sales and marketing
Sales and Marketing
Sales and marketing is a love hate relationship within a company. They both are vital to the selling process, but their jobs, while having the same objectives, are extremely different and often causes tension within a company. Marketing is based on research and development for a product in order to focus where it is to be placed in the market, how it is priced and promoted, while it is Sales duty to take the findings from the research and use them to land clients and customers who will by the product, and then work with them to make the product client focused and retain a relationship. The problem arises when Sales doesn’t agree with the Marketer’s findings and Marketers are irritated about Sales lack of execution on a product. Their relationship is crucial to the company because they are what make customers buy products and therefore the investigation into how a company can create a cohesiveness between the the department is vital to all businesses.
According to career planner.com the basic job description for a marketing manager is to “Determine the demand for products and services offered by a firm and its competitors and identify potential customers. Develop pricing strategies with the goal of maximizing the firm 's profits or share of the market while ensuring the firm 's customers are satisfied. Oversee product development or monitor trends that indicate the need for new products and services.” Marketers’ majority job is to focus on target markets, segmentation, and positioning products, this entails a lot of research of the market. Their main concern is with promotion, price, placement, and the product those four “P’s” are crucial to their job description because it is the first few steps before the selling process even begins. This is where the tension begins with selling and marketing “Each function takes on tasks it believes the other should be doing but isn’t. All too often, organizations find that they have a marketing function
Sales and marketing is a love hate relationship within a company. They both are vital to the selling process, but their jobs, while having the same objectives, are extremely different and often causes tension within a company. Marketing is based on research and development for a product in order to focus where it is to be placed in the market, how it is priced and promoted, while it is Sales duty to take the findings from the research and use them to land clients and customers who will by the product, and then work with them to make the product client focused and retain a relationship. The problem arises when Sales doesn’t agree with the Marketer’s findings and Marketers are irritated about Sales lack of execution on a product. Their relationship is crucial to the company because they are what make customers buy products and therefore the investigation into how a company can create a cohesiveness between the the department is vital to all businesses.
According to career planner.com the basic job description for a marketing manager is to “Determine the demand for products and services offered by a firm and its competitors and identify potential customers. Develop pricing strategies with the goal of maximizing the firm 's profits or share of the market while ensuring the firm 's customers are satisfied. Oversee product development or monitor trends that indicate the need for new products and services.” Marketers’ majority job is to focus on target markets, segmentation, and positioning products, this entails a lot of research of the market. Their main concern is with promotion, price, placement, and the product those four “P’s” are crucial to their job description because it is the first few steps before the selling process even begins. This is where the tension begins with selling and marketing “Each function takes on tasks it believes the other should be doing but isn’t. All too often, organizations find that they have a marketing function
Cited: [1] Career planner. N.p., n.d. Web. 9 May 2013. . [2] Sales Career Online. N.p., n.d. Web. 9 May 2013. . [3] Kotler, Philip, Neil Rackham, and Suj Krishnaswamy. "ENDING THE WAR BETWEEN SALES & MARKETING." Harvard Business Reveiw 84.7/8 (2006): 68-78. EBSCOhost. Web. 3 May 2013. . [4] Sabnis, Gaurav, Sharmila C. Chatterjee, Rajeep Grewal, and Gary L. Lilien. "The sales Lