Sales Effectiveness and Strategic Resource Deployment Driving Business Performance and Sustainability in Emerging Markets
Purpose: This study examines how sales effectiveness and strategic resource and asset deployment jointly shape business performance and sustainability, using a public agency selling government housing and small poultry traders in an emerging market.
Research Methodology: A mixed method comparative design combined quantitative and qualitative evidence. The asset sales sample comprised 25 purposive respondents, analyzed via Likert scoring and an effectiveness ratio.
Results: Asset sales performance reached a good category, with value realization strongest and transaction speed weakest, while effectiveness sat just above the very effective threshold, indicating fragile success tied to uneven resource deployment capability.
Conclusions: Sales effectiveness and resource deployment strategy are complementary capabilities that jointly determine business performance and sustainability, with the resource based view, Sales Performance Theory, and the resource deployment perspective jointly explaining why rare, hard to imitate resource configurations generate the largest gains.
Limitations: Findings rely on cross sectional, perception and recall based data from two organizations in one regency, limiting generalizability; neither component applies causal modeling.
Contributions: The study offers an integrative sales and strategic resource management perspective bridging public asset monetization and micro trading literatures, extending the resource based view, Sales Performance Theory, and the resource deployment perspective to show that asset management and sales execution, not digitalization or financial governance, form the primary route to competitive advantage in resource constrained emerging markets.
