Skip to main content
Article thumbnail
Location of Repository

An investigation into the antecedents and consequences of collaboration between sales and marketing

By Kenneth Paul Le Meunier-FitzHugh

Abstract

This thesis explores the antecedents and consequences of collaboration between sales and marketing. The results suggest that collaborative sales and marketing functions have benefits for the organisation in terms of improved business performance. In addition, improvements in collaboration between sales and marketing will positively affect marketing orientation and leading to superior marketing quality. The research began with an exploration of the interface between sales and marketing through the available literature. The existing research conceptualises the relationship between sales and marketing and highlights the benefits of interfunctional collaborative behaviour. Therefore, a study was designed to not only identify the antecedents of collaboration between sales and marketing so that the relationship between sales and marketing can be assessed and improved to the benefit of the organisation, but also to establish that business performance can be directly influenced by improvements in collaboration between sales and marketing.\ud The research was undertaken through a mixed methodology, utilising exploratory case studies, a large-scale quantitative survey and confirmatory interviews. The data analysis involved four distinct analytical methods: within-case analysis, crosscase analysis, statistical analysis and confirmatory interviews. The large-scale survey was undertaken through a questionnaire that was sent to the Managing Directors/Chief Executives of large, UK-based organisations operating in the business-to-business arena. Through the findings from the survey five antecedents to collaboration between sales and marketing were identified - management attitudes towards co-ordination, conflict of interests, communications, market intelligence and organisational learning - and a revised conceptual framework was developed. The correlation and multiple regression analysis confirmed the weighting of each of the independent variables upon collaboration between sales and marketing and established a number of other relationships between the variables.\ud The second part of the research focused on the consequences of improved collaboration between sales and marketing. It was found through the survey that collaboration between sales and marketing may have a positive effect upon business performance. The research also established that marketing orientation was not an antecedent to collaboration between sales and marketing, but that collaboration between sales and marketing may have a positive influence on marketing orientation. In addition, it was established that collaboration between sales and marketing has a positive effect on business performance. This research identifies some of the antecedents of collaboration between sales and marketing and clarifies the benefits of collaboration between sales and marketing to the organisation

Topics: HF
OAI identifier: oai:wrap.warwick.ac.uk:1175

Suggested articles

Citations

  1. (2003a) Case Study Research Design and Methods, 3rd edn. Thousand Oaks:
  2. (1990). A comprehensive framework for the analysis of ethical behaviour with a focus on sales organizations'.
  3. (1997). A frame work for Market-Based Organisational Learning: Linking Value, Knowledge, and Behaviour'.
  4. (2000). A framework for personal selling to organizations'.
  5. (1996). A longitudinal Study of the Impact of Market Structure, Firm Structure, Strategy and Market Orientation Culture on Dimensions of Small-Firm Performance'.
  6. (2002). A longitudinal study of the learning climate and cycle time in supply chains'.
  7. (1986). A Model for Studying R&DMarketing Interface in the Product Innovation Process'.
  8. (1998). A Practical Guide to Integrated Marketing Communications.
  9. (1981). A Reexamination of the Relationship Between Equal Status Contract and Intergroup Attraction'.
  10. (1999). A Research Odyssey in Sales Management'.
  11. (1999). A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems'.
  12. (1990). A Taxonomy of Marketing Planning Styles'.
  13. (2002). Addressing services' intangibility through integrated marketing communication: an exploratory study'.
  14. (2000). Advertising Promotion Supplemental. Aspects of Integrated Marketing Communications, 5th edn. Fort Worth:
  15. (1983). After the Sales is Over .... '.
  16. (1997). Aligning the Organization to the Market',
  17. (1994). An Expanded Sourcebook Qualitative Data Analysis, 2nd edn. Thousand Oaks:
  18. (1990). An Information Transfer Model for Integrating Marketing and R&D Personnel in New Product Development Projects'.
  19. (2003). Applications of Case Study Research, 2nd edn. Thousand Oaks:
  20. (1991). Aspects of Sales Management: An Introduction',
  21. (1991). Aspects of the integration of technical functions for efficient product development'.
  22. (1985). Behaviour- and Outcome-Based Sales Control Systems: Evidence and Consequences of Pure-Form and Hybrid Governance'.
  23. (1993). Behaviour-Based and Outcome-Based Salesforce Control Systems'.
  24. (1996). Bidirectional Information Transfer: An Imperative for Network and Marketing Integration in a Canadian Telecommunications Firm'.
