Hassan Sherwani ROLE OF SALES AND MARKETING IN ... - Oulu

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48 In marketing literature sales and marketing has often been seen to belong under a single organizational entity, even though they are often clearly separate, however interdependent, organizational entities (Dewsnap & Jobber 2009; Kotler, Rackham & Krishnaswamy 2006; Graham 2007). The atmosphere between marketing and sales people has often been reported as uncooperative and insular, and when the sales are poor, they point the accusing finger at each other (Dewsnap & Jobber 2009; Kotler et al. 2006). As an example, sales departments are known to regard their colleagues at marketing as detached from the actual customers, while the sales people are seen as too focused on single customers and as incapable of understanding the big picture (Kotler et al. 2006). The two functions often also have inadequate conceptions of each other’s contributions to the firm’s overall objectives (Meunier-FitzHugh & Piercy 2007a). Overall, in related literature the relations between sales and marketing are seen as uncooperative, lacking in mutual understanding, distrustful and rivalling, ridded with the use of stereotypic generalization and most importantly, poorly coordinated (Dewsnap & Jobber 2009; Kotler et al. 2006; Beverland, Steel & Dapiran 2006; Dewsnap & Jobber 2002). Kotler et al. (2006) compare the contrasting role of marketing and sales to the relations between product designer and manufacturers that have learned the necessity of cooperation and mutual value creation, and raise a question why the relations between the interdependent marketing and sales functions are still often hostile and uncooperative. Considering the successful development and implementation of a marketing strategy in any business field, it is highly important that the relations between the sales and marketing functions are productive, and that the sales and marketing objectives are aligned (Dewsnap & Jobber 2009). The strategies and objectives of both functions should be coefficient and work towards achieving common targets. Furthermore, there is an increasing call for sales and marketing integration, as the context of actual business sales situations is getting more and more complex (Matthyssens & Johnston 2006). Customer relationship management is increasingly seen as a core competency and as a chance to create superior value to the customer, which requires a more strategic and forward-thinking orientation towards sales, as well as closer ties between the sales and marketing functions (Piercy 2010). Researchers have
49 widely agreed on the negative effects of poor working relations between marketing and sales, while also acknowledging the positive effects of proper coordination and collaboration between the two functions (Meunier-FitzHugh & Piercy 2007a&b; Kotler et al. 2006). 3.3.1 The relationship between marketing and sales There is a seemingly inherent cultural divide between marketing and sales (Kotler et al. 2006; Beverland, Steel & Dapiran 2006). There are several factors hindering the formation of shared culture and value concepts, which in turn creates barriers for crossfunctional integration and collaboration (Beverland, Steel & Dapiran 2006; Matthyssens & Johnston 2006). Even though, both functions are directed towards customers and markets (Dewsnap & Jobber 2009), there are obstacles between the two departments related to differences in the orientations concerning e.g. goals, time and interpersonal behavior, that can hinder the efforts to bridge the two functions (Dewsnap & Jobber 2009; Beverland, Steel & Dapiran 2006). The two functions tend to measure success on different basis (e.g. market share vs. sales volume), have different temporal orientations (with marketing usually planning longer ahead) and differing views regarding the scope and focus of activities and regarding valid source of knowledge (Dewsnap & Jobber 2009; Beverland, Steel & Dapiran 2006; Matthyssens & Johnston 2006; Rouziès et al. 2005). Furthermore, the discrepancies in perceived status between the two functions may often lead to deterioration of the relations (Beverland, Steel & Dapiran 2006). Kotler et al. (2006) divide the sources of argument to economic and cultural issues that stem from how organizational resources are divided between marketing and sales, and from the nature of the tasks and personalities of the people applying to each function. Marketing people usually have a formal education to that specific task, spend most of their time behind the desk and are more future-oriented than sales people tend to be (Kotler et al. 2006). Sales people, on the contrary, are usually more dynamic and mostly focusing on the next successful deal, and they spend most of their time in the field talking to potential customers (Kotler et al. 2006).
Page 1 and 2: OULU BUSINESS SCHOOL Hassan Sherwan
Page 3 and 4: 3 CONTENTS Abstract Contents Figure
Page 5 and 6: 5 Figures Figure 1: The scope of th
Page 7 and 8: 7 1 INTRODUCTION 1.1 Introduction a
Page 9 and 10: 9 Electricity industry used to be c
Page 11 and 12: 11 Monopoly: A market with a single
Page 13 and 14: 13 2 RESEARCH CONTEXT This chapter
Page 15 and 16: 15 produced but, resources to gener
Page 17 and 18: 17 through bioenergy largely in the
Page 19 and 20: 19 framework. There is a need to re
Page 21 and 22: 21 the companies make themselves en
Page 23 and 24: 23 Monopoly Traditional Model Value
Page 25 and 26: 25 once a company at local market a
Page 27 and 28: 27 It is vital to notice that these
Page 29 and 30: 29 In the global arena, companies m
Page 31 and 32: 31 known as Uppsala Model and is wi
Page 33 and 34: 33 vital part so the parties must a
Page 35 and 36: 35 provides to the company, in the
Page 37 and 38: 37 way of achieving this goal is to
Page 39 and 40: 39 Figure 7: The Emerging Concept o
Page 41 and 42: 41 who actually creates values and
Page 43 and 44: 43 value of the organization in its
Page 45 and 46: 45 being an extension to resource b
Page 47: 47 knowledge management process is
Page 51 and 52: 51 need to be coordinated and consi
Page 53 and 54: 53 responsibilities, and of the int
Page 55 and 56: 55 is equally important to manage i
Page 57 and 58: 57 All these four stages are follow
Page 59 and 60: 59 5 ANALYSIS As there was a brief
Page 61 and 62: 61 company’s individual needs irr
Page 63 and 64: 63 In other words, the market is fr
Page 65 and 66: 65 to seek more control in their en
Page 67 and 68: 67 themselves, who may be capable o
Page 69 and 70: 69 to enhance innovation (Pomeda &
Page 71 and 72: 71 Marketing is responsible for dev
Page 73 and 74: 73 Customer satisfaction is conside
Page 75 and 76: 75 clear picture of the role and co
Page 77 and 78: 77 more and more companies operatin
Page 79 and 80: 79 What level of integration betwee
Page 81 and 82: 81 There is a good opportunity to i
Page 83 and 84: 83 internationalization in Finnish
Page 85 and 86: 85 chaos within the company and man
Page 87 and 88: 87 In this thesis work, though the
Page 89 and 90: 89 described by Valocchi et al. (20
Page 91 and 92: 91 Cavusgil, S. T. (1980). On the I
Page 93 and 94: 93 Henry, A. (2008). Understanding
Page 95 and 96: 95 Metaxiotis K, Ergazakis K and Ps
Page 97 and 98: 97 Tykesson, D. and Alserud, M(2011
Page 99 and 100:
99 APPENDICES Interview Questions:
Page 101:
101 Are you familiar with va
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