sales and marketing research paper

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• 05 Dec 2023
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Assortment Rotation and the Value of Concealment

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Do Incentive Plans for Exemplary Employees Lead to Productive or Counterproductive Outcomes?

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First Minutes are Critical in New-Employee Orientation

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European Business Review

ISSN : 0955-534X

Article publication date: 18 May 2010

The purpose of this paper is to explore the sales and marketing interface and to identify some of the elements that may influence collaboration between sales and marketing and provide a framework demonstrating how these elements may interrelate.

Design/methodology/approach

This paper explores the sales and marketing relationship through qualitative research using one‐to‐one, tripartite interviews with senior executives and sales and marketing managers of three, UK‐based business‐to‐business organizations.

The paper indicates that there are two types of factor that affect collaboration between sales and marketing. Those that are out of the control of sales and marketing staff – management attitudes to coordination, interdepartmental culture and structure and orientation, and four that are internal to the interface – inter‐functional conflict, communications, market intelligence and learning. The paper also identifies that senior managers play a critical role in influencing this interface.

Research limitations/implications

Improving collaboration in the sales and marketing interface should be a focus for senior managers. The paper is limited by the number of cases.

Practical implications

The factors identified may be used by organizations to improve collaboration between sales and marketing.

Originality/value

The identification of factors that may improve collaboration between sales and marketing, and provide a conceptual framework for further study. The paper increases the understanding of the sales and marketing interface by identifying two additional factors that may influence the interface – learning and market intelligence, and demonstrates how the various factors may interrelate to create improved collaboration.

• Interface management
• Business‐to‐business marketing
• United Kingdom

Le Meunier‐FitzHugh, K. and Piercy, N.F. (2010), "Improving the relationship between sales and marketing", European Business Review , Vol. 22 No. 3, pp. 287-305. https://doi.org/10.1108/09555341011040985

Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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Sales and Marketing, and Customer Relationships: A Structured Abstract

• Conference paper
• First Online: 28 June 2016
• Cite this conference paper

• Kenneth Le Meunier-FitzHugh 4 &
• Leslie Caroline Le Meunier-FitzHugh 4  

Part of the book series: Developments in Marketing Science: Proceedings of the Academy of Marketing Science ((DMSPAMS))

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This research investigates the impact of sales and marketing collaboration on the customer’s propensity to purchase and customer value, thereby extending the current research into the sales and marketing interface. Prior research has established that sales departments may fail to support marketing initiatives and that marketing been known to fail to communicate marketing objectives effectively and to exclude sales from decision-making. This lack of coordination may become visible to the customer and consequently influence their relationship with the supplier. We suggest that internal sales and marketing relationships can impact on relationship quality and consequently the customers’ propensity to purchase.

Customers demand greater value from their suppliers and consequently a relationship-building approach to marketing has been more widely adopted by many organizations (Harker and Egan 2006; Biggemann and Buttle 2012). Further, sustainable long-term relationships benefit the supplier by reducing costs and increasing sales (e.g., Hennig-Thurau et al. 2002). It has been suggested that relationship quality encompasses the concepts of satisfaction, trust and commitment related to the selling organization (Crosby et al. 1990; Palmatier et al. 2006).

The study was conducted through a series of semi-structured, hour-long interviews within the sales and marketing personnel from four B2B organizations in the UK, and with a selection of their customers. This approach produces rich qualitative data on the participants’ attitudes and experiences of the interface between buyer and seller. The customer respondents were selected randomly from the organizations’ databases.

The study highlights that conflict or collaboration between sales and marketing is visible to the customer and affects the different dimensions of relationship quality. Collaboration creates customer satisfaction and operating through the dimensions of trust to improve customer commitment, and creates customer value in the relationship and leads to an increased propensity to purchase.

