Improving theconnections between marketing and sales
Linking up . . .
Across a rather broad spectrum of practice, the teams who are exhibiting the most effective practice, and the best results, displayed clear defining elements of “linkage”. Although these
linkages have different “texture” across firms, them they seem to fall into three “clusters”:
1 Linkages in language. Firms with stronger linkage paid
attention to creating a common business language, and
not falling prey to certain “problem words”.
Misunderstandings around certain key words seem to
indicate deeper problems in understanding how marketing
and sales might better work together.
2 Linkages of organization. In firms claiming strong practice,
the marketing and sales functions were carefully knit
together organizationally by design. Not siloed in separate
functions, or isolated from one another. The
organizational structure itself created ongoing discussion
between marketing and sales people.
3 Linkages of process. Finally, firms who seem to be on the
“high-end” in terms of their perceived efficacy of their
marketing and sales force, could point to well-defined
processes – and process “artifacts” – that linked
marketing and sales together with appropriate rules,
responsibilities, and a minimum of “hand-offs”.
Taken from the work of Ralph A. Oliva: The Key Three Linkages, The Institute for the Study of Business Markets, Smeal College of Business, Penn State University, University Park, Pennsylvania, USA. Journal of Business & Industrial Marketing
21/6 (2006) 395–398. Emerald Group Publishing Limited