Improving the relationship between sales and marketing
Meunier-FitzHugh, Kenneth Le and Piercy, Nigel F.. (2010) Improving the relationship between sales and marketing. European Business Review, Vol.22 (No.3). pp. 287-305. ISSN 0955-534XFull text not available from this repository.
Official URL: http://dx.doi.org/10.1108/09555341011040985
Purpose – The purpose of this paper is to explore the sales and marketing interface and to identify some of the elements that may influence collaboration between sales and marketing and provide a framework demonstrating how these elements may interrelate.
Design/methodology/approach – This paper explores the sales and marketing relationship through qualitative research using one-to-one, tripartite interviews with senior executives and sales and marketing managers of three, UK-based business-to-business organizations.
Findings – The paper indicates that there are two types of factor that affect collaboration between sales and marketing. Those that are out of the control of sales and marketing staff – management attitudes to coordination, interdepartmental culture and structure and orientation, and four that are internal to the interface – inter-functional conflict, communications, market intelligence and learning. The paper also identifies that senior managers play a critical role in influencing this interface.
Research limitations/implications – Improving collaboration in the sales and marketing interface should be a focus for senior managers. The paper is limited by the number of cases.
Practical implications – The factors identified may be used by organizations to improve collaboration between sales and marketing.
Originality/value – The identification of factors that may improve collaboration between sales and marketing, and provide a conceptual framework for further study. The paper increases the understanding of the sales and marketing interface by identifying two additional factors that may influence the interface – learning and market intelligence, and demonstrates how the various factors may interrelate to create improved collaboration.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
|Journal or Publication Title:||European Business Review|
|Publisher:||Emerald Group Publishing Ltd.|
|Number of Pages:||19|
|Page Range:||pp. 287-305|
|Access rights to Published version:||Restricted or Subscription Access|
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