Classification of Integrated Product and Sales Management

In classical organizational theory product and sales management activities are part of the marketing function, but they are usually not managed within one department. Doing it so would support an approach demonstrating integration of responsiblilities. Defining a corporate strategy that all leaders in the company believe in is also key to success. Realising the strategy with integrated, agile, and digitally supported structures is also key to success. The B2B (Business to Business) strategy must always focus on customers and the needs of those customers. Modern leadership styles and self-management principles play a significant part. Teams can perform better when coached. Leaders must sell themselves very well both internally and externally and must be enabled to perform well without beeing worn down by administrative load and internal power struggles. Other factors influencing performance such as regeneration and nutrition are important components too. Organizational structures must be adapted to align with the sope of products, customers groups, diverse industries, or segments and to suit geographic regions or national markets. Redundant work must be avoided and synergies exploited. The behaviors of owners and the top executives shape the corporaton’s corporate culture. The extent of entrepreneurial thinking “no risk, no gain” influences willingness to take risks. The premise being that a risk is always accompanied by an opportunity and a threat. These factors must be balanced and managed. Professional associations for engineers and sales managers promote these job profiles and, by showing the career opportunities to the public, secure the next generation of managers.