Marketing and sales: strategic alignment and functional implementation

Article Abstract:

Many authors have argued that when a firm selects a particular marketing strategy, at the business-unit level, the organization should make functional level decisions which are aligned with the marketing strategy. This study examines the alignment between business-unit level marketing strategies and functional level sales objectives and activities for a specific products. In the study, marketing executives from 25 firms were asked to identify the marketing strategies and corresponding sales objectives for four of their current products. Three hundred and sixty-seven sales managers from the same firms were subsequently asked to identify the sales objectives for the products identified by their respective marketing managers and to rate the importance of various sales activities for these products. The results confirm, as many authors have speculated, that there are often discrepancies between marketing executives and their sales managers with regard to specific product strategies. Extensive post-survey offer some interesting insights as to why discrepancies occur. (Reprinted by permission of the publisher.)

Sales managers, Marketing executives

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Linking market share strategies to salesforce objectives, activities, and compensation policies

Article Abstract:

To study connections between the four primary market share strategies, 'harvest', 'build', divest', and 'hold', and the specifically related operational level sales strategies, a systematic analysis and composite of existing studies and theory is conducted, giving special attention to the framework providing research on product portfolio and product life cycles, which serves as the foundation for marketing decisions. This study can be used by management to evaluate sales strategy consistency, and assist in decision-making relating to sales and marketing management. SAles personnel compensation policies are identified that promote each selling and marketing strategy.

Usage, Economic aspects, Strategic planning (Business), Market share

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The customer-salesperson dyad: an interaction/communication model and review

Article Abstract:

Although personal selling and organizational buying are recognized as critical elements in the success of most industrial firms, research progresses in this area has been hindered by the lack of a comprehensive and integrative conceptual model of the customer-salesperson interaction. This paper proposes such a model which focuses on the critical element of the buyer-seller interaction, communication. (Reprinted by permission of the publisher.)

Analysis, Purchasing

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