The Importance of Effective Working Relationships Between Sales and Marketing

Le Meunier-FitzHugh, K; Massey, GR

The Importance of Effective Working Relationships Between Sales and Marketing

Le Meunier-FitzHugh, K Massey, GR

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Publication Type:: Chapter
Citation:: The Oxford Handbook of Strategic Sales and Sales Management, 2011
Issue Date:: 2011-05-02

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Field	Value	Language
dc.contributor.author	Le Meunier-FitzHugh, K	en_US
dc.contributor.author	Massey, GR https://orcid.org/0000-0002-2044-0957	en_US
dc.date.issued	2011-05-02	en_US
dc.identifier.citation	The Oxford Handbook of Strategic Sales and Sales Management, 2011	en_US
dc.identifier.isbn	9780199569458	en_US
dc.identifier.uri	http://hdl.handle.net/10453/14341
dc.description.abstract	© Oxford University Press 2011. All rights reserved. This article examines the importance of effective working relationships between sales and marketing. It provides a framework for analysis and discussion concerning this important organizational relationship. It reviews current thinking on sales-marketing cross-functional relationships, identifies gaps in academic literature, and discusses a range of controllable and uncontrollable factors that may influence this interface. Many organizations are unsure how to manage the sales-marketing cross-functional relationship. The few empirical studies published to date examine the contextual conditions under which such relationships are enacted, e.g., the level of functional interdependence, power relations, and cultural differences. This article discusses the main types of variable that influence the effectiveness of such relationships. These include organizational structure variables, the types of interaction and communication prevalent in the cross-functional relationship, and key variables such as interpersonal trust.	en_US
dc.relation.ispartof	The Oxford Handbook of Strategic Sales and Sales Management	en_US
dc.relation.isbasedon	10.1093/oxfordhb/9780199569458.003.0020	en_US
dc.title	The Importance of Effective Working Relationships Between Sales and Marketing	en_US
dc.type	Chapter
utslib.for	1505 Marketing	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US

Abstract:

© Oxford University Press 2011. All rights reserved. This article examines the importance of effective working relationships between sales and marketing. It provides a framework for analysis and discussion concerning this important organizational relationship. It reviews current thinking on sales-marketing cross-functional relationships, identifies gaps in academic literature, and discusses a range of controllable and uncontrollable factors that may influence this interface. Many organizations are unsure how to manage the sales-marketing cross-functional relationship. The few empirical studies published to date examine the contextual conditions under which such relationships are enacted, e.g., the level of functional interdependence, power relations, and cultural differences. This article discusses the main types of variable that influence the effectiveness of such relationships. These include organizational structure variables, the types of interaction and communication prevalent in the cross-functional relationship, and key variables such as interpersonal trust.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/14341