ABSTRACT
In this chapter we devote our attention to the sales interaction; that is, to the interaction between the sales person and the consumer. The salesperson can be thought of as a dynamic, adaptable, and important element of the stimulus situation that is at the same time a part of the social context. Although we have discussed sales interactions in chapter 10 as part of the social context, sales interactions seem sufficiently unique to deserve separate consideration. In addition, if the investment of time and effort is any indication, this particular type of interaction is also uniquely important to organizations. For example, Weitz (1981) noted that expenditure for the training of a single industrial salesperson was over $15,000, and that billions of dollars are spent annually in training sales personnel. Kotler (1976) estimated that organizations spend half again as much on personal selling as is spent on advertising.
