Sales-to-Marketing Job Transitions

Abstract

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.

Sales training and ICT: a literature review

“…Associated with the above, Zaki et al(2017) conclude that to ensure success in staff training, it is necessary to make an individual, face-to-face evaluation with each employee and based on their results, make adjustments to the training plan originally drawn up. Similar examples of the above are found in studies conducted by: Fregonese et al(2018),Imran and Kantola (2018),Lee and Welliver (2018),Johnson and Matthes (2018),Lacoste (2018),Olexová (2018),Giesbrecht et al (2017), Bugler (2017), Farías et al(2017) andKhusainova et al (2018).3.2.2 Aspects related to communication with customers. According to MarcosCuevas (2018), communication with customers is the ability to handle different relationships depending on the type of sales process, whether transactional or value generation.The key ideas extracted from the literature on this particular aspect have to do with:…”

Working It: Managing Professional Brands in Prestigious Posts

“…Finally, our work can provide practical guidance for individuals facing critical decisions regarding how to promote and protect their interests as they manage their professional brands over the course of their careers. Although the marketing literature to date has shed light on career management for selected categories of employees who matter to marketing strategy and/or execution, in particular salespeople (e.g., Cron 1984; Johnson and Mattes 2018), it has largely remained silent on how other categories of actors, such as professionals in prestigious posts, can effectively manage their career mobility.…”

Work Engagement of Employees in Moonlighting: A Moderated Mediation Model From a Boundaryless Career Perspective

“…(2) The mediating variables of this study are role conflicts and relational psychological contracts. However, the impact of boundaryless career orientations on work engagement may also be influenced by other factors, such as job transition (Forrier et al, 2015;Johnson and Matthes, 2018) and organizational commitment (Eliyana et al, 2019;Suharto et al, 2019). Further studies should consider alternative ways to include more variables.…”