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When sales and marketing align: impact on performance

Show simple item record Peterson, Robert M. en_US Gordon, Geoffrey en_US Palghat, Vijaykumar Krishnan en_US 2016-10-31T17:29:15Z 2016-10-31T17:29:15Z 2015
dc.identifier.citation Peterson, R. M., Gordon, G., Krishnan Palghat, V. (2015). When Sales and Marketing Align: Impact on Performance. Journal of Selling, 15(1), 29-43 en_US
dc.description.abstract Without sales and marketing working to produce revenue, the firm ceases to exist. Yet, given the magnitude of what’s at stake, these two functions are often at odds with one another to the detriment of performance. This article reviews previous studies that investigate conflict, collaboration, and integration between the sales and marketing functions. Next, hypotheses are developed relating alignment between the sales and marketing functions and key organizational performance objectives. Results of an empirical study encompassing 821 respondents demonstrate strong support for improved performance on eight key outcomes for firms where sales and marketing were aligned. The findings connote a potential high return on investment for organizations devoting time and resources to improving the relationship between the sales and marketing functions. en_US
dc.language.iso en_US en_US
dc.publisher Northern Illinois University College of Business en_US
dc.subject sales en_US
dc.subject marketing en_US
dc.subject organizational performance en_US
dc.title When sales and marketing align: impact on performance en_US
dc.type.genre Article en_US
dc.type Text en_US
dc.contributor.department Department of Marketing en_US

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