As shown in figure 2 theres a conventional view that

As shown in figure 2; there’s a conventional view that Marketing should take responsibility for
the last four steps, the typical buying channel customer awareness, brand awareness, brand
consideration, and brand preference. (The channel reflects the ways that Marketing and Sales
influence customers’ purchasing decisions.) Marketing builds brand preference, creates a
marketing plan, and generates leads for sales before handing off execution and follow-up tasks to
Sales. This division of labor keeps Marketing focused on strategic activities and prevents the
group from intruding in individual sales opportunities
The sales group is responsible for the first four steps of the channel purchase intention, purchase,
customer loyalty, and customer advocacy. Sales usually develop they own funnel for the selling
tasks that happen during the last two steps. (These include prospecting, defining needs, preparing
and presenting proposals, negotiating contracts, and implementing the sale.) Apart from some
lead generation in the prospecting stage, Marketing all too often plays no role in these tasks.

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Figure 2: sales and marketing responsibility
Source: CIM Mereyside and Cheshire
A major impediment to coordinating activities across functional areas is that employees in the
functions have different mind-sets—different perspectives on issues and approaches for
addressing problems Ancona (1992). Some of the mind-set differences between sales and
marketing employees are:
Customer versus product : Salespeople are typically responsible for a set of customers in a
geographical area or in a specific industry segment. They promote the use of a wide range of
products and services offered by their company to these customers. On the other hand, marketing
people (brand and product managers) are typically responsible for a specific product or brand
and focus on that product to the exclusion of other products or brands offered by the firm.
This difference in focus is reinforced by the incentives typically used by firms. The incentives
for the Sales forces are normally related to sales of all products made to customers in a territory,

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whereas the reward and recognition for marketing managers are based on sales and profitability
of the specific products for which they are responsible.
• Personal relationships versus analysis: Due to the nature of their jobs, salespeople are more
people oriented, as they attempt to build relationships with their customers. They develop
strategies for selling to customers at an individual level (Weitz 1978). Marketing people tend to
deal with aggregations of customers and market segments and develop a more abstract
understanding of these customers through analyzing market research data.
• Continuous daily activity versus sporadic projects : Salespeople are continually calling on
customers, presenting the firm’s products, and dealing with customer service issues. Rather than
having a daily routine, the work of marketers is more projects oriented—planning the
introduction of a new product, developing a new advertising campaign, and preparing and
executing the annual marketing plan.