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As shown in figure 2 theres a conventional view that

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As shownin figure 2; there’s a conventional view that Marketing should take responsibility forthe last four steps, the typical buying channel customer awareness, brand awareness, brandconsideration, and brand preference. (The channel reflects the ways that Marketing and Salesinfluence customers’ purchasing decisions.) Marketing builds brand preference, creates amarketing plan, and generates leads for sales before handing off execution and follow-up tasks toSales. This division of labor keeps Marketing focused on strategic activities and prevents thegroup from intruding in individual sales opportunitiesThe 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 sellingtasks that happen during the last two steps. (These include prospecting, defining needs, preparingand presenting proposals, negotiating contracts, and implementing the sale.) Apart from somelead generation in the prospecting stage, Marketing all too often plays no role in these tasks.
21Figure 2: sales and marketing responsibilitySource: CIM Mereyside and CheshireA major impediment to coordinating activities across functional areas is that employees in thefunctions have different mind-sets—different perspectives on issues and approaches foraddressing problems Ancona (1992). Some of the mind-set differences between sales andmarketing employees are:Customer versus product: Salespeople are typically responsible for a set of customers in ageographical area or in a specific industry segment. They promote the use of a wide range ofproducts and services offered by their company to these customers. On the other hand, marketingpeople (brand and product managers) are typically responsible for a specific product or brandand 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 incentivesfor the Sales forces are normally related to sales of all products made to customers in a territory,
22whereas the reward and recognition for marketing managers are based on sales and profitabilityof the specific products for which they are responsible.• Personal relationships versus analysis: Due to the nature of their jobs, salespeople are morepeople oriented, as they attempt to build relationships with their customers. They developstrategies for selling to customers at an individual level (Weitz 1978). Marketing people tend todeal with aggregations of customers and market segments and develop a more abstractunderstanding of these customers through analyzing market research data.• Continuous daily activity versus sporadic projects:Salespeople are continually calling oncustomers, presenting the firm’s products, and dealing with customer service issues. Rather thanhaving a daily routine, the work of marketers is more projects oriented—planning theintroduction of a new product, developing a new advertising campaign, and preparing andexecuting the annual marketing plan.

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Term
Fall
Professor
Dr. Stevens
Tags
Marketing, Sales, The Wealth of Nations, Sales and Marketing Integration

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