Improving relationships between sales and marketing: the relative effectiveness of cross-functional coordination mechanisms

Kenneth Le Meunier-FitzHugh, Graham R. Massey

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)
6 Downloads (Pure)

Abstract

The importance of effective sales and marketing working relationships is well known and this article examines the effectiveness of various coordination mechanisms used to improve this cross-functional relationship. Six coordination mechanisms are measured to identify their effect on sales and marketing conflict and collaboration, which in turn influence business performance. The results reveal that not all coordination mechanisms are equally effective. Structuring sales and marketing as a single unit and creating cross-functional project teams improve the interface, as do providing opportunities for job rotation and establishing cross-functional meetings. However, employing cross-functional training and co-locating sales and marketing do not influence this working relationship. Finally, reducing conflict and increasing collaboration between sales and marketing is shown to independently, and positively, influence business performance.
Original languageEnglish
Pages (from-to)1267-1290
JournalJournal of Marketing Management
Volume35
Issue number13-14
Early online date31 Jul 2019
DOIs
Publication statusPublished - Sep 2019

Keywords

  • Sales and marketing Interface
  • Inter-functional Collaboration
  • Coordination Mechanisms
  • Inter-functional Conflict
  • structuring sales and marketing operations
  • business performance

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