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How Does a Salesperson Improve their Performance? The Importance Role of Customer Smart Response Capability

Gadjah Mada International Journal of Business (GamaIJB) · Vol. 21 No. 2 (2019) · pp. 223–241

DOI
10.22146/gamaijb.35263
ISSN
2338-7238, 1411-1128
Published
2019-08-26
Publisher
Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada
Language
eng
License
creativecommons.org/licenses/by-sa/4.0

Abstract

A salesperson is the part of a company who will always meet its customers. A salesperson should have the capability of responding to the customers. This research aims at examining the importance of the salesperson’s customer smart response capability for the insurance industry in Indonesia. The respondents in this research are 317 salespeople who work in the insurance industry. This research uses structural equation modeling to process its data. The results of this research show the importance of the customer smart response capability in the insurance industry. This customer smart response capability can improve a salesperson’s performance. Additionally, the customer smart response capability mediates the influence of customer sensing on the salesperson’s performance and mediates the influence of sales training’s effectiveness on the salesperson’s performance.

Keywords

Collaboration network of the authors

2 authors · 1 co-authorship link · 1 across different organisations

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  • Universitas Dian Nuswantoro
  • Sekolah Tinggi Ilmu Ekonomi Surakarta
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
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Co-authorOrganisationJoint articles

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.ugm.ac.id/gamaijb/oai, first harvested 28 Okt 2026, last seen 28 Okt 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">How Does a Salesperson Improve their Performance? The Importance Role of Customer Smart Response Capability</dc:title>
	<dc:creator>Aqmala, Diana</dc:creator>
	<dc:creator>Ardyan, Elia</dc:creator>
	<dc:subject xml:lang="en-US">Management; Marketing; Salesperson</dc:subject>
	<dc:subject xml:lang="en-US">customer smart response capability, selling orientation, sensing capability, sales training effectiveness, salesperson performance.</dc:subject>
	<dc:subject xml:lang="en-US">M31</dc:subject>
	<dc:description xml:lang="en-US">A salesperson is the part of a company who will always meet its customers. A salesperson should have the capability of responding to the customers. This research aims at examining the importance of the salesperson’s customer smart response capability for the insurance industry in Indonesia. The respondents in this research are 317 salespeople who work in the insurance industry. This research uses structural equation modeling to process its data. The results of this research show the importance of the customer smart response capability in the insurance industry. This customer smart response capability can improve a salesperson’s performance. Additionally, the customer smart response capability mediates the influence of customer sensing on the salesperson’s performance and mediates the influence of sales training’s effectiveness on the salesperson’s performance.</dc:description>
	<dc:publisher xml:lang="en-US">Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada</dc:publisher>
	<dc:contributor xml:lang="en-US"></dc:contributor>
	<dc:date>2019-08-26</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.ugm.ac.id/gamaijb/article/view/35263</dc:identifier>
	<dc:identifier>10.22146/gamaijb.35263</dc:identifier>
	<dc:source xml:lang="en-US">Gadjah Mada International Journal of Business; Vol 21, No 2 (2019): May-August; 223-241</dc:source>
	<dc:source>2338-7238</dc:source>
	<dc:source>1411-1128</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/view/35263/25365</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2019 Gadjah Mada International Journal of Business</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>