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1 – 10 of 923The paucity of empirical research on the sales‐marketing interface necessitates a detailed exploration of linkages that can forge stronger connection between these two functions…
Abstract
Purpose
The paucity of empirical research on the sales‐marketing interface necessitates a detailed exploration of linkages that can forge stronger connection between these two functions. This paper aims to explicate the boundary conditions that may affect the role played by structure, language, and process linkages in forging sales‐marketing connections, and to identify additional linkages that may play an important role in this interface.
Design/methodology/approach
A total of 47 sales and marketing professionals across different organizations in diverse industries were interviewed.
Findings
The research finds that certain boundary conditions (e.g. organizational hierarchy, time horizon) may influence how structure, language, and process linkages may operate in this interface. It also extends linkage repertoire by identifying two critical linkages: social and philosophical. Its managerial contribution lies in stressing the importance of: vertical and horizontal communication bridges; marketing's flexibility; interpersonal relationships; and the philosophical bond between the two functions, in forging stronger connections.
Originality/value
This is one of the few qualitative empirical investigations of the sales‐marketing interface. It broadens one's understanding of sales‐marketing linkages, adds to linkage repertoire, and extends the interface literature.
This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use…
Abstract
Purpose
This paper aims to improve marketing managers’ use of information from sales. The authors propose and empirically test the link between cross-functional trust and marketing’s use of information from sales, and whether this effect is contingent on marketing’s power within the firm.
Design/methodology/approach
Cross-sectional survey data were collected from 338 large-scale Hungarian firms. Structural equation modeling and bootstrap procedures were used to test the hypotheses.
Findings
The effect of cross-functional trust on marketing managers’ use of sales information is fully mediated by sales–marketing integration and marketing’s perception of information quality. However, the power of marketing within the firm moderates this mediating relationship.
Research limitations/implications
This paper provides empirical evidence concerning the mediating mechanisms of transferring cross-functional trust to marketing’s successful use of information from sales. The findings imply that cross-functional trust can improve marketing managers’ use of sales information of firms with powerful marketing units by facilitating integration, whereas it can improve the use of sales information of firms with low marketing power by improving marketing managers’ perception of information quality from sales.
Originality/value
This is the first study that models and empirically investigates marketing managers’ use of information collected by sales. The current study conceptually links and advances extant knowledge on the literatures on the sales–marketing interface and utilization of market information at the individual level and increases the understanding of how cross-functional trust contributes to information use under different contingencies of marketing power.
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Belinda Dewsnap and David Jobber
The study explores structural devices designed to enhance collaboration between sales and marketing groups. The paper aims to develop a conceptual framework of how such…
Abstract
Purpose
The study explores structural devices designed to enhance collaboration between sales and marketing groups. The paper aims to develop a conceptual framework of how such integrative devices link to higher levels of sales‐marketing collaboration and also to higher levels of business performance.
Design/methodology/approach
A total of 20 in‐depth interviews and a review of the literature are used to examine the nature and effects of sales‐marketing integrative devices in UK consumer packaged goods firms.
Findings
The study identifies two main types of integrative device in operation: trade marketing and category management. The exploratory interviews highlight how these two types of integrative device operate, respectively, at operational and strategic levels. All of the organisations were found to operate some kind of integrative device. However, the organisations studied manifest different levels of collaboration between sales and marketing groups. The conclusion drawn from this and subsequently included in the conceptual framework is that it is the effectiveness of integrative devices, rather than their mere existence, that differentiates between higher and lower levels of sales‐marketing collaboration.
Practical implications
The effectiveness of sales‐marketing integrative devices appears to have positive effects for collaborative sales‐marketing intergroup relations. The results therefore support the development and effective use of such devices to enhance collaborative relations between sales and marketing.
Originality/value
This study reveals the importance and dimensions of effective sales‐marketing integrative devices and uses in‐depth interviews to support the development of a conceptual framework for future empirical testing. Specific hypotheses to test are developed, together with suggestions regarding the measurement of constructs.
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Avinash Malshe and Michael T. Krush
The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the sales…
Abstract
Purpose
The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the sales and marketing functions. This paper examines distinct tensions at three levels of the firm’s hierarchy and the mechanisms used to manage the tensions.
