Cultural frames that drive sales and marketing apart: an exploratory study

Abstract

PurposeDespite the necessity of close integration between marketing and sales, managers report less than satisfactory results in this area. This paper aims to examine what keeps the two functions apart. It proposes going beyond surface level behavior to examine the different sub‐cultural mental frames that characterize the two functions.Design/methodology/approachA total of 44 salespeople and marketers across four different organizations in different industries were interviewed.FindingsThe research finds that conflicts between marketing and sales are driven by differences in beliefs about the valid scope and focus of activity, time focus, valid sources of knowledge, differences in perceived status, and the relationship to the business environment.Practical implicationsManagers need to focus on removing implied status barriers between sales and marketing, provide sales with a strategic voice, and attend to structural issues that drive the two functions apart.Originality/valueResearch on the sales‐marketing interface remains scarce. The paper examines this from a cultural point of view and identifies a number of basic cultural frames that explain behavioral differences between the two functions. Critically, it also identifies significant points of difference on which to build greater understanding between the two functions.

What makes strategy making across the sales-marketing interface more successful?

“…In addition, scholars have investigated disparate phenomena in order to explore the interface between these functions and that has fragmented this stream of research. Scholars have highlighted major differences between sales and marketing by citing cultural differences, interfunctional conflict, and differences in thought worlds and perspectives about the marketplace (Beverland et al 2006;Dawes and Massey 2005;Homburg and Jensen 2007;Piercy 2006). However, scholars have also identified avenues where these functions should attempt to set their differences aside and forge strong linkages.…”

“…A related facet of this theme was "bringing strategy from ten thousand feellevel to the ground level." Existing research suggests that salespeople differ from marketers on many fronts such as thought worlds, roles and responsibilities, and cultural orientation (Beverland et al 2006;Homburg and Jensen 2007). Many of our informants from the sales organization noted that for the strategy making exercise to result in successful strategies, marketers had to make conscious efforts to bring both functions on the same wavelength (Donath 1999).…”

“…We wish to note here that qualitative studies in marketing literature (e.g. Beverland et al 2006;Flint et al 2002;Geiger and Turley 2005) have utilized similar or smaller sample sizes. In addition, we stopped data collection upon reaching theoretical saturation, which, at times, is reached after 20 to 30 interviews (Creswell 2007, pp.…”

How do sales and marketing produce business to business value propositions?

“…Cultural differences are less prevalent and under developed in the SMI literature than economic differences. Sales and marketing functions are viewed as having different cultural frames or windows on the world (Beverland et al 2006;Homburg & Jensen 2007 (Webster 2002), value propositions. I will now turn to some of the more detailed findings from the SMI literature in order to draw some conclusions to help inform and develop my thesis.…”

“…Cultural Frames: Beverland, Steel and Dapiran (2006). Thought worlds; Windows on the world Jensen (2007), Cespedes (1996).…”