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Achieving a Strategic Sales FocusContemporary Issues and Future Challenges$
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Kenneth Le Meunier-FitzHugh and Tony Douglas

Print publication date: 2016

Print ISBN-13: 9780198706632

Published to Oxford Scholarship Online: August 2016

DOI: 10.1093/acprof:oso/9780198706632.001.0001

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The sales function’s position within the organization

The sales function’s position within the organization

Chapter:
(p.14) 2 The sales function’s position within the organization
Source:
Achieving a Strategic Sales Focus
Author(s):

Tony Douglas

Kenneth Le Meunier-FitzHugh

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198706632.003.0002

This chapter considers how the sales function fits within the organization and how they can respond to some of the changes and challenges of the marketplace. The sales team is charged with achieving targets to deliver the organization’s objectives in terms of profits, market share, or turnover, but it is likely that the sales team is not used as a strategic resource in either small and medium-sized enterprises (SMEs) or multinational enterprises (MNEs). The changing nature of the environment is placing additional pressures on organizations to operate innovatively to maintain their market position. However, there have been a number of examples where organizations have taken advantage of their dominant market position and not operated ethically or with social responsibility. We will review the current position of sales within the organization and identify some of the new sales capabilities, competences, and orientations that are required to operate successfully in the market.

Keywords:   orientation, ethics in selling, competences and capabilities, internal operations, strategic sales, SMEs, MNEs

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