Antecedents and Consequences of Three Selling Strategies in Social Enterprises

Abstract

Purpose

This paper analyzed the effect of a long-term strategic orientation and selling capability on three selling strategies, and their effect on the social impact of hybrid social enterprises.

Theoretical framework

This study relied on the conceptual effect of a long-term orientation and selling capability on selling strategies, as well as the influence of these on the impact of the social enterprise.

Design/methodology/approach

A quantitative and cross-sectional study was conducted. Telephone and online surveys were used to collect data from 100 sales or general managers in Mexican social enterprises. The partial least squares approach and bootstrapping re-sampling method were used to test the nine hypotheses posited.

Findings

The results supported seven hypotheses and confirmed that the long-term strategic orientation and selling capability influence the adaptive, customer-oriented and relational selling strategies. Furthermore, of the three selling strategies studied, only the relational selling strategy increased the impact of the social enterprise.

Practical & social implications of research

This research showed that a focus on a long-term strategic orientation and the development of selling capability was mainly articulated with a relational selling strategy in social enterprises that seek to achieve a better social impact.

Originality/value

This research contributed to the advancement of knowledge in the field of social enterprise management, as it deepened the understanding of the long-term strategic orientation and selling capabilities and strategies, as key aspects for the generation of a social impact. This study also provided empirical evidence that the relational selling strategy performed a key role in the social impact of the companies studied.

Keywords:
Long-term strategic orientation; selling capability; selling strategies; social impact