  25. (1969). Broadening the Concept of Marketing'.
  26. (1997). Broadening the Scope of Relationship Selling'.
  27. (1989). Building Theories from Case Study Research'.
  28. (2003). Business-to-Business Marketing.
  29. (2002). Can Distribution Channels Explain Differences in Marketing and Sales Performance Measurement Systems? '.
  30. (2002). Case Study Research',
  31. (1993). CEOs' Perceptions of Marketing',
  32. (1997). Change Management Initiatives: Moving Sales Organizations to High Performance'.
  33. (1993). Client perceptions of integrated marketing communications'.
  34. (1989). Communication Between Sales and Product Management: A Chance for improvement'. Conference paper cited in
  35. (2002). Communication in postmodern integrated marketing'.
  36. (2002). Competitive intelligence in UK firms: a typology'.
  37. (1980). Competitive Strategy.
  38. (2001). Competitiveness and Sales Management: A Marriage of Strategies'.
  39. (1995). Concurrent Marketing Integrating Product, Sales and Service.
  40. (1994). Continuous Learning About Markets'.
  41. (1988). Cooperative and Competitive Interdependence'.
  42. (1993). Coordination Sales and Marketing in Consumer Goods Firms'.
  43. (2000). Corporate identity cues: The significance of the sales force'.
  44. (1998). Cost-Effectiveness of Follow-Up Strategies in Improving the Response Rate of Mail Surveys'.
  45. (1998). Creating Corporate Advantage'.
  46. (2001). Creative destruction'.
  47. (1991). Criteria for scale Selection and Evaluation',
  48. (2001). Defining the information needs of senior marketing executives: an exploratory study'.
  49. (2000). Delivering effective marketing planning'.
  50. (1996). Derek Pugh and the Aston Group including John Child and David Hickson',
  51. (1973). Designing Complex Organisations.
  52. (2002). Designing Organisations. San Francisco: Jossy-Bass
  53. (1988). Developing a Marketing-Oriented Organization'.
  54. (1967). Differentiation and Integration in Complex Organizations'.
  55. (1996). Dimensions and Types of Supervisory Control: Effects on Salesperson Performance and Satisfaction'.
  56. (2002). Discovering diversity in marketing practice'.
  57. (2003). Discovering Statistics using SPSS for Windows.
  58. (2000). Doing a Literature Review Releasing the Social Science Research Imagination'.
  59. (1977). Double Loop Learning in Organizations'.
  60. (1979). Effective coordination in organizations'.
  61. (1987). Effective Sales Management.
  62. (2002). Elegy on the death of marketing: Never send to know why we have come to bury marketing but ask what you can do for your country churchyard'.
  63. (1997). Enhancing Communication Between Marketing and Engineering: The Moderating Role of Relative Functional Identification'.
  64. (1995). Ethics at the sales-purchasing interface'.
  65. (1997). Even More Offensive Marketing.
  66. (1996). Evoked Set: Myth or Reality? '.
  67. (1998). Examining the impact of market-based strategy paradigms on marketing strategy'.
  68. (1994). Examining the Salesforce Culture: Managerial Applications and Research Propositions'.
  69. (1986). Explaining intergroup differentiation in an industrial organization'.
  70. (1977). From Sales Obsession to Marketing Effectiveness'.
  71. (2000). Fundamental Changes in Marketing Organization: The Movement Toward a Customer-Focused Organizational Structure'.
  72. (2003). Getting sales and marketing on the same team'
  73. (2002). Guided Selling: Merging Marketing & Sales.
  74. (1992). How sales managers control unethical salesforce behaviour'.
  75. (1999). Identifying the Key Success Factors in New Product Launch'.
  76. (1997). Images of Organization. Thousand Oaks:
  77. (2002). IMC Using Advertising and Promotion to Build Brands.
  78. (1999). IMC, brand communications, and corporate cultures'.
  79. (2000). Importance of Alternative Rewards,
  80. (1999). Improving the Effectiveness of the Field Sales Organizations'.
  81. (1996). In Search of the Marketing Imagination: Factors Affecting the Creativity of Marketing Programs for Mature Products'.
  82. (2000). In the Field. - An Introduction to Field Research.
  83. (2001). In whom we Trust: Group Membership as an Affective Context for Trust Development'.
  84. (1994). Industrial Marketing: Managing New Requirements'.
  85. (1965). Industrial Organization: Theory and Practice.
  86. (1989). Information Control and the Power and Politics of Marketing'.
