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Sales and Marketing Collaboration -A Collaborative Model • Customer value proposition • Quick response to customer needs • Processes are focused on efficiency and effectiveness • Overall outcome: Optimal Sales and Marketing Collaboration
Source publication
Sales and marketing integration has a direct and significant impact on customers and the revenue-earning
potential of the organization. This research demonstrates the benefits of a close integration between sales
and marketing and emphasizes its impact on the organization performance. Sales and marketing
integration is a complex and multifaceted co...
Contexts in source publication
Context 1
... and Turnell (2003) found that improvement in customer satisfaction leads to improvements in market performance. In such initiatives, a key ingredient of their success is strong collaboration between sales as well as marketing where all are focusing on the customer value proposition as explained in Figure 5. ...
Context 2
... and Turnell (2003) found that improvement in customer satisfaction leads to improvements in market performance. In such initiatives, a key ingredient of their success is strong collaboration between sales as well as marketing where all are focusing on the customer value proposition as explained in Figure 5. ...
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Citations
... In this case, aspects of product, price, location, promotion, and service are the main factors in creating customer satisfaction (Nafira & Supriyanto, 2022;Purnama & Andarini, 2023). Increased sales can be achieved by setting clear market targets and integrated marketing strategies (Madhani, 2016;Tukirin, 2023). Companies need to understand consumer needs, improve service quality, and design short-term to long-term strategies. ...
Research on the marketing strategy of Toyota Innova Zenix HV highlights the importance of innovation and responding to consumer preferences. With increasing attention to fuel efficiency and environmental sustainability, companies must ensure their marketing strategies are in line with these trends. This study aims to strengthen Astra International's position in the eco-friendly vehicle market, increase sales, and support the development of the Indonesian automotive industry. The study was conducted at PT Astra International Tbk - TSO Auto2000 Yasmin, Bogor, in September-December 2023 using a qualitative method based on case studies. Primary data was obtained through interviews, while secondary data came from literature studies and internal documents. The marketing strategy analysis used the Internal-External (IE) Matrix which produced three main strategies: Growth, Stability, and Retrenchment. The SWOT analysis maps four strategies, namely SO (leveraging strengths for opportunities), ST (facing threats with strengths), WO (overcoming weaknesses with opportunities), and WT (minimizing weaknesses and threats). The strategic position of Toyota Innova Zenix HV is in quadrant I, indicating a great opportunity to implement an aggressive strategy through expansion, innovation, and investment. This holistic approach supports Auto2000 Yasmin's position in the hybrid vehicle market, while also driving sustainable growth in the long term.
... The term 'competitive advantage' are factors by which a company can position itself through their products and service offerings outperforming its rivals (Daniela, 2014) to gain more customers, increased value perception (Kurt Christensen, 2010), sales (Madhani, 2016), profits (Orishede, 2021), increase market share (Wang et al., 2011) or achieve its organization goals (Singh, 2012). The companies should find the factors influencing competitive advantage and prepare themselves to handle these factors successfully to excel so that their products and or services are positioned above their competitors and make them more preferential to the target customers. ...
1. Abstract: Electric Vehicle (EV) manufacturing is an emerging and evolving industry. Gaining competitive advantage (CA) through apt strategies is of importance to existing as well as new entrants in the EV automobile industry. This paper aims to find various factors that may affect gaining Competitive Advantage (CA) in EV industry and to help strategy makers to weigh and prioritize them to gain competitive advantage in the EV industry. Extensive literature search and review is done as a method to find various factors influencing EV sector CA. The paper also evaluates Porter's Three Generic Strategies for competitiveness and Five Forces Framework to gain competitive advantage. The case study has helped to find various external and internal factors that affect the CA of emerging EV industry. The study also finds that Porter's generic strategies and five force frameworks are still widely used and useful for strategists in the EV industry but there could be additional drivers pertaining to current digital, technological and globalization environment currently prevailing in the industry. The findings are based on Desktop literature and data review without having done any field surveys or data collection.
... Possession of unique resources (inimitable to competition) (Madhani 2016) 20 ...
Background: The foundry industry plays an important economic role in South Africa and all efforts should be made to sustain the industry. However, the problem is that many foundries are closing down due to economic factors.
Aim: The primary research objective was to identify from literature the micro-economic drivers applicable to the sustainable competitive advantage (SCA) of foundries in South Africa. The secondary objectives were to benchmark the perceptions of stakeholders in the most prominent micro-economic drivers identified from literature.
Setting: With micro-economic drivers identified, management can then compile a SCA strategy to retain the industry. Foundry representatives from foundries located in all nine provinces of South Africa were invited to participate in the study.
Method: An explanatory sequential mixed-methods approach was followed by first employing a quantitative approach, followed by a qualitative approach to identify the most prominent micro-economic drivers. Descriptive data analysis was utilised for the quantitative data and thematic analysis was utilised for the qualitative phase.
Results: It was found that the most prominent micro-economic drivers are product quality, the ability to innovate, employees’ skills development, and investment in plant infrastructure.
Conclusion and contribution: The article contributes towards the deficiency in literature by presenting the most prominent micro-economic drivers for the South African foundry industry. The article also makes recommendations on SCA strategies for foundries in South Africa based on the four micro-economic drivers.
... An "opportunity" is defined as any chance for nonconformance or not meeting the required specifications. Most firms produce at a level of two to three Sigma, meaning that between 66,807 and 308,537 defects occur with every one million opportunities; this means between 6.7% and 30.9% of everything produced contains a defect (Madhani, 2016b). A Sigma quality level offers an indicator of how often defects are likely to occur, whereby higher sigma quality levels indicate a process that is less likely to create defects as the quality level also increases accordingly (Table 1). ...
Human resource (HR) is the backbone of an organization and hence, there is need to build its underlying capabilities for effective service delivery. Six Sigma aims at improving the effectiveness of processes by collecting data and then using advanced statistical analysis tools to solve the problems. Six Sigma deployment in HR provides consistency in operations and leads to quality excellence by providing better services at lower costs. Six Sigma approach adds more science to the art of HR, which is used to measuring outcomes it can control, rather than those it can influence. Six Sigma deployment in HR transforms typical HR practices with a proactive approach and leads to better, faster and more cost-effective services; improve internal customer satisfaction and greater motivation and job satisfaction of employees. The research develops various framework for Six Sigma deployment in HR and provides case studies of successful Six Sigma deployment in various areas of HR.
... Furthermore, scholars agree that the marketing and sales collaboration provides a significant advantage due to an overall improved organizational performance (Le Meunier-FitzHugh & Lane, 2009;Piercy, 2010;Lyus, Rogers, & Simms, 2011;Madhani, 2015). New research suggests that there is evidence that organizations improve the alignment and integration of their sales and marketing departments to assure consistency in front of the customers (Rouziès, et al., 2005;Le Meunier-FitzHugh & Piercy, 2007;Le Meunier-FitzHugh & Piercy, 2011;Le Meunier-FitzHugh & Douglas, 2016;Madhani, 2016b). One important theoretical framework (see Figure 1) in this research area is the "framework for sales-marketing integration" developed by Rouziès, et al. (2005). ...
Purpose
The purpose of this study is to investigate the influence of digital transformation on the intersection of marketing and sales departments.
Design/methodology/approach
This area has received little attention in academic literature while considerable amount of research exists surrounding the marketing and sales integration, the influence of the trend of digital transformation on both departments and how it affects their collaboration is not investigated in-depth and is therefore studied by qualitative research via semi-structured interviews in six German organizations.
Findings
By considering the findings the collaboration between the marketing and sales departments in German organizations is perceived as good. However, generation-related conflicts occur due to different demographic structures of employees. The study provides evidence that the digital transformation affects the marketing and sales integration and thus, the overall organizational performance.
Originality/value
Moreover, it is crucial that organizations face the challenges that occur in terms of interdepartmental relationships and be aware of the huge potentials which arise due to digital transformation to improve the marketing and sales collaboration.
... Considering marketing and sales together is beneficial to strengthen a company's interface with its customers as both functions directly interact with them (Rouziès and Hulland, 2014). The effective collaboration between sales and marketing stated as sales integration leads to the ability to better and faster respond to customer requirements (Madhani, 2016). As a result, sales integration positively affects value creation and thus business performance (Rouziès et al., 2005). ...
Product development is the crucial marketing capability for successfully and sustainably bringing new or adapted products to the market. Throughout the process, companies face challenges in how to adapt their products to international unknown markets while simultaneously enhancing their business performance. Inconsistent and confusing results on this relationship dominate previous research. We argue that the realisation of the marketing strategy of international product adaptation can only be accomplished by relying on a firm’s product development capability. The mediating link between product adaptation and performance induced by the product development capability moderated by sales integration and information processing was examined and confirmed for industrial goods manufacturers for the first time, which advances marketing capabilities theory in approving that the implementation of marketing mix capabilities into marketing strategy, the integration of the sales function and the processing of market information display a performance augmenting effect. Our results show that firms have to evolve a strong product development capability in order to be able to successfully implement strategic international adaptation decisions.
... According to Jo Hatch andSchultz (2003, p. 1047), strategic corporate vision is: "The central idea behind the company that embodies and expresses top management's aspiration for what the company will achieve in the future." A shared vision of SM departments can greatly enhance the eff ectiveness of cooperation between them (Madhani, 2016). With regard to pharmaceutical companies, analysing the example of GlaxoSmithKline, Birkinshaw, Zimmermann and Raisch (2016) highlight the importance that a strong strategic vision plays in the adaptation capabilities of PMCs. ...
Purpose – This paper aims to explore the manner in which cooperation between sales and marketing in pharmaceutical manufacturing companies (PMC) (n=16) and non-pharmaceutical manufacturing companies (NPMC) (n=31) is aff ected by selected indicators. It also attempts to demonstrate how the Partial Least Square (PLS) path modelling technique can reveal latent mechanisms in the interplay of the examined factors aff ecting SM cooperation. Design/methodology/approach – Data collection was carried out in the form of an online questionnaire. The rating scale data gathered was analyzed using PLS path modelling. Findings – Management culture (information exchange, coordination, vision, and communication) as the superblock of the model accounts for a high variance in SM cooperation in both PMCs (R 2=0.619) and NPMCs (R2=0.741). Out of the three variables determining management culture, in PMCs it is coordination (R2%=44), while in NPMCs it is information exchange (R2%=57) that accounts for most of the variance. The results clearly demonstrate that there are factors aff ecting SM cooperation that work diff erently in PMCs and NPMCs. Limitations – As the analysis in this research study was based on a convenience sample, its result should be interpreted with caution and cannot be generalized. Originality/value – This is the fi rst time that the SM interface mechanisms were compared in PMCs and NPMCs using PLS path modelling. PLS revealed latent relationships and mechanisms that play an important role in optimising SM cooperation.
... As evinced by Hofer et al. (2015) recent study, the methodological pattern continues to incorporate quantitative methods at large. Furthermore, sales forecasting remains one of the most important business success parameters, determining the effectiveness of integrated marketingsales functions (Peterson et al. 2015;Madhani 2016). This puts even stronger pressure on accuracy of sales predictions and, thus, on performance as well as suitability of methods utilised to produce those. ...
This paper deals with the issue of forecastability of sales activities of independent financial advisers (agents). Employing the most common quantitative methods on a diverse sample of timelines from multiple advisory companies, we have found that under most settings, these methods offer sub-par performance with high relative errors and no statistical differences between them. When a more granular approach is applied (reflecting sales unit size), ARIMA and the simple moving average emerge as significantly less accurate. This outcome is true for all sales units regardless of their size, when relative error is concerned. Thus, our analysis confirms the difficult forecastability of financial sales, speaking against the utilisation of more sophisticated forecasting methods, which mostly fail when compared to their much simpler and less costly counterparts.
This study aimed at revealing the effect of Intellectual capital on competitive advantage at business organizations of Al-Hassan industrial city in Jordan. The study population consists of managers, heads of HR departments, production operations, financial, marketing and IT departments in 137 different domain business organizations in the Al-Hassan industrial city in the Hashemite Kingdom of Jordan. A 20% sample was randomly taken from these organizations as the sample is inconsistent. 30 organizations was selected based on complete census as per the following categories, 10 clothes organizations, 10 chemical organizations and 10 food production organizations. 8 questionnaires were distributed in each organization to managers, their deputies and assistants, heads of HR, production operations, financial, marketing, and IT departments. So, 240 questionnaires were distributed, 187 were retrieved, 3 of them were invalid, 184 questionnaire were analyzed (76%). The results of this study were that the degree of practicing of intellectual capital represented by the human, Structural and relational capital and the competitive were medium. There is no effect for human, Structural and relational capital in achieving competitive advantage. The study recommended to enhance the intellectual capital as it has an essential role to achieve competitive advantage.
