<i>A União Faz a Força</i>(There is strength in unity): understanding the sales–marketing interface in Brasil

Johnson, Jeff S.; Boeing, Ricardo

doi:10.1080/08853134.2016.1181524

Cited by 12 publications

(4 citation statements)

References 49 publications

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“…To acquire the necessary data for our inquiry, we employed theoretical sampling, a commonly used technique in marketing research (e.g., Johnson and Boeing 2016;Tuli, Kohli, and Bharadwaj 2007). In theoretical sampling, researchers select participants knowledgeable in their topic of interest (Corbin and Strauss 2008).…”

Section: Sample and Data Collectionmentioning

confidence: 99%

Sales-to-Marketing Job Transitions

Johnson

Matthes

2018

Journal of Marketing

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Careers evolve over time and can take many paths as they develop. Within marketing and sales, a common variant of career progression is to begin in a sales position and then advance internally into a marketing role. Doing so provides employees with unique but complementary sets of skills, experiences, and perspectives that may increase their efficacy as marketers. However, sales-to-marketing job transitions (SMJTs) can also be suboptimal and result in adverse outcomes. Although the sales–marketing interface literature has examined how the two functions work together, the SMJT process is unclear. To provide an understanding of this phenomenon, the authors conduct in-depth interviews across a host of different companies and industries with 56 informants who successfully transitioned intraorganizationally from sales to marketing, informants who transitioned but did not remain in marketing, and executives. They develop a theoretical model consisting of transition motivation, acquisition, preparation, and encounter. They also advance individual and organizational facilitators of SMJTs and discuss SMJTs’ potential positive and negative effects on the organization.

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Section: Sample and Data Collectionmentioning

confidence: 99%

Sales-to-Marketing Job Transitions

Johnson

Matthes

2018

Journal of Marketing

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“…Semistructured interviews were conducted with 13 executives from a variety of US heavily industrial business-to-business organizations approximately six months into the pandemic. These executives were selected using a theoretical sampling approach, since these respondents had specific knowledge related to the topic under investigation (Corbin and Strauss, 2007; Johnson and Boeing, 2016; Tuli et al , 2007). Respondents were interviewed over the telephone, with each interview lasting between 20 and 45 min through open-ended questions.…”

Section: Methodsmentioning

confidence: 99%

Inflection points during a disruptive event: planning within the sales force

Matthews,

Rutherford,

Matthews

et al. 2023

JBIM

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Purpose This paper aims to investigate business-to-business sales executives’ navigation of challenges and changes in planning during two separate periods (prevaccine and postvaccine) of time, which were impacted by a disruptive event (the COVID-19 pandemic). Design/methodology/approach This study uses a two-phase qualitative data collection approach. Thirteen executives, primarily from the Business-to-Business (B2B) manufacturing industry, were interviewed in phase one (2–3 months before the first COVID-19 vaccine). The second period of data collection was collected 4–5 months after vaccines became available. Findings The prevaccine business environment focused on short-term challenges, while the vaccine created exponential changes to long-term sales practices, suggesting the need to focus on critical inflection points that occur after the initial disruptive event. Research limitations/implications This exploratory study is a step toward developing a deeper understanding of managing disruptive events within a business-to-business sales environment by stressing the importance of both the actual disruptive event and the inflection points that follow the event. Practical implications New business models are constantly developing and evolving. However, this study suggests the biggest changes could occur after an inflection point from the disruption. Thus, firms need to consider different planning strategies before and after certain inflection points following a disruptive event. First, firms should adapt from their predisruption strategy to focus on short-term challenges during the initial phases of a disruption, likely halting most of the long-term planning. Second, inflection points create the need to move beyond short-term challenges and changes to focus on long-term changes. Third, long-term strategies and planning postinflection point will be different, and likely more complex, than long-term strategies and planning predisruption. Originality/value Most studies look at a disruptive event through a single data collection period. This longitudinal study compares prevaccine and postvaccine thought processes to explore the impact of an inflection point.

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“…Among the most important of the interactions occurring between groups within firms is the interface between Sales and Marketing (Dawes and Massey, 2005;Homburg and Jensen, 2007;Le Meunier-Fitzhugh and Piercy, 2007). These two divisions are integral to each other's and the firm's success (Homburg and Jensen, 2007. p. 32) because together, they shape and enact strategies necessary to succeed in the marketplace (Johnson and Boeing, 2016), they can create and deliver superior customer value (e.g. Guenzi and Troilo, 2006;Hughes et al, 2012. p. 213), and their interfaces are ultimately impactful on the whole organizational performance Song et al, 1998;Leenders and Wierenga, 2002;Judson et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

Social Network Theory, Sigma Six, and Customer Experience Management: Common Elements That Aid Positive Sales-Marketing Interface: A Review of the Literature

Mgiba

2019

IRMM

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In conventional organizational structures, sales and marketing are two of the most crucial divisions that interact both directly and indirectly with customers, and with each other. Together, they have an impact on marketing intelligence gathering, customer perceptions of organizations, and ultimately on organizational performance outcomes. However, the quality of their interactions and how they are coordinated internally have often been found wanting in many instances. To aid the understanding of ideal interactions between these functions, different theories were used in isolation, which in turn limited their theoretical explanatory power and management usefulness. The present article attempts to build a case for a proper intergration and possible changes to the traditional structure of the sales and marketing functions by use of the social network, customer experience, and Sigma six theories. Synergistically combining these theories exponentially extends their explanatory powers and provides the rationale for a combination of these functions. Toward that end, literature was reviewed on the sales and marketing divisions and the three theories, a concept matrix clearly showing the link between the two functions and the three theories was designed, a string of propositions was given, and a research framework was proposed. The benefits to academia are that new research directions for organizational structure in the light of efficiency requirements are provided. The propositions also have potential practical applications for conflict management as the proposals necessitates a rethink of the interface between these two functions, and that would also eliminate turf wars.

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A União Faz a Força(There is strength in unity): understanding the sales–marketing interface in Brasil

Cited by 12 publications

References 49 publications

Sales-to-Marketing Job Transitions

Sales-to-Marketing Job Transitions

Inflection points during a disruptive event: planning within the sales force

Social Network Theory, Sigma Six, and Customer Experience Management: Common Elements That Aid Positive Sales-Marketing Interface: A Review of the Literature

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