• Qualitative Data
• Customer Satisfaction
• Relationship Quality
• Customer Relationship Management
• Customer Commitment

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University of East Anglia, Norwich, UK

Kenneth Le Meunier-FitzHugh & Leslie Caroline Le Meunier-FitzHugh

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Correspondence to Kenneth Le Meunier-FitzHugh .

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Department of Business and Law Studies, University of Bari Aldo Moro, Bari, Italy

Luca Petruzzellis

Stern School of Business, New York University, New York, New York, USA

Russell S. Winer

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Le Meunier-FitzHugh, K., Le Meunier-FitzHugh, L.C. (2016). Sales and Marketing, and Customer Relationships: A Structured Abstract. In: Petruzzellis, L., Winer, R. (eds) Rediscovering the Essentiality of Marketing. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-29877-1_148

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Why Sales and Marketing Have to Work Together if You Want to Win

Learn how to create a strong partnership between two critical business teams to drive results.

Daniel Disney

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On your marks. Get set. Go! Your marketing and sales teams are off and running — one of them conducting customer research and running ads and the other finding and nurturing prospects.

Wait a minute. Doesn’t that mean both of them are bringing in leads? How do you which to go with — or which are best fits for your product? If you want your marketing and sales teams to reach the finish line together, they need to collaborate — not work at cross purposes.

Here’s how your marketing team can pass the baton to sales for powerful results, from the bang! of the starter’s gun to the breaking of the tape.

What you’ll learn:

Sales and marketing: a side-by-side comparison, sales and marketing scopes: what’s the difference, sales and marketing roles, how sales and marketing can work together for bigger wins, sales and marketing: methods and strategies, sales and marketing tools and resources, engage and close prospects from everywhere.

Pull up CRM data for prospects even when you’re engaging with them outside your CRM — whether on social or online. 

Marketing and sales — two separate departments with distinct roles and responsibilities. However, savvy businesses know that to generate demand and close deals, you need to break down the teams’ silos and get them working together.

Let’s compare marketing and sales to see what they are, how they operate, and how you can get both teams aligned.

What is marketing?

Marketing is the team that handles brand and product promotion, generating interest with new and existing audiences. Marketers use research to identify a target audience, create and communicate value, and drive customer action. They aim to build brand awareness and increase demand for your product or service. Ultimately, they are tasked with finding the right leads to hand off to sales.

Marketing goals and process

Marketing uses existing customer data and target buyer behavior research to create targeted campaigns that generate interest in your brand, product, or service.

To create demand, marketers follow the four Ps of marketing: Product, Price, Place, and Promotion. Also sometimes referred to as the “marketing mix,” this is the framework for successfully promoting a product.

• Product: What you offer and its unique ability to solve customer needs. Marketers help articulate this and share product, brand, or service details with the target audience.
• Price: The perceived worth of your product, balancing profitability with customer appeal. Armed with competitive and marketing research, marketers explain pricing structures in a way that will create perceived value.
• Place: Where and how customers access your product. Target demographic data tells marketing teams where they should invest their budget. Print? Digital? Video? Where can they best place those advertisements so they reach the best leads?
• Promotion: Getting the word out about your product’s value and generating excitement through various channels. This is where the rubber meets the road, and messaging plus channel comes through.

( Back to top )

What is sales?

Sales is responsible for selling to prospects and customers — often leads delivered to them by marketing — nurturing customer relationships, and closing deals. They also expand revenue generation through upselling and cross-selling .

Sales goals and process

After marketing has done their job attracting interest, sales takes the baton (that is, the leads generated from marketing campaigns). From here, they handle every stage of the sales process — a set of steps sales teams follow to complete a deal. A good sales process is:

• Customer-centric: Aligns to customer buying habits and processes, leading to higher success and satisfaction
• Clear and actionable: Ensures stakeholders understand every step in the process, minimizing confusion and delays
• Replicable: Allows consistent performance and scaling across the sales teams, easy to follow, and easy to apply to different scenarios
• Predictable: Enables informed resource allocation and risk mitigation by redefining expected outcomes for each stage
• Goal-oriented: Provides direction and keeps motivation focused on results and goal achievement
• Measurable: Tracks progress, identifies areas for improvement, and demonstrates value; sales teams ensure every action in the sales process is quantifiable
• Flexible: Adapts to market changes and unforeseen circumstances such as customer needs, digital transformation, and sales operations improvement

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Based on what you’ve learned so far, it might sound as if marketing and sales work best separately. A closer look at their scopes reveals how they work together.

