This study explains how manufacturers tackle the critical managerial challenge of transforming a product-focused sales force to undertake solution selling. Through an application of configurational theory, the authors explain how individual and organizational conditions combine to determine salespeople’s engagement in solution selling. Multilevel, multisource data from the sales organization of a global supplier of building solutions represent input from salespeople ( N = 184), solution champions ( N = 23), and sales managers ( N = 26). A fuzzy set qualitative comparative analysis reveals no single, optimal way to overcome transformation challenges. Rather, consistent with prior research, solution selling requires certain types of salespeople, because value-based selling is a necessary condition for successful engagement. Beyond this foundational condition, a heterogeneous sales force can be engaged, as long as the organization provides appropriate support that is tailored to individual salespersons’ needs. The findings affirm that this viable support can come from either sales managers or solution champions.

中文翻译：

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让以产品为中心的销售队伍参与解决方案销售：个人和组织层面条件的相互作用

本研究解释了制造商如何应对转变以产品为中心的销售队伍以进行解决方案销售的关键管理挑战。通过应用配置理论，作者解释了个人和组织条件如何结合来确定销售人员在解决方案销售中的参与度。来自全球建筑解决方案供应商的销售组织的多级、多源数据代表来自销售人员 (N = 184)、解决方案冠军 (N = 23) 和销售经理 (N = 26) 的输入。模糊集定性比较分析揭示了克服转型挑战的单一最佳方法。相反，与先前的研究一致，解决方案销售需要某些类型的销售人员，因为基于价值的销售是成功参与的必要条件。除了这个基本条件之外，只要组织提供适合个人销售人员需求的适当支持，就可以使用异类的销售队伍。调查结果证实，这种可行的支持可以来自销售经理或解决方案冠军。