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PurposeThe purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes.Design/methodology/approachSurvey responses derived from 233 salespeople from three large financial institutions in Mexico are used to test relationships involving salespersons’ resistance to change.FindingsSalespeople are more likely to resist change if they believe that change increases their workload. They are less likely to resist change when they have higher levels of job autonomy and self‐efficacy. Resistance to change has a negative impact on customer responsiveness and salesperson's performance.Research limitations/implicationsThis study makes an important contribution to the literature by identifying factors that explain salesperson's resistance to change. Study findings rely on salesperson survey responses collected in one country and industry. Future research is needed to assess the generalizability of findings and causality of the proposed relationships.Practical implicationsResistance to change affects the salespersons’ capacity to respond to customer demands and ultimately undermines performance. Managers can help reduce resistance to change by providing salespeople with greater job autonomy and by explaining how change affects their workload.Originality/valueTo the authors’ knowledge, this is the first paper linking salesperson resistance to change to job performance.

PurposeThis research seeks to explore the role played by ethical reputation in amplifying the positive impact of value received by the customer on satisfaction with the supplier and ultimately loyalty.Design/methodology/approachSurvey responses derived from 299 customers, concerning two large financial institutions within Chile, are used to test relationships among ethical perceptions, customer value, satisfaction, and loyalty. Hypotheses are tested with a structural equation model.FindingsResults show that ethical perceptions about the organization amplify the impact of customer value on customer satisfaction and eventually loyalty.Research limitations/implicationsThis study contributes to the existing literature by showing that ethical perceptions from customers can help financial institutions achieve higher levels of satisfaction and loyalty. Study findings rely on customer survey responses collected in one country and one industry. Generalizability of findings is yet to be tested.Practical implicationsEthical reputation helps financial institutions retain their customers.Originality/valueThis is the first study showing that customer perceptions about company ethics amplify the positive impact of customer value on customer satisfaction.

PurposeThe purpose of this study is to build on previous research on stress in sales forces to investigate the effect of perceptions of time wasted on salespersons' attitudes and behavioral intentions.Design/methodology/approachResponses from 400 salespeople who work in 49 business units of four Ecuadorian financial institutions were used to test a conceptual stress model. The research hypotheses were tested with a structural equation model.FindingsSalespeople operating in the banking industry are prone to be dissatisfied, emotionally exhausted, and are likely to quit when they believe that their time or their efforts have been wasted or used ineffectively.Research limitations/implicationsEcuadorian samples adequately represent Latin American banking employees. However, individuals from collectivistic countries, such as Ecuador, have a more relaxed view of time. Hence, perceptions of time wasted may have a greater effect on job attitudes and behaviors in the USA than in Ecuador.Practical implicationsSuccess in sales requires effective time management. However, salespeople are sometimes required to perform activities that they can perceive as wasteful. Managers should be aware that performing wasteful activities leads to emotional exhaustion and high intentions to quit.Originality/valueThis is the first study to empirically test the effect of time wasted on organizational variables.

This article identifies the selling techniques that are critical success factors (CSFs) for salespeople who sell banking products and services in Ecuador. The study examines the selling techniques that differentiate top and bottom sales performers in the Ecuadorian banking industry. Both self‐reported and supervisor ratings are used to measure salesperson performance. The results suggest that differences in performance between top and bottom performing salespeople relate to the use of five selling techniques: examining records at the prospecting stage of the selling process; approaching prospects using statements about the salesperson, the bank, or the names of persons who referred the prospect; using customer friendly language during the sales presentation; being knowledgeable of the benefits of the banks’ products and being able to clarify the products’ benefits; and ensuring post‐purchase satisfaction of existing customers.