As we said earlier, marketing’s job is to generate interest. They do this through advertising, social media campaigns, content marketing efforts, and more. The sales scope is similar but focuses on interactions with individual people or buying groups. For both B2B and B2C, the traditional sales funnel incorporates a top, middle, and bottom section. Via collaboration, the marketing and sales teams want to quickly move prospects from the top of the funnel to the bottom. Let’s take a closer look at what that means.

Top of the funnel: awareness and interest

This is typically marketing’s domain. Marketing’s goal is to build brand recognition with valuable content and engaging storytelling. This attracts a broad audience that might be a good fit for the brand.

To accomplish this, marketing casts a wide net that catches all targets within their ideal customer profile (ICP, aka buyer persona ). This way, their pipeline is always loaded with prospects.

Brand building is a long-term strategy that primes the lead generation pump for the sales team. By providing valuable information and insights via thought leadership articles, interviews, and social storytelling, marketers help potential customers understand how your product or service can be the solution to their most pressing problems. This builds trust and credibility, encouraging lead outreach while also making the sales conversation more effective later.

Middle of the funnel: consideration and intent to buy

Here is where the hand-off between sales and marketing happens. Marketing did the work to attract and warm up leads for sales.

Now, sales works with qualified leads who have shown some interest by taking an action, like downloading an e-book or requesting a demo. They aren’t ready to purchase quite yet. The objective is to nurture the leads and position your product as the best solution.

Bottom of the funnel: evaluation and purchase

Everything at the bottom of the funnel is sales’ purview. When customers are ready to make a decision, sales reps close the deal through effective negotiation, problem-solving, finalizing contracts, and building strong customer relationships.

Next, let’s explore the various strategies each team uses to achieve their objectives.

While sales teams focus on converting interest into immediate purchases, marketing plays the longer game. Marketing has a team of experts dedicated to the customer journey. Their efforts laid the groundwork for the sales team to make their final push toward conversion.

Marketing and sales teams come in all shapes and sizes. Here are some of their titles and responsibilities.

The two sides carry different titles and responsibilities, but they are all team members working toward the same revenue goals.

Customers use multiple channels and platforms, absorbing information in different formats and interacting with sales and marketing simultaneously. If both departments continue to work separately, it will always be at the cost of the customer and their experience. Here’s how to bring it together:

Look at the full funnel

Let’s say a potential customer spots your social ad while scrolling through Instagram and sees it on a billboard while driving home. They visit your website or physical storefront. Finally, they decide to contact your business and get in touch with a sales rep. If all those experiences are not seamless and consistent, you risk losing a qualified lead .

A full-funnel strategy helps you manage the complex, non-linear customer journey when:

• Marketing teams generate qualified leads through targeted content and campaigns, making the sales team’s job easier.
• Sales teams provide valuable feedback to marketing about customer needs and objections, helping to shape future content and messaging.
• Data analysis reveals which channels are most effective for converting leads, making resource allocation and campaign optimization easier.

Full-funnel, holistic strategies work because they create a unified approach to customer engagement, turning potential customers into loyal brand advocates. According to a Nielsen report, businesses that invest in full-funnel strategies can see 45% higher ROI.

Team up to serve your customers

According to our research, 87% of buyers expect sales reps to act as trusted advisors. Businesses that want to meet and exceed those expectations need marketing and sales teams to work together. When reps share insights and guidance on which products deliver the best value with marketing, they can serve the target audience more relevant ads. And vice-versa: If marketing sees engagement in ads showcasing specific messaging, they can share this with sales to leverage during sales calls.

Create shared goals and objectives

Marketing and sales share business goals. It can be deceiving if you look at the teams in their silos. But in practice, marketing generates new leads, while the sales team works to close those leads. Both activities drive revenue together. So how do you ensure alignment? Here are things to keep in mind when you want to align your teams:

• If the leaders aren’t aligned, the team will never be aligned. You can accomplish this by developing shared definitions and criteria for leads, MQLs (marketing-qualified leads), SQLs (sales-qualified leads), opportunities, and customers. Use each other’s customer data, analytics, and field research to build customer personas visible to the entire team.
• Present both teams’ goals as shared goals. For example, the marketing goal of generating new leads becomes “generating new qualified leads that the sales team can close.”
• Bring marketing and sales teams together in as many ways as possible. It should include running monthly meetings and conducting shared training sessions. Be sure there’s ample opportunity to share insights.
• Lean on technology. Automation tools help sales teams keep up with customer behaviors and create data-based strategies, such as objective lead prioritization. Forget subjective opinions and gut feelings. The system assigns numerical values to potential customers based on quantifiable data. The data, including website visits, downloaded content, and past interactions, predicts the likelihood of a lead converting into a paying customer. This is just the beginning of what tech can do to help; we’ll tackle more below.

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Sellers’ strategies are rooted in helping buyers solve their challenges and nurture authentic relationships. The goal of marketing strategies is to get more qualified leads into the pipeline. Let’s take a look at how they break down:

Once again, it appears as if these departments have separate agendas. Marketing wants to attract and keep customers’ attention. Sales teams want to lead customers to make a purchase. They simply need to pass the baton when leads are ready. However, to make and exceed revenue goals, both teams’ strategies must be based on the same information: What is the target audience, and what are they looking for?

Marketing and sales tools have advanced with the speed of technology. We can seamlessly integrate data and research to create better communication, enhance productivity, streamline processes, and grow revenue.

Here are some of the different marketing and sales tools available for business leaders and how their functions enable their marketing and sales teams’ performances.

A closer look at tools sales and marketing use together

There are certain tools both marketing and sales use to get the job done. Here are a few of the top ones to consider:

Your CRM is one of the most powerful resources in your business toolbox. The right CRM can integrate all the marketing and sales tools discussed above into one easily managed platform. Marketing uses CRM data to build messaging campaigns for ads, for example, and pulls new leads into the CRM. Then, sales dives in with outreach and sales calls, moving those leads to close.

Email management software

With email marketing platforms, marketing can send targeted campaigns to contacts culled from online research or via third-party contact list purchases. Once a lead has shown interest, sales can prioritize them with tags, continue outreach, and track email engagement via opens and clicks. Generative AI can be a big help here; you can automate personalized emails and schedule follow-ups in one click.

Partner relationship management

Partner relationship management software (PRM) helps marketing and sales connect with partners — distributors, resellers, affiliates, and more — in one location. The centralized hub encourages seamless interactions where partners can find branded assets, training materials, and more.

Partners stay updated on the latest, relevant content to help you grow revenue. Of course, a tool is only as good as the craftsman using it.

Build alignment between sales and marketing

Both teams are critical to your businesses and depend on each other to drive growth and revenue. Companies with marketing and sales teams that work together gain a serious edge, offering a consistent and positive experience that builds trust and loyalty, creating more satisfied customers and higher revenue.

Want to take the #1 CRM for a test drive?

Go on our Guided Tour to see how Sales Cloud boosts productivity at every stage of the sales cycle. 

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Daniel is of the world’s leading experts on LinkedIn as a platform for sales, Sales Navigator, and social selling. Daniel has generated millions of pounds (GBP) in sales from social media, built an audience of over 800,000 followers, and published two best-selling books, ‘The Ultimate LinkedIn Sales Guide’ and ‘The Million-Pound LinkedIn Message.’

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