Design/methodology/approach
The authors use a qualitative data collection. A discovery-oriented process is used to understand the interconnections that exist among marketing-sales dyads at three organizational levels across several firms.
Findings
This paper uncovers distinct tensions and defenses exhibited by managers at each hierarchical level and this paper presents mechanisms that can are used to reduce the tensions.
Research limitations/implications
The multi-level perspective demonstrates the value of examining the intra-organizational aspect of the sales ecosystem. This paper uses a qualitative approach to highlight that sales-marketing tensions are unique to each of the hierarchical levels. This paper demonstrates that the tensions are a function of the unique roles each sales and marketing executive has within the organization.
Practical implications
To make the sales and marketing interface more effective, managers need to view tensions across the sales-marketing interface as complementary versus opposing forces. Managers must balance these tensions, rather than fight them and/or select one of the alternatives over the other. This paper suggests that paradoxical thinking may be a valued skillset for managers at each level of the organization.
Originality/value
The study uses a unique qualitative data set that examines the sales-marketing interface across three levels of an organizational hierarchy. Through this approach, this paper delineates specific tensions between marketing and sales within each level of the firm. This paper also describes mechanisms to manage the tensions common within the sales-marketing interface.
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Michael Beverland, Marion Steel and G. Peter Dapiran
Despite the necessity of close integration between marketing and sales, managers report less than satisfactory results in this area. This paper aims to examine what keeps the two…
Abstract
Purpose
Despite the necessity of close integration between marketing and sales, managers report less than satisfactory results in this area. This paper aims to examine what keeps the two functions apart. It proposes going beyond surface level behavior to examine the different sub‐cultural mental frames that characterize the two functions.
Design/methodology/approach
A total of 44 salespeople and marketers across four different organizations in different industries were interviewed.
Findings
The research finds that conflicts between marketing and sales are driven by differences in beliefs about the valid scope and focus of activity, time focus, valid sources of knowledge, differences in perceived status, and the relationship to the business environment.
Practical implications
Managers need to focus on removing implied status barriers between sales and marketing, provide sales with a strategic voice, and attend to structural issues that drive the two functions apart.
Originality/value
Research on the sales‐marketing interface remains scarce. The paper examines this from a cultural point of view and identifies a number of basic cultural frames that explain behavioral differences between the two functions. Critically, it also identifies significant points of difference on which to build greater understanding between the two functions.
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Chris Ellegaard and Christian Koch
– The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing.
Abstract
Purpose
The purpose of this article is to generate theory on how functional integration and conflict interrelate by studying the interface between production and purchasing.
Design/methodology/approach
An interpretive single case research methodology is adopted. The authors rely on in-depth interviewing of managers in the production and purchasing functions of a construction company, as well as by its suppliers.
Findings
Given low functional integration, antagonistic reasoning within each function and resultant conflicting behaviors are allowed to develop in a negative cycle, escalating the conflict between purchasing and production. This process leads to the creation of two opposing functional sourcing models that serve as blueprints for behavior.
Research limitations/implications
The single case methodology was chosen to maximize depth and detail and form an ideal foundation for theory building. Future qualitative and quantitative studies should inquire further into the studied phenomenon to increase analytical and statistical generalizability of the proposed model.
Practical implications
The findings can help managers understand how poor integration between functions can develop into cross-functional conflict. Facing a conflicting functional relationship, managers must resort to conflict resolution methods, instead of attempting to integrate, as several integrative devices are not appropriate in conflicting interfaces.
Originality/value
The proposed model contributes by connecting the constructs of integration, group reasoning, and conflict, thereby generating knowledge on conflict development processes in cross-functional interfaces. Furthermore, the article contributes by uncovering the difficulties associated with implementing spend consolidation, a prevailing sourcing strategy.
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Juliana Keiko Sagawa and Marcelo Seido Nagano
Effective planning requires the participation of different functions and may be hampered by lack of integration and information quality (IQ). This paper aims to investigate the…
Abstract
Purpose
Effective planning requires the participation of different functions and may be hampered by lack of integration and information quality (IQ). This paper aims to investigate the relationships among integration, uncertainty, IQ and performance, in the context of the production planning and control function. The literature lacks in-depth studies that consider these factors altogether, showing how they interact and how they contribute to improve business performance.
