Every day, salespeople span boundaries, coordinate internal and external expertise, leverage social capital, mobilize the tangible and intangible resources of their firm, and try to create value for all stakeholders. Recognizing the important roles of salespeople, Evans et al. (2012) and Lassk et al. (2012) call for more research on the usage of skills, knowledge, people, strategies, expertise, and other resources of salespeople to produce the desired outcomes. Responding to their calls, this study specifically focuses on how salespeople utilize their available and finite resources across four types of customers (new customers, short term customers, long term customers, and win-back customers) to identify and qualify new sales opportunities during the prospecting stage. The dissertation focuses on seven types of resources (capturing both internal and firm related resources) available for salespeople: (1) firm tangible, (2) firm intangible, (3) firm market based, (4) present resources, (5) skills, (6) knowledge, and (7) accumulated successes. The study further explores the moderating roles of organizational identification, competitive intensity, and customer dependence on the relationship between resources utilized and performance during the prospecting stage. The resource utilization scale is developed and tested for robustness. Next, using a final dataset of 346 responses from salespeople, the results …