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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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Managing the sales and marketing interface

Managing the sales and marketing interface

Chapter:
(p.67) 5 Managing the sales and marketing interface
Source:
Achieving a Strategic Sales Focus
Author(s):

Tony Douglas

Kenneth Le Meunier-FitzHugh

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198706632.003.0005

This chapter reviews the operation of the internal interface between the sales and marketing functions. Sales and marketing functions have the capabilities required to assist the organization to adapt to rapidly changing environments through focusing on customer needs and the activities of competitors. To gain the maximum benefits for the organization, sales and marketing need to collaborate, however, they are frequently managed as individual functions with their own objectives, behaviours, and culture, which may impede coordination, cooperation, and collaboration. Sales and marketing functions also have the common goals of understanding customer needs and solving customers’ problems in a better way than their competitors and interacting over the sales pipeline and communications with the customers, all of which makes this interface critically important to sales organizations. In spite of decades of lip service to the concept of internal integration, achieving effective sales and marketing relationships has proved elusive for many organizations.

Keywords:   sales and marketing interface, collaboration, internal communications, integration mechanisms, senior management roles

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