Relationship between sales force reputation and customer behavior: Role of experiential value added by sales force

Based on the resource-based view theory and the experiential value model, this paper aims to investigate how experiential value added by the salesperson mediates the relationship between perceived salesperson reputation and customer behavior. A questionnaire is constructed, and data are collected from 229 customers served by financial salespeople working in five bank agencies in Canada. Structural equation modeling was employed to assess the proposed research model empirically. The empirical results revealed that the two dimensions of experiential value - economic benefit and service productivity - partially mediated the relationship between perceived salesperson reputation and both customer loyalty towards the salesperson and customer share of wallet. However, enjoyable interaction mediates only the relation among salesperson reputation and customer loyalty. The managerial implications are addressed.