  87. (1999). Integrated marketing communications requires new way of thinking'.
  88. (2001). Integrated Marketing Communications.
  89. (1992). Integrating Marketing and R&D Project Personnel within Innovation Projects: An Information Uncertainty Model'.
  90. (1993). Integrating Roles and Structure in the Lateral Organization',
  91. (1994). Integrating the Quantitative and Qualitative',
  92. (1982). Integrating the Sales Force Into Your Market Effort'.
  93. (2002). Integration Between Marketing and Sales'.
  94. (1991). Interdepartmental Conflict in Organizational Buying: The Impact of the Organizational Context'.
  95. (1996). Interdepartmental Integration: `A Definition with Implications for Product Development Performance'.
  96. (2003). Interpreting Qualitative Data: Methods for Analysing Tall; Text and Interaction, 2nd edn.
  97. (2000). Intra-Departmental Conflict Between Sales and Marketing: An Exploratory Study'.
  98. (1975). Introduction To Qualitative Research Methods.
  99. (1998). Introduction to Social Research Quantitative and Qualitative Approaches.
  100. (1998). Invest in integration
  101. (1996). Investigating the Relationship Between Sales Management Control, Sales Territory Design, Salesperson Performance and Sales Organization Effectiveness'.
  102. (1992). IS MARKETING REALLY SALES? '
  103. (2000). It's All About CUSTOMERS: The Perfect way to
  104. (1994). Key Components in Product Management Success (and Failure)'.
  105. (2003). Learning as an activity of interdependent people'.
  106. (1994). Learning Orientation, Working Smart, and Effective Selling'.
  107. (1986). Linking Market Share Strategies to Salesforce Objectives, Activities, and Compensation Polices'.
  108. (2000). Mail and Internet Surveys: The Tailored Design Methods, 2nd edn.
  109. (1959). Making the Marketing Concept Work'.
  110. (2002). Management Research An Introduction, 2nd edn.
  111. (1974). Management Tasks Responsibilities Practices.
  112. (1968). Managing Intergroup Conflict in Industry.
  113. (1987). Managing New Product Innovations.
  114. (1988). Managing Relations Between R&D and Marketing in New Product Development Projects'.
  115. (1990). Managing the High Tech Sales Force.
  116. (1993). Managing the Industrial sales force of the 1990s'.
  117. (1987). Managing the R&D-Marketing Interface'.
  118. (1995). Market Orientation and Company Performance: Empirical Evidence From UK Companies'.
  119. (1995). Market Orientation and Learning Organization'.
  120. (1994). Market Orientation, Customer Value, and Superior Performance'.
  121. (2005). Market Orientation, Relationship Marketing Orientation, and Business Performance: The Moderating Effects of Economic Ideology and Industry Type'.
  122. (1993). Market Orientation: Antecedents and Consequences'.
  123. (1990). Market Orientation: The Construct, Research Propositions, and Managerial Implications'.
  124. (2003). Market-based Organizational Learning and Market Performance Gains'.
  125. (1999). Marketers are from Mars, Sales people are from Venus'.
  126. (1998). Marketers must align themselves with sales'.
  127. (1993). Marketing and Engineering: Can There Ever Be Synergy? '.
  128. (1996). Marketing and Sales: Strategic Alignment and Functional Implementation'.
  129. (1995). Marketing and strategy fit together'.
  130. (1987). Marketing and the British Chief Executive'.
  131. (1981). Marketing and the Other Business Functions',
  132. (2002). Marketing channel management and the sales manager'.
  133. (2002). Marketing Communications: Context, Strategies and Applications, 3rd edn. Harlow: Financial Times
  134. (1993). Marketing Differences Between Small, Medium and Large Companies',
  135. (1994). Marketing Faces and Interfaces',
  136. (1995). Marketing in the new millennium'.
  137. (2000). Marketing in the UK'.
  138. (2000). Marketing is marketing-maybe! '.
  139. (2002). Marketing Management and Strategy, 3rd edn. Harlow: Financial Times
  140. (1997). Marketing Management, 9th edn. Upper Saddle River:
  141. (1990). Marketing Management: A Strategic Approach.
  142. (1993). Marketing mid-life crisis'.
  143. (1986). Marketing Myopia', in Levitt, T. The Marketing Imagination.
  144. (1998). Marketing Organization: An Integrative Framework of Dimensions and Determinants'.
  145. (2002). Marketing Plan, 9th edn.
  146. (2003). Marketing planning, market orientation and business performance'.
