Cooperation and conflict between industrial sales and production

Clare, Donald A.; Sanford, Donald G.

doi:10.1016/0019-8501(84)90029-4

Cited by 31 publications

(7 citation statements)

References 15 publications

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“…Clearly, because M/M interfaces require a high degree of ongoing communication, collaboration and coordination, the ability of these two functions to work harmoniously together is a strategic imperative. Yet, the way in which social processes embedded within the M/M interaction impede or enhance business performance remains enigmatic, especially since the relationship between marketing and manufacturing has been typically described as uncomfortable and frequently adversarial (Clare and Sanford, 1984;Shapiro, 1977), "the focal point of much more frequent and heated disagreement than occurs between other pairs of functions." (Hayes and Wheelwright, 1984, page 199).…”

Section: Proposed Research Model and Propositionsmentioning

confidence: 99%

Why should marketing and manufacturing work together?

Hausman

Montgomery

Roth

2002

J of Ops Management

171

127

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This paper presents an exploratory investigation of the manufacturing/marketing (hereafter M/M) interface. Drawing on the literature and prior empirical work in M/M strategies, we propose a path model for assessing the mediating impact of the M/M interface harmony-the functions' ability to work together-on M/M morale and business performance. Using two convenience samples of executives, we empirically test the direct and indirect influence of predisposing factors (antecedents) and performance outcomes (consequences) that are expected theoretically to influence or be influenced by M/M interface harmony.We find that 11 of the 13 hypothesized direct effects are significant at the 0.012 level or below; and attesting to the mediating influence of the M/M ability to work together, 11 of the 12 indirect effects were significant at the 0.02 level or below. Increasing the emphasis on the importance of marketing or manufacturing, or both, improves the ability of both functions to work harmoniously, which in turn impacts M/M morale. Interfunctional harmony appears to have a stronger influence on each function's morale than the importance attached to that function, ceteris paribus. Contrary to conventional wisdom, the study provides insight on the distinctive roles whereby marketing and manufacturing functions influence performance. Marketing acts to improve competitive position and profitability through the mediating influence of M/M interface harmony and improved marketing morale. However, manufacturing morale was not shown to be a significant factor impacting performance. Rather, emphasis on manufacturing impacts competitive position directly, as indicated by the resource-based view of manufacturing strategy. This exploratory study provides new empirical evidence that the M/M interface harmony, as expressed by the functions' ability to work together, matters significantly to business outcomes directly and indirectly.

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Section: Proposed Research Model and Propositionsmentioning

confidence: 99%

Why should marketing and manufacturing work together?

Hausman

Montgomery

Roth

2002

J of Ops Management

171

127

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“…Lancaster (1995) provides an interesting review of some of the literature on the production/engineering interface and offers normative guidelines for its coordination. Other work has addressed conflicts between engineering and marketing (Weinrauch and Anderson 1982), the sales and production interface (Clare and Sanford 1984;Konijnendik 1993), and the marketing and manufacturing interface (Crittenden, Gardiner, and Storm 1993).…”

Section: Marketing and Other Functionsmentioning

confidence: 99%

Business Marketing Comes of Age: A Comprehensive Review of the Literature

Reid¹,

Plank²

2000

Journal of Business-to-Business Marketing

119

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Since 1978 business marketing has seen a great deal of research activity. It is reasonable to ask whether this has led to advances in theory development and a general increase in our level of knowledge of business marketing. This article reviews the business marketing literature from 1978-1997 from twenty-three journals, five sets of proceedings, and selected books of articles in an attempt to answer that question. Over two thousand articles were examined to assess the current state of the field and suggest directions for future development. As the sheer number of articles since 1978 would suggest, the field of business marketing has attracted a considerable amount of attention. Close examination of the past twenty years of research, however, clearly indicates that certain areas have received a disproportionate share of the research effort. Organizational buyer behavior, strategy and planning, and sales management accounted for over forty percent of the articles published. Important areas such as computers and technology in business markets, marketing to the government, ethics in business markets, and pricing, in contrast, have received relatively little research attention. Regardless of the uneven coverage, the research in business marketing over the past twenty years has been conceptually and empirically strong. Changes in the way business is done has also resulted in a recent surge in theory development in the area of buyer-seller relationships within the context Source n % Year

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“…Recent changes in technology, shortened product life cycles, and complex supply chains, while heightening the need for coordination, have made the challenge more difficult (Anderson & Lee, 1999). Observed difficulties in achieving delivery speed and reliability have further increased the importance of demand management as a gateway function in providing an effective coordination between marketing and manufacturing functions (Shapiro, 1977; Clare & Sanford, 1984; Crittenden & Crittenden, 1995).…”

Section: Introductionmentioning

confidence: 99%

Revenue Management in Order‐Driven Production Systems

Barut¹,

Sridharan²

2005

Decision Sciences

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This article investigates the effectiveness of a tactical demand-capacity management policy to guide operational decisions in order-driven production systems. The policy is implemented via a heuristic that attempts to maximize revenue by selectively accepting or rejecting customer orders for multiple product classes when demand exceeds capacity constantly over the short term. The performance of the heuristic is evaluated in terms of its ability to generate a higher profit compared to a first-come-first-served (FCFS) policy. The policies are compared over a wide range of conditions characterized by variations in both internal (firm) and external (market) factors. The heuristic, when used with a Whole Lot order-processing approach, produces higher profit compared to FCFS when profit margins of products are substantially different from each other and demand exceeds capacity by a large amount. In other cases it is better to use the heuristic in conjunction with the Split Lot order-processing approach.

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Cooperation and conflict between industrial sales and production

Cited by 31 publications

References 15 publications

Why should marketing and manufacturing work together?

Why should marketing and manufacturing work together?

Business Marketing Comes of Age: A Comprehensive Review of the Literature

Revenue Management in Order‐Driven Production Systems

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