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Marketing and sales: Successful peacekeeping

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  • Rehme, Sarina
  • Rennhak, Carsten

Abstract

Marketing and sales departments carry out two separate functions (Kotler et al. 2007, 1144); nevertheless, they must interact closely with each other, as both are essential parts for the marketing activities in each company. Each company has the goal to fulfill customer needs and also to match the company's sales target followed by financial success. The focus of this paper lies on defining the necessary terminology to analyze the subject matter, identifying the role of marketing and sales along the corporate value chain, understanding and modeling marketing and sales interfaces, identifying potential marketing-sales conflicts and suggesting resolution strategies taking a process-oriented approach. The topic is investigated from a theoretical perspective. Based on an in-depth review of the available body of literature a meta-analysis is conducted. First, an introduction to the theoretical foundations of marketing and sales in general is given. The terms marketing and sales are defined and it is outlined in which context they are used. Following, a literature review is given on the status of marketing and sales interaction in companies and an evaluation of the actual research status. Marketing and sales interaction is classified in two conceptual models to identify methods of addressing the status and characteristics. In a next step potential areas of conflicts between the two functions are identified and then proposals for solutions of potential conflicts are given. The last step includes also identification of key marketing and sales processes.

Suggested Citation

  • Rehme, Sarina & Rennhak, Carsten, 2011. "Marketing and sales: Successful peacekeeping," Reutlingen Working Papers on Marketing & Management 2011-11, Reutlingen University, ESB Business School.
  • Handle: RePEc:zbw:esbwmm:201111
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    References listed on IDEAS

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    1. Malshe, Avinash, 2010. "How is marketers' credibility construed within the sales-marketing interface?," Journal of Business Research, Elsevier, vol. 63(1), pages 13-19, January.
    2. Kahn, Kenneth B. & Mentzer, John T., 1998. "Marketing's Integration with Other Departments," Journal of Business Research, Elsevier, vol. 42(1), pages 53-62, May.
    3. Guenzi, Paolo & Troilo, Gabriele, 2007. "The joint contribution of marketing and sales to the creation of superior customer value," Journal of Business Research, Elsevier, vol. 60(2), pages 98-107, February.
    4. Griffin, Abbie. & Hauser, John R. & Griffin, Abbie, 1994. "Integrating R&D and marketing : a review and analysis of the literature," Working papers #112-94. Working paper (S, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    5. Dominique Rouzies & Erin Anderson & A. K. Kohli & R. E. Michaels & Barton A. Weitz & A. A. Zoltners, 2005. "Sales and Marketing Integration : A Proposed Framework," Post-Print halshs-00004748, HAL.
    6. William E. Souder, 1977. "Effectiveness of Nominal and Interacting Group Decision Processes for Integrating R&D and Marketing," Management Science, INFORMS, vol. 23(6), pages 595-605, February.
    7. Krohmer, Harley & Homburg, Christian & Workman, John P., 2002. "Should marketing be cross-functional? Conceptual development and international empirical evidence," Journal of Business Research, Elsevier, vol. 55(6), pages 451-465, June.
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