The new product development process: let the voice of the salesperson be heard

Abstract

Purpose

The purpose of this research is to provide an empirical examination of the role of the salesperson in the new product/service development process.

Design/methodology/approach

A survey was mailed to 2,650 sales managers representing US firms across the nation, and the resulting sample size consisted of 246 respondents with a response rate of 9.3 percent. The survey sample included firms with a business‐to‐business emphasis, and those with a minimum of 50 employees.

Findings

The majority of the respondents reported that salespeople are indirectly or directly involved in the new product/service development process. In spite of this contribution, many firms do not directly reward salespeople for their involvement. Offering appropriate incentives could greatly increase their efforts to collect information for new product/service idea generation.

Research limitations/implications

Suggested future research includes the perspectives of salespeople, new product development directors, etc. In addition, the study was strictly domestic and could benefit from an international focus, as well as a comparison of products versus services sectors.

Practical implications

The findings from this study can be used by managers as a benchmark for assessing sales force participation in the new product/service development, and to identify ways to encourage increased participation by the sales force with incentives.

Originality/value

Little formalized research has been conducted on the specific role that salespeople play in the new product/service development process. The findings from this study may provide strategic guidance to organizations with respect to the role of salespeople in the critical new product/service development process.

Citation

Judson, K., Schoenbachler, D.D., Gordon, G.L., Ridnour, R.E. and Weilbaker, D.C. (2006), "The new product development process: let the voice of the salesperson be heard", Journal of Product & Brand Management, Vol. 15 No. 3, pp. 194-202. https://doi.org/10.1108/10610420610668630