Design/methodology/approach
The authors introduce the variable of planning performance, which represents the quality of the production plans/planning process and is related to the frequency and causes of modifications to these plans. The relationships among the mentioned constructs are investigated by means of multiple case studies.
Findings
The results illustrate that integration is positively related to planning performance, and this relationship is mediated by IQ and moderated by uncertainty.
Originality/value
The presented analysis may help practitioners to foster interfunctional integration, better cope with uncertainty and improve information management, aiming to achieve better planning performance. The managers can choose integration and IQ improvement mechanisms that better fit to their environment/reality, using the four different cases as a benchmark. Moreover, this research contributes to the literature exploring this contingency perspective by means of in-depth case studies, considering that most of the existing research adopting this perspective is survey-based.
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Kenneth Le Meunier‐FitzHugh and Nigel F. Piercy
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…
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.
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Abdullah Promise Opute and Nnamdi O. Madichie
This paper aims to evaluate the working relationship between accounting and marketing, exploring the nature and antecedents of their integration and consequences on firm…
Abstract
Purpose
This paper aims to evaluate the working relationship between accounting and marketing, exploring the nature and antecedents of their integration and consequences on firm performance.
Design/methodology/approach
The methodological approach in this study is twofold. First, a review of literature is used to identify core antecedents in the body of literature. Subsequently, four exploratory case studies were used in examining the antecedents of accounting–marketing integration from a frontier market perspective.
Findings
This study identifies information sharing and involvement as core elements of accounting–marketing integration; cultural diversity and management mechanisms (policy, structural and procedural justice) as antecedents of accounting–marketing integration; and country of origin as a mediating factor on the extent of association of some variables on their integration. Finally, this study establishes that there is a positive association between accounting–marketing integration and organisational performance.
Research limitations/implications
This study has two major limitations. First, it is qualitative and based on a review of literature and evidence from four case studies. Second, it explored only the less developed country context. Future research should, therefore, aim to address these gaps.
Practical implications
This study draws attention to the fact that accounting and marketing are culturally diverse, and strategic managerial mechanisms must be used to maintain a relevant and effective level of information sharing and involvement towards enhancing organisational performance.
Originality/value
Using exploratory case studies to support the development of a framework, the authors contend that organisations would optimise organisational performance if due attention is given to both information sharing and involvement dimensions of integration, as well as appropriate managerial mechanisms adopted in managing their relationship.
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This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in…
Abstract
Purpose
This paper aims to examine the use of Cross-Functional Bridge (CFB) in dyadic relationships towards enhancing organisational performance. Prior research has flagged conflict in interfunctional relationships. Research on managing such conflict context is, however, limited.
Design/methodology/approach
Analysing 20 in-depth interviews conducted in UK financial services organisations, this study explains how the CFB is used to manage interfunctional relationship conflict and enhance performance.
Findings
This study underlines three core insights about intragroup working relationship: cultural and disciplinary differences and boundary fencing are core features of, and conflict drivers in, the accounting – marketing interface; CFB is a tool for analysing and managing these conflict drivers; and organisations that use this tool achieve improved organisational performance, an outcome that is enhanced and sustained through the team psychological enhancement factor of the conflict management strategy. Also, this study underlines the need to ensure a fit between conflict management strategy and conflict types.
Research limitations/implications
This research has several limitations. It explores only accounting – marketing working relationship in UK financial services organisations. Also, it explores only relationship conflict and cultural and disciplinary diversity and boundary fencing factors. Finally, this study suggests a mediating influence of psychological well-being on the CFB – performance link, a conclusion that is based on a methodologically inadequate tool: causes and effects associations are better assessed quantitatively (Johnson and Onwuegbuzie, 2004).
Practical implications
The paper highlights insights for analysing and resolving conflicts towards harmonious dyadic relationships. Importantly, managers who use the flagged CFB tool would achieve psychological enhancement in team, and extendedly enhanced organisational performance. Managers are reminded of the need to adequately address the emotional substances in relationship conflicts, as failure to do this will lead to conflict escalation, transformation and negative performance.
Originality/value
The paper offers theory testing and theory building knowledge. The CFB insight is a major highlight, one that lays a brick for future development, especially concerning its modus operandi, motivators and how to maximize its performance value.
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