Sales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer service

Claro, Danny Pimentel; Ramos, Carla

doi:10.1080/08853134.2018.1437353

Cited by 51 publications

(27 citation statements)

References 67 publications

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“…If one starts from the private sector, customer support is also understood as a separate service. The task of customer support is to solve customers' individual problems (Claro and Ramos 2018). It is particularly important in the after-sales phase, as this enables companies to retain customers (Bruhn 2011).…”

Section: Services For Software and Imsmentioning

confidence: 99%

Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption

2021

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Innovation Management Software can promote Entrepreneurial Ecosystems by consolidating an organization’s innovation programs, stakeholders, and resources in one place. In this study, we highlighted the digitalization of innovation processes. We focus particularly on the factors influencing the adoption of a specific class of software tools called Innovation Management Software (IMS) or Digital Innovation Management System to support innovation management methods and activities. Specifically, we address the two questions (a) which specific functionality drives the adoption of IMS tools, and (b) which services of IMS providers are valuable in supporting the adoption of IMS by organizations aiming to digitalize their innovation processes. By using an online questionnaire, we gathered survey data from 199 innovation managers of German firms. We used regression analysis to test our hypotheses. While the overall IMS adoption is considered to positively affect the new product development (NPD) efficiency, our results indicate that especially idea management functionalities and services for updates and upgrades improve the IMS adoption. Surprisingly, offering complementary consulting services together with IMS offerings to support the digitalization of innovation processes reduces the likelihood of IMS adoption. These findings are important for managers, consultants, and developers in order to choose and leverage the right options for improving the adoption of IT tools in the NPD process and therefore increase NPD performance and thus also promote Entrepreneurial Ecosystems.

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Section: Services For Software and Imsmentioning

confidence: 99%

Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption

2021

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“…In another literature that lends support to the cross-functional interface approach in this study, De Swaan Arons et al (2014, p. 59) comment, “marketing has become too important to be left just to the marketers.” While Felix et al (2017) remind of the pertinence for marketers to respond effectively to strategic marketing trends, for example the inclusion of other departments or employees in the execution of marketing actions. The interface between marketing and sales has received immense empirical recognition (Claro and Ramos, 2018; Keszey and Biemans, 2016; Hughes et al , 2012; Hulland et al , 2012; Malshe, 2011; Matthyssens and Johnston, 2006; Beverland et al , 2006). In addition, the plausible notion of inherent synergies, such as improving sales performance, customer value and overall organizational performance (Malshe and Biemans, 2014; Claro and Ramos, 2018; Rouziès and Hulland, 2014; Avlonitis and Lionakis, 2015) add to the importance of examining this interface.…”

Section: Literature Review and Theoretical Perspectivementioning

confidence: 99%

Marketing-sales-service interface and social media marketing influence on B2B sales process

Enyinda

Opute²,

Fadahunsi

et al. 2020

JBIM

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Purpose The purpose of this paper is to understand marketing–sales–service (M-S-S) interface from the point of how social media marketing (SMM) platforms are prioritized and associated business-to-business (B2B) sales process influence. This study also seeks to understand whether effective triadic alignment is achieved between marketing, sales and service. Design/methodology/approach This study combines literature review and the analytical hierarchy process model. In total, 30 M-S-S managers of a multinational electronics firm situated in Africa and the Middle East participated in this study. The authors collected data from M-S-S managers during training sessions on marketing, sales, service alignment and SMM role in sales process. Findings In their drive for customer orientation and improved organizational performance, marketing, sales and service managers view understanding the customer as the most important sales process attribute. Considered second most significant sales process attribute is needs discovery, whereas approaching the customer is ranked the least important. From the ratings of sales process attributes evaluation and rankings of SMM platform alternatives, the results show a significant hierarchical influence of Facebook, LinkedIn and Twitter on sales process. The results also show an enabling influence of SMM activity on M-S-S interface alignment. Research limitations/implications This study has a twofold limitation. First, it explored only one major B2B firm in the electronics industry. Second, only the African and Middle East settings are considered in this study. These limitations could be addressed in future research. Practical implications This paper provides practical insights into how M-S-S managers may leverage social media to enhance customer orientation and boost organizational performance. The use of SMM can help M-S-S managers of the focal firm to predict purchase behavior of customers more accurately and as a result effectively manage and improve sales performance. In that drive of using SMM-based competitive intelligence to deliver superior customer experience and enhance sales performance, B2B marketing-oriented firms can also leverage the interdependence (information sharing and involvement) in the M-S-S interface during the SMM activity to enhance triadic alignment. Originality/value This study contributes to the literature by developing a framework for modeling SMM influence on M-S-S and B2B sales process to deliver superior customer experience and drive business performance.

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“…Conducting a systematic approach or many articles focused on cross-functional endeavours between marketing and other functions, such as: R&D (de Clercq, Thongpapanl and Dimov, 2011;Hausberg and Leeflang, 2019;Lin, Wang and Kung, 2015;Belasen and Rufer, 2014); logistics (Lopes Pimenta, Lago da Silva and Tate, 2016); IT (Buckley, 2015); purchasing (Ashnai et al, 2019); sales (Canacott et al, 2018;Hausberg and Leeflang, 2019); corporate communications (Neill and Jiang, 2017); and operations (Piercy, 2010). Other cross-functional combinations in the literature included contexts related to product development (Coradi, Heinzen and Boutellier, 2015;Porter and Heppelmann, 2015); crossfunctional project teams including two or more functions (Ståhle, Ahola and Martinsuo, 2019;Anthony, Green and McComb, 2014); engineering (Clercq, Thongpapanl and Dimov, 2013); and customer service (Claro and Ramos, 2018). Further in-depth reading on the cross-functional integration literature by studied function is provided by Ashenbaum, Blair and Brewer (2020).…”

Section: Introductionmentioning

confidence: 99%

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

Jeske

Calvard

2020

IJOA

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Purpose Structural and technological changes are driving functional reorganization in many organizations. To date, there are very few articles that explicitly, consistently and cumulatively focus on cross-functional integration. This paper aims to review and explore the literature that does directly address cross-functional integration. Design/methodology/approach The authors conducted a literature review within the general management domain for the time frame 2010 to 2020 and identified 71 relevant articles that provide an overview of current practices and trends. Findings This conceptual paper reviews this identified literature and outlines key trends, noteworthy articles and a summary of relevant theories, and provides an overview of outcomes linked to cross-functional integration in the literature. The paper concludes with a set of recommendations for practitioners and an outline of potential research areas for academic researchers, including a call for more theory integration, building and testing in the area of cross-functionality. Originality/value This paper is the first of its kind to attempt to summarize the literature on cross-functionality (published between 2010 and 2020), a currently very fragmented field of study spread out across different management disciplines.

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Sales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer service

Cited by 51 publications

References 67 publications

Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption

Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption

Marketing-sales-service interface and social media marketing influence on B2B sales process

A review of the literature on cross-functional integration (2010–2020): trends and recommendations

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