All quiet on the Western front? Empirical evidence on the "War" between Marketing Managers and Sales Managers

Massey, GR

All quiet on the Western front? Empirical evidence on the "War" between Marketing Managers and Sales Managers

Massey, GR

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Publication Type:: Journal Article
Citation:: Australasian Marketing Journal, 2012, 20 (4), pp. 268 - 274
Issue Date:: 2012-11-01

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Field	Value	Language
dc.contributor.author	Massey, GR https://orcid.org/0000-0002-2044-0957	en_US
dc.date.issued	2012-11-01	en_US
dc.identifier.citation	Australasian Marketing Journal, 2012, 20 (4), pp. 268 - 274	en_US
dc.identifier.issn	1441-3582	en_US
dc.identifier.uri	http://hdl.handle.net/10453/22657
dc.description.abstract	A common assumption in the literature is that ineffective relationships and conflict between Marketing Managers and Sales Managers and their respective departments is endemic. This article challenges that assumption via an exhaustive review of the large sample quantitative studies of this important working relationship. The analysis reveals that the assumption is unsustainable in the light of the evidence, and that Marketing Manager/Sales Manager relationships are generally effective. This is encouraging news for these managers and their firms, as recent work has established that effective Marketing/Sales relationships are positively associated with superior value creation and market performance. © 2012 Australian and New Zealand Marketing Academy.	en_US
dc.relation.ispartof	Australasian Marketing Journal	en_US
dc.relation.isbasedon	10.1016/j.ausmj.2012.05.015	en_US
dc.title	All quiet on the Western front? Empirical evidence on the "War" between Marketing Managers and Sales Managers	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	20	en_US
utslib.for	1505 Marketing	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	closed_access
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	20	en_US

Abstract:

A common assumption in the literature is that ineffective relationships and conflict between Marketing Managers and Sales Managers and their respective departments is endemic. This article challenges that assumption via an exhaustive review of the large sample quantitative studies of this important working relationship. The analysis reveals that the assumption is unsustainable in the light of the evidence, and that Marketing Manager/Sales Manager relationships are generally effective. This is encouraging news for these managers and their firms, as recent work has established that effective Marketing/Sales relationships are positively associated with superior value creation and market performance. © 2012 Australian and New Zealand Marketing Academy.

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http://hdl.handle.net/10453/22657