Navigating Uncertainty: How Salespeople Adapt to Extreme Challenges in Global Markets

Abstract

This thesis explores how salespeople adapt to extreme uncertainty in global business environments. Unlike previous studies that focus on company-level strategies, this research examines how individual sales professionals respond in real time to unpredictable and highpressure situations such as political conflicts, economic disruptions, and health emergencies. Through eight qualitative interviews with experienced sales managers across different regions and industries, the study identifies the specific practices, decisions, and behaviours that support individual adaptation. The participants revealed that their ability to succeed during crises depended less on formal processes and more on their capacity to act autonomously, remain emotionally stable, and respond flexibly to shifting conditions. In contexts of political instability, salespeople had to manage sudden losses of market access, client disappearances, and logistical breakdowns. Many faced ethical decisions regarding long-term partnerships and adapted by redirecting operations to safer markets or supporting customers through improvised channels. The complexity of these situations required a high level of cultural sensitivity and personal judgment. Economic uncertainty brought different challenges, including price volatility, reduced customer liquidity, and broken supply chains. In response, participants adjusted pricing models, offered creative financing, and reduced planning cycles to focus on short-term results. Some were forced to rethink their entire value proposition and act with limited information, relying on close client relationships and constant communication to rebuild trust. During health crises such as the COVID-19 pandemic, physical restrictions pushed salespeople to adopt digital tools for communication, product demonstrations, and customer service. Their effectiveness depended on how quickly they could develop new routines, integrate technology, and maintain morale. Many relied on team solidarity and self-discipline to stay productive, despite personal and professional stress. Across all crisis types, adaptability was not seen as a fixed trait but as an ongoing process shaped by experience, environment, and decision-making authority. Salespeople who managed to adapt successfully were those who balanced professional responsibilities with empathy, resilience, and practical problem-solving. Rather than acting as passive executors of top-down strategies, they became active agents of stability and recovery for their companies and clients. This thesis provides a clearer understanding of how salespeople navigate instability at the individual level. It highlights the importance of context-specific responses, the value of emotional and digital skills, and the need for greater support structures that recognize the role of personal agency in complex environments. By focusing on the human side of sales under pressure, this research offers both theoretical insights and practical guidance for improving sales readiness in times of uncertainty

Date of Award	2025
Original language	English
Supervisor	Monika Pleschinger (Supervisor)