of covariate selection in controlling for selection bias in observational studies. Psychological Methods, 15(3), 250–267. https://doi.org/10.1037/a0018719 sujan, h., Weitz, B. a., & kumar, n. (1994). learning orientation, working smart, and effective selling. Journal of Marketing, 58(3), 39–52. https://doi.org/10.2307/1252309 sujan, h., Weitz, B. a., & sujan, M. (1988). increasing sales productivity by getting salespeople to work smarter. Journal of Personal Selling & Sales Management, 8(2), 9-19. swan, J. e., Futrell, c. M., & todd, J. t. (1978). same job—different views: Women and Men in industrial sales: how differently do they view their jobs? and what can sales management do about it? Journal of Marketing, 42(1), 92–98. https://doi.org/10.1177/002224297804200116 szymanski, D. M. (1988). Determinants of selling effectiveness: the importance of declarative knowledge to the personal selling concept. Journal of Marketing, 52(1), 64–77. https://doi.org/10.2307/1251686 taeuber, c. M., & Valdisera, V. M. (1986). Women in the american economy (no. 146). Current Population Reports. Series P-20, Population Characteristics, (146), i. tharenou, P., Donohue, r., & cooper, B. (2007). Management research methods. cambridge University Press. thorne, D. M., & Quinn, F. F. (2017). supplier resources in the sharing economy: three regulatory concerns. Journal of Marketing Channels, 24(1-2), 73–83. https://doi.org/10.1080/1046669X.2017.1347003 Udayana, i. B. n., Farida, n., & ardyan, e. (2019). selling relationship quality to increase salesperson performance in the pharmacy industry. International Journal of Services and Operations Management, 33(2), 262–285. https://doi. org/10.1504/iJsOM.2019.100289 Verbeke, W., Belschak, F., & Bagozzi, r. P. (2004). the adaptive consequences of pride in personal selling. Journal of the Academy of Marketing Science, 32(4), 386–402. https://doi.org/10.1177/0092070304267105 Verbeke, W., Dietz, B., & Verwaal, e. (2011). Drivers of sales performance: a contemporary meta-analysis. have salespeople become knowledge brokers? Journal of the Academy of Marketing Science, 39(3), 407–428. https://doi. org/10.1007/s11747-010-0211-8 Viio, P., & grönroos, c. (2016). how buyer–seller relationship orientation affects adaptation of sales processes to the buying process. Industrial Marketing Management, 52, 37–46. https://doi.org/10.1016/j.indmarman.2015.07.013 Vroom, V. h. (1964). Work and Motivation, Wachner, t., Plouffe, c. r., & grégoire, Y. (2009). sOcO’s impact on individual sales performance: the integration of selling skills as a missing link. Industrial Marketing Management, 38(1), 32–44. https://doi.org/10.1016/j.indmarman. 2007.11.003 Weitz, B. a., sujan, h., & sujan, M. (1986). knowledge, motivation, and adaptive behavior: a framework for improving selling effectiveness. Journal of Marketing, 50(4), 174–191. d https://doi.org/10.2307/1251294 Zhou, J., & charoensukmongkol, P. (2021). the effect of social media use on customer qualification skills and adaptive selling behaviors of export salespeople in china. emerald Publishing limited, issn. Journal of Asia Business Studies, 15(2), 278–300. https://doi.org/10.1108/JaBs-12-2019-0377