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dc.contributor.authorPeterson, Robert M.en_US
dc.contributor.authorGordon, Geoffreyen_US
dc.contributor.authorPalghat, Vijaykumar Krishnanen_US
dc.date.accessioned2016-10-31T17:29:15Z
dc.date.available2016-10-31T17:29:15Z
dc.date.issued2015
dc.identifier.citationPeterson, R. M., Gordon, G., Krishnan Palghat, V. (2015). When Sales and Marketing Align: Impact on Performance. Journal of Selling, 15(1), 29-43en_US
dc.identifier.urihttp://commons.lib.niu.edu/handle/10843/16867
dc.description.abstractWithout 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.isoen_USen_US
dc.publisherNorthern Illinois University College of Businessen_US
dc.subjectsalesen_US
dc.subjectmarketingen_US
dc.subjectorganizational performanceen_US
dc.titleWhen sales and marketing align: impact on performanceen_US
dc.type.genreArticleen_US
dc.typeTexten_US
dc.contributor.departmentDepartment of Marketingen_US


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