  147. (2002). Marketing Research Methodological Foundations, 8th edn.
  148. (2004). Marketing Research.
  149. (2003). Marketing Research. An Applied Approach, 2nd European edn.
  150. (1983). Marketing Strategy: New Directions for Theory and Research'.
  151. (2001). Marketing: A critical realist approach'.
  152. (1994). Marketing: The Functional Myth', in
  153. (1998). Marketing's Integration with Other Departments'.
  154. (1987). Marketing's Interaction with Other Functional Units: A Conceptual Frame work and Empirical Evidence'.
  155. (1993). MARKOR: A Measure of Market Orientation'.
  156. (2001). Mastering the Marketing Communications Mix: Micro and Macro Perspectives on Integrated Marketing Communications Programs'.
  157. (1999). May the sales force be with you'.
  158. (1986). Measurement of Business Performance in Strategy Research: A Comparison of Approaches'.
  159. (1990). Measuring NonResponse Bias in Customer Service Mail Surveys'.
  160. (1982). Measuring the Performance of Industrial Salespersons'.
  161. (1963). Mechanistic and Organismic Structures'.
  162. (2004). Medium Enterprise Definitions'. http: //www. sbs. gov. uk/analytical/ statistics/smedefs. php [accessed 30
  163. (1997). Membership Categorization and Interview Accounts',
  164. (1993). Method in Social Science: A Realist Approach, 2nd edn.
  165. (1998). Mixed Methodology: Combining Qualitative and Quantitative Approaches. Thousand Oaks:
  166. (1979). Mixing Qualitative and Quantitative Methods: Triangulation in Action'.
  167. (1989). Multimethod Research: A Synthesis of Styles. Newbury Park:
  168. (1998). Multivariate Data Analysis, 5th edn. Upper Sadler River:
  169. (1993). New Approaches to Teams and Teamwork',
  170. (1989). New Product Ideas from `Lead Users'.
  171. (2000). New selling methods are changing industrial sales management'.
  172. (1996). New Strategies in Social Research. Cambridge:
  173. (2003). One Case Study is Enough',
  174. (1972). Organization and Environment.
  175. (1985). Organization: A guide to problems and practice, 2nd edn.
  176. (1997). Organizational Behaviour, 3rd edn. Hemel Hempstead:
  177. (1993). Organizational Change and Learning',
  178. (1967). Organizations in Action.
  179. (1992). Patterns of Communications among Marketing, Engineering and Manufacturing: A comparison between two new product teams'.
  180. (1996). Personal Selling and Sales Management in the New Millennium'.
  181. (1999). Personal Selling and Sales Management: A Relationship Marketing Perspective'.
  182. (1997). Personal Selling and Transactional/Transformational Leadership'.
  183. (1995). Principles and Practice of Marketing.
  184. (1985). Product Development Strategy: An Integration of Technology and Marketing'.
  185. (1997). Product Quality: Impact of Interdepartmental Interaction'.
  186. (1994). Qualitative and quantitative inquiries are not incompatibles: A call for a new partnership', in
  187. (2002). Qualitative and Quantitative Issues in Research Design',
  188. (2000). Qualitative Methods in Management Research, 2nd edn. Thousand Oaks:
  189. (1998). Qualitative Methods: Techniques or Size? ', in
  190. (1998). Qualitative Research: Meaning or Practice? '.
  191. (1983). Quantitative Approaches in Business Studies.
  192. (1994). Quantitative Methods for Business Decisions, 3rd edn.
  193. (1998). Quantitative Methods: It's Not What You Do, It's the Way That You Do it, in
  194. (1992). Questionnaire Design, Interviewing and Attitude Measurement.
  195. (1994). R&D-Marketing Integration Mechanisms, Communication Flows, and Innovation Success'.
  196. (1993). Real World Research: A Resource for Social Scientists and Practitioner-researchers.
  197. (1979). Reclaiming Qualitative Methods for Organizational Research: A Preface'
  198. (1992). Recognizing group diversity: Individualist-collectivist and autonomousrelational social orientations and their implications for intergroup process'.
  199. (1999). Redeployment of Brands, Sales Forces, and General Marketing Management Expertise Following Horizontal Acquisitions: A Resource-Based View'.
  200. (2000). Reflexive Methodology: New Vistas for Qualitative Research.
  201. (1994). Reforming the Traditional Organization: The Mandate for Developing Networks'.
  202. (1994). Reinventing the marketing organization'.
