Improving the relationship between sales and marketing

Kenneth Le Meunier‐FitzHugh · Nigel F. Piercy

34 citations0/0 files storedEuropean Business Review

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Marketing and Advertising Strategies Quality and Supply Management Organizational Management and Innovation

Abstract

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.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 34 citations exist upstream.

References

1984Case Study Research: Design and Methods 1968The Discovery of Grounded Theory: Strategies for Qualitative Research.1998Basics of qualitative research : techniques and procedures for developing grounded theory 2009Building theories from case study research 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1979The Research Act: A Theoretical Introduction to Sociological Methods 1991PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT 1995Market Orientation and the Learning Organization

Cited by

2022A synthesis of research on the marketing-sales interface (1984–2020)2019The Strategic Value of Integrated Corporate Communication: Functions, Social Media, and Stakeholders 2020Flexibility in marketing & sales interfacing processes

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.