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Marshfield Clinic Research Foundation

salespeople

A customer’s belief that a service agent’s performance was good and, in fact, better than expected is measured with three, seven-point Likert-type items.

The belief that a salesperson was “redirecting” one’s attention by pushing him/her to purchase a product other than the intended one is measured using three, seven-point Likert-type items.

The scale has six items that are used to measure the degree to which a customer believes a particular salesperson is competent and has high integrity.

Six, seven-point Likert-type items are used to measure how much a customer feels some control over the interaction with a salesperson by actively participating in a discussion of goods and/or services appropriate for his/her needs.

The scale has four, seven-point Likert-type items that measure how much a customer enjoys the relationship with a particular salesperson and believes he/she provides extra service in order to improve the relationship.

Three, seven-point items compose the scale and measure how much a customer believes his/her best interests are guiding a particular salesperson’s efforts to solve one’s problem.

With four, seven-point Likert-type items, the scale measures the degree to which a customer believes a salesperson was using high-pressure sales tactics and pushing him/her to make a decision prematurely.

A customer’s opinion of the influence he/she had to negotiate the purchase price with a salesperson in a particular situation is measured with three, seven-point semantic differentials.

The degree to which a customer believes a particular salesperson tried to understand his/her needs with the best of intentions is measured with three, seven-point Likert-type items.

The scale has three, seven-point Likert-type items measuring a customer’s belief that a salesperson tried to relate to him/her as a person and discussed other things than just the purchase.