  203. (1978). Relationship Between Salesperson Performance and Understanding of Customer Decision Marketing'.
  204. (2002). Relationship marketing What if ...? '.
  205. (1998). Relationship Marketing: The Emperor in Used Clothes'.
  206. (1997). Relationship Marketing: The Route to Marketing Efficiency and Effectiveness'. Business Horizons (November-December):
  207. (1997). Relationship Marketing: The Wheel Reinvented? '.
  208. (1999). Relationships between Sales Management Control, Territory Design, Salesforce Performance and Sales Organization Effectiveness'.
  209. (2000). Remuneration Policies in the Marketing Area: Behavioural vs. Performance Measures'.
  210. (2002). Research in Marketing: teasing with trivia or risking relevance? '.
  211. (1984). Research Thrusts in Small Firm Strategic Marketing'.
  212. (2002). Revisiting the marketing domain'.
  213. (2005). Sales 4 Marketing? '.
  214. (2005). Sales and Marketing Integration: A Proposed Framework'.
  215. (1992). Sales Coordination: An Exploratory Study'.
  216. (2002). Sales Force Activities and Customer Trust'.
  217. (2001). Sales Force Activities and Marketing Strategies in Industrial Firms: Relationships and Implications'.
  218. (1981). Sales Force Management: Integrating Research Advances'.
  219. (1999). Sales Managers: Marketing's Best Example of the Peter Principle'.
  220. (2003). Sales supports marketing, not vice versa'.
  221. (1998). Salesforce performance and behaviour-based management processes in business-to-business sales organizations'.
  222. (2002). Salespeople's management of customer information: Impact on optimal territory and sales force size'.
  223. (1998). Salesperson Failure, Sales Management is the Key'.
  224. (2001). Satisfaction with sales manager training, Design and implementation issues'.
  225. (2002). Should marketing be cross-functional? Conceptual development and international empirical evidence'.
  226. (2000). Should you increase sales promotion or add salespeople? '.
  227. (1994). Size Effects on Sales Management Practices of Small Firms: A study of Industrial Distributors'.
  228. (1998). Social Networks and Perceptions of Intergroup Conflict: the Role of Negative Relationships and Third Parties'.
  229. (2001). Social Research Methods.
  230. (1979). Sociological Paradigms and Organisational Analysis.
  231. (2000). SPSS for Psychologists: A Guide to Data Analysis using SPSS for Windows.
  232. (2004). SPSS Survival Manual. A step by step guide to data analysis using SPSSfor Windows.
  233. (1999). Store Wars.
  234. (1993). Strategic Assts and Organizational Rent'.
  235. (2001). Strategic Market Management, 6th edn.
  236. (1975). Strategies of Social Research: The Methodological Imagination.
  237. (1994). Structuring the MarketingR&D Interface in Pharmaceutical Companies for Successful Innovation'. Paper presented to the EPhMRA/ESOMAR Conference on Pharmaceutical Environment: Meeting the Pressures by Intelligent Resourcing,
  238. (2000). Survey of pay and benefits of marketing professionals. Stafford: The Reward Group.
  239. (1990). Survey Research for Managers: How to Use Surveys in Management Decision-Making, 2nd edn.
  240. (2002). Synergizing the learning organization and knowledge management'.
  241. (2002). Tackling implementation impediments to marketing planning'.
  242. (1999). The 10 traits OF TOP SALESPEOPLE'.
  243. (1979). The Analysis of Qualitative Data'.
  244. (2004). The Art and Science of Interpreting Market Research Evidence.
  245. (2003). The big leap ... sales rep',
  246. (2003). The Cambridge Dictionary of Statistics, 2nd edn.
  247. (1994). The Capabilities of Market-Driven Organizations'.
  248. (1990). The core competence of the corporation'.
  249. (2000). The Customer Marketing Method.
  250. (2002). The Daily Telegraph,
  251. (1967). The Discovery of Grounded Theory. Strategies for Qualitative Research.
  252. (1990). The Effect of a Market Orientation on Business Profitability'.
  253. (2000). The Effect of Sales Force Adoption on New Product Selling Performance'.
  254. (1994). The Effects of Just-in-Time Selling on Organisational Structure: An Empirical Investigation'.
  255. (1977). The effects of Source and Appeal on Mail Survey Response Patterns'.
  256. (2004). The Emergence of IMC: A Theoretical Perspective'.
  257. (1997). The Future Role of Marketing in the Organization',
  258. (1999). The history, evolution and principles of services marketing: poised for the new millennium'.
  259. (1992). The Implementation of Business Strategies: Implications for the Sales Function'.
  260. (1998). The incredible shrinking salesforce'.
  261. (1965). The Industrial Salesman as a Source of Market Information'.
  262. (1994). The Influence of the Market Orientation of the Firm on Sales Force Behaviour and Attitudes'.
  263. (2001). The Interactive Effects of Strategic Marketing Planning and Performance: A Neural Network Analysis'.
  264. (1990). The leader's new work: building learning organizations'.
  265. (1961). The Management of Innovation.
  266. (1988). The Marketing Concept in Perspective'.
  267. (1960). The Marketing Revolution'.
  268. (1984). The Marketing Strategy Center: Diagnosing the Industrial Marketer's Interdisciplinary Role'.
  269. (1990). The Marketing-Finance Interface'.
  270. (1988). The Marketing-R&D Interface: Do Personality Factors Have an Impact? '.
  271. (1994). The Organisation of the Future: A unity of Marketing and Strategy',
  272. (2002). The Organization of Business. Oxford:
  273. (2004). The Paradox of a Marketing Planning Capability'.
  274. (2001). The Philosophy of Critical Realism: An Opportunity for Information Systems Research'.
  275. (2000). The Positive Effect of a Market Orientation on Business Profitability: A Balanced Replication'.
  276. (1979). The Possibility of Naturalism: A Philosophical Critique of the Contemporary Human Sciences.
  277. (1969). The Practice of Management.
  278. (1982). The Pretest in Survey Research: Issues and Preliminary Findings'.
  279. (2002). The Production of Management Knowledge: Philosophical Underpinnings of Research Design',
  280. (1985). The Psychology of Intergroup attitudes and Behaviour'.
  281. (1996). The Quality and Effectiveness of Marketing Strategy: Effects of Functional and Dysfunctional Conflict in Intraorganizational Relationship'.
  282. (1985). The R&D-Marketing Interface in High-Technology Firms'.
  283. (1992). The R&D-Marketing Interface in Japanese high-technology firms'.
  284. (1978). The R&D/marketing interface: Results from and empirical study of innovation projects'.
  285. (1994). The Real Strategic Issues versus Organizational Bureaucracy and Administrative Neatness'.
  286. (1988). The Rediscovery of the Marketing Concept'.
  287. (1994). The Relationship Between the Qualitative and Quantitative Research Traditions',
  288. (1978). The Research Act: A Theoretical Introduction to Sociological Methods, 2nd edn.
  289. (1998). The Role and Challenge of Case Study Design in Industrial Relations Research', in
  290. (1986). The role and function of the Chief Marketing Executive and the Marketing Department: A study of Medium-Sized Companies in the UK'.
  291. (1985). The Role of Sales Managers and Salespeople in a Marketing Information Systems'.
  292. (1998). The sales and marketing interface: is it working? ',
  293. (1984). The Sales Manager: Tomorrow's Super Marketer'.
  294. (2000). The Sales-Marketing Interface in Consumer Packaged-Goods Companies: A Conceptual Framework'.
  295. (1995). The Training of Sales Managers: An Exploratory Study of Sales Management Training Practices'.
  296. (2000). Theoretical Perspectives on New Forms of Organization',
  297. (1970). Three Dilemmas in Action Research'.
  298. (1981). Top Management's Concerns about Marketing Issues for the 1980's'.
  299. (2003). Transformation of the Traditional Salesforce: Imperatives for Intelligence, Interface and Integration'.
  300. (1995). Trust and the Virtual Organization'.
  301. (1997). Understanding competitors' strategies: the practitioner-academic gap'.
  302. (2004). Understanding the Diffusion of Integrated Marketing Communications'.
  303. (1996). Using Multivariate Statistics, 3rd edn.
  304. (1996). What is Strategy? '.
  305. (1988). What the Hell is Market Oriented? '.
  306. (1996). What's wrong with the consumer goods organization'.
  307. (2003). Why can't marketing and sales get along? '.
  308. (1990). Why Change Programs Don't Produce Change'.
  309. (1989). Why Do Salespeople Fail? '.
  310. (2000). Why Salespeople Fail'.
  311. (1996). Why the Bad Rap? '. Sales and Marketing Management
  312. (1999). World Class Selling.
  313. (1993). Your sales force could be your weakness'.
  314. (1996). Zen the Art of Marketing Maintenance: The Changing Role of Selling in Marketing Relationships',

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.