. 16 (1), 74-94.
4. Brencic, M.M., Biemans W.G., and Malshe, A. (2009). Sales-Marketing interface, its configurations and effects: the case study of Dutch and Slovenian B2B firms, Akademia MM, (November) 77-81.
5. Biemans W.G., Brencic, M.M., and Malshe, A. (2010). Marketing-sales interface configurations in B2B firms, Industrial Marketing Management, Vol. 39, 183-194.
6. Bunn, M.D. (1993). Taxonomy of Buying Decision Approaches, Journal of Marketing, Vol. 57 (January), pp. 38-56.
7. Cannon, J.P. and
Bain, M. (2013). The Psychology of Sales: Why Reciprocity Matters Retrieved March 19, 2017, from https://www.salesforce.com/blog/2013/10/sales-psychology-ofselling.html
Barański, M. et al. (2014). Higher antioxidant and lower cadmium concentrations and lower incidence of pesticide residues in organically grown crops: a systematic literature review and meta-analyses. British Journal of Nutrition, 112(5), 794-811.
Brito, P. Q., & Hammond, K. (2007). Strategic Versus Tactical Nature of Sales Promotions
dziękujemy , www.antyweb.pl/groupon-80-rynku-w-polsce-400-000-sprzedanych-kuponow-nowym-serwisomna-razie-dziekujemy/# (20.04.2016 – access date).
13. Martin S. (2014), Why Sales Organizations Fail , Harvard Business Review, 30/01/2014.
14. Mazur J. (2011), Współpraca przedsiębiorstw w teorii i praktyce polskiej , [in:] Zeszyty Naukowe Kolegium Gospodarki Światowej, Zeszyt nr 32, Szkoła Główna Handlowa, Warszawa.
15. Nawrocka (2010), Grupy zakupowe-szansa na tańszą energię , Nowa Energia 4(15)/2010
16. Niewinowska M. (2015), Fundusze unijne
Margareta Nadanyiova, Lubica Gajanova, Dominika Moravcikova and Judit Olah
based on psychological factors and decision-making speed in purchasing: case of the automotive industry. Economics and Culture, 15(1), 5-14.
 Moravcikova, D. & Kicova, E. (2018). Brand as a strategic marketing tool of a company in conditions of globalization. In Proceedings of International scientific conference Globalization and its socio-economic consequences 201, 10-11 October 2018 (pp. 755-762), Rajecke Teplice, Slovakia.
 Yeboah, M. (2016). Impact of Product Branding on Sales Revenue of Listed Companies in Ghana, International Journal of
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, The Journal of Personal Selling & Sales Management, 10 (4), pp. 81-91.
Ashkansy, N.M., Daus, C.S. (2002), Emotion in the workplace: The new challenge for managers, Academy of Management Executive, 16, pp. 76-86.
Austin, E.J. (2004), An investigation of the relationship between emotional intelligence and emotional task performance
The implementation of bot interfaces varies tremendously in current industry practice. They range from the human-like to those that merely present a brand logo or a digital avatar. Some applications provide a maximum amount of information with limited turn-taking between the user and the interface; others offer only short pieces of information and require more turn-taking. Instead of simply implementing the default option provided by chatbot providers and platforms, companies should consider very carefully how the specifics of the chatbot interface might affect the user experience. Simple mechanics such as increasing the frequency of interactions leads to greater trust and a more enjoyable user experience. Also, personalizing chatbots with basic consumer characteristics such as gender increases trust and improves the perceived closeness between the customer and the chatbot – and ultimately the brand. Brand managers should therefore consider chatbots not as merely another digital marketing fad or a way to save costs through service automation. When implemented wisely, they are even able to increase a company’s upselling potential.
Schwepker, C.H., and Good, D.J. (2010). Transformational Leadership and its Impact on Sales Force Moral Judgment. Journal of Personal Selling and Sales Management, 30 (4), 299-318.
Shamir, B., and Howell, J.M. (1999). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. The Leadership Quarterly, 10 (2), 257-283.
Shannahan, K.L., Bush, A.J., and Shannahan, R.J. (2012). Are your salespeople coachable? How salesperson coachability, trait competitiveness, and transformational leadership
Augusty Tae Ferdinand and Wahyuningsih Wahyuningsih
tacit knowledge exchange between sales and marketing”, Journal of Business Research, Vol. 67, No. 3, pp. 324-331.
Bennet, D. and Bennet, A. (2008), “Engaging tacit knowledge in support of organizational learning”, VINE, Vol. 38, No. 1, pp. 72-94.
Bologa, R. and Lupu, A. R. (2014), “Organizational learning networks that can increase the productivity of IT consulting companies. A case study for ERP consultants”, Expert Systems with Applications, Vol. 41, No. 1, pp. 126-136.
Bontis, N., Crossan, M. M. and Hulland, J. (2002), “Managing an organizational
Al Jeaidi, M. A. & Raj, R. (2016), Events, International Business-The Economics and case of Abu Dhabi, International Journal of Sales, Retailing and Marketing, Vol. 5 no.4, pp. 60-72.
Babin, B. J. & Harris, E. G. (2014), Consumer Behavior (6th Ed), South-Western: TN.
Brakus, J. J., Schmitt, B.H., and Zarantonello, L. (2009), Brand Experience: What Is It? How Is It Measured? Does It Affect Loyalty? Journal of Marketing, Vol. 73 no. 3, pp. 52- 68.
Fenich, G. G. (2012), Meetings
Charmaz, K. (2006). Constructing Grounded Theory: A practical guide through qualitative analysis. Sage Publications, Thousand Oaks, Wiltshire.
Dewsnap, B., & Jobber, D. (2009). An exploratory study of sales-marketing integrative devices. European Journal of Marketing , 43(7/8), 985-1007.
Ernst, H., Hoyer, W. D., & Rübsaamen, C. (2010). Sales, marketing, and research-and-development cooperation across new product development stages: implications for success. Journal of Marketing , 74(5), 80-92.
Fern, E. F. (2001). Advanced