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PurposeThis paper seeks to describe supplier coordination of sales and marketing activities to manage customer relationships.Design/methodology/approachSix propositions are suggested that examine the drivers dictating how customers initiate influence tactics for their benefit in dealing with their suppliers.FindingsIllustrations are provided to show how and when the marketing and sales functions come close to synergistic efforts and what hinders them from doing so.Research limitations/implicationsAlthough influence tactics have a rich history in social psychology and organizational behavior research, more influence tactics must be tested using various samples and multiple methods in the customer‐supplier realm of selling and marketing activities.Practical implicationsUnderstanding trust, commitment, and cooperation from the supplier's perspective, enhances one's ability to understand why the sales and marketing functions must work together to program a defense mechanism against customers that are initiating influence tactics against them.Originality/valueThe study presents useful information for the coordination of sales and marketing activities.

PurposeThe purpose of this paper is to establish the importance of good coordination between marketing and sales. It aims to examine the research conducted to date, the area of marketing and sales integration and provide guidance to help integrate these functional areas better in industrial marketing firms. The paper seeks to develop a research agenda to continue this research.Design/methodology/approachA total of 21 interviews were collected through the use of qualitative research techniques and intensive interviews. The interactions between marketing and sales were modeled for during the marketing management process and the sales management process.Research limitations/implicationsMore extensive sample surveys need to be conducted. Exploratory findings should be tested and possible situational differences identified.Practical implicationsSeveral required actions were identified for management. These fall into three categories: organizational design; communication; and human resources management. The primary suggestions are to make sure: product management functions effectively as a coordination mechanism; there is central coordination; the organizational structure is customer‐centric; communication is timely and of high quality; and everyone in sales and marketing has an appreciation of the other role.Originality/valueThe research provides one of the earliest efforts to examine this important area from an empirical perspective and provide guidance to marketing and sales managers.

The goals of this book are (1) to share best practices of launching new products with professionals who want to help customers and make their company successful, and (2) to stimulate more conversations about how to successfully launch new products. The practices in this book were derived from hundreds of publications and over 60 years of experience launching over 50 new products. These practices represent the experience of its authors, and hopefully will cause other effective practices to be documented and shared. So, why this book? New product launches can be more effective! What is the ultimate measure of effectiveness? Sales dollars, profit dollars, and growth rates are excellent measures. But how do you know that the launch is the best it can be? There is no endorsed standard that is used to evaluate the actions leading up to the launch, and corrective actions used during the product launch. As a result, business leaders make their own judgments and never truly know how much more successful they could have been.

In any company, sales and marketing are the two primary business functions that are focused on creating satisfied customers. Because of their complementary orientations and objectives, these two functions are ideally positioned for a fruitful, synergetic collaboration. Unfortunately, the practical reality in many companies is far removed from this utopia. Sales and marketing personnel fail to communicate effectively, resulting in misunderstandings, lack of communication, frustration, and sometimes even downright anger and sabotage. Instead of supporting each other in creating superior value for customers, sales and marketing fight tiresome internal battles that are a drain on profits, efficiency and customer satisfaction.

Hello, world of work -- Take a hike -- WoW up close -- Brand manager -- Creative director -- Design consultant -- Marketing director -- Merchandiser -- Retail buyer -- Social media director -- Wedding planner -- WoW big list -- Take your pick -- Explore some more -- My WoW

The purpose of this research project is to contribute to effective retail by determining the impacts of the elements of retail marketing interventions on sales performance in franchises and branches. The approach comprises a series of complementary surveys of franchisees, branch managers, shop visitors and customers. This is enriched with secondary data and sector-specific structural detail to determine the direct and mediating effects of retail marketing on sales performance. Through factor analysis results provide evidence that Retail Marketing has a high and positive, direct-structural impact on sales performance. Christoph Preuss contributes to the development of the dichotomy of branch and franchise management by exploring their operational differences. Retailers can exploit retail marketing more effectively if they understand that structural retail marketing parameters make the greatest impact on an outlet's sales performance

The purpose of this research project is to contribute to effective retail by determining the impacts of the elements of retail marketing interventions on sales performance in franchises and branches. The approach comprises a series of complementary surveys of franchisees, branch managers, shop visitors and customers. This is enriched with secondary data and sector-specific structural detail to determine the direct and mediating effects of retail marketing on sales performance. Through factor analysis results provide evidence that Retail Marketing has a high and positive, direct-structural impact on sales performance. Christoph Preuss contributes to the development of the dichotomy of branch and franchise management by exploring their operational differences. Retailers can exploit retail marketing more effectively if they understand that structural retail marketing parameters make the greatest impact on an outlet's sales performance.