The joint contribution of marketing and sales to the creation of superior customer value

Organizational linkages for new product development: Implementation of innovation projects

“…Previous literature highlights key factors, such as senior management attitudes, integration mechanisms, and conflict, which can contribute to hamper the coordination of collaborative sales and marketing relationships (Dawes & Massey, 2007;Guenzi & Troilo, 2007;Homburg, et al, 2008;Le Meunier-FitzHugh & Piercy, 2007;Malshe & Sohi, 2009a).…”

“…This study investigates the antecedents of organizational linkages affecting marketing and sales functions during the formalized process of new product development (NPD). According to the literature, marketing and sales interface as an organizational linkage is a key crossfunctional interface to increase customer value and business performance (Guenzi & Troilo, 2007;Guzmán-Cuevas et al, 2009;Homburg & Jensen, 2007;Le MeunierFitzHugh & Piercy, 2007;Lee et al, 2007;Malshe & Sohi, 2009, Ribeiro-Soriano & Urbano, 2010. However, most of the empirical research in this direction remains limited and evidence reports poor collaboration between sales and marketing functions (Kotler et al, 2006;Rouziès et al, 2005;Ries & Ries, 2009) and even research to support inter-functional conflict (Dawes & Massey, 2005;Le MeunierFitzHugh & Piercy, 2007).…”

“…In this direction, Ernst et al (2010), and Malshe and Biemans (2014) identify the importance of sales and marketing interaction during new product development to underline the need for a strong relationship between sales and marketing to create organizational success (Guenzi & Troilo, 2007; on the perceived effectiveness of marketing/sales relationship during the implementation of innovation projects. The study analyzes how organizational mechanisms, like the amount of shared communication and its quality, affect trust and the relationship of effectiveness between marketing and sales functions.…”

Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

“…organizational performance, corporate performance, business performance, operational performance, financial and non-financial performance, innovation performance, and quality performance. As adapted in this study, Asikhia (2010), Ahmed et al (2007), Guenzi & Troilo (2007), Khong & Richardson (2003), Bontis, Chua & Richardson (2000) and Bhote (1996) measured performance in two dimensions: operational performance and organizational performance. Operational performance reflects the performance of internal operation of the company in terms of cost and waste reduction, improving the quality of products, improving flexibility, improving employee relations, operating procedures; and productivity improvement (Salaheldin, 2009).…”

“…Customers' complaints, lost customer analysis and feedback are used to improve the products/ services G16 Customers are satisfied with the customer service and Customers relationship management of my organization Source: Khong & Richardson (2003); Bontis, 1998;Bontis et al 2000;Bhote, 1996;Guenzi & Troilo, 2007;Asikhia, 2010 In general, there is a common assumption in the literature that the BPR CSFs have a positive impact on the operational performance (Ahmed et al, 2007;Khong & Richardson, 2003;Peppard & Fitzgerald, 1997). They indicated that BPR firms outperform non-BPR firms in operational performance such as reduction in production costs, increasing productivity, improving flexibility, improving employee relations, operating procedures and improving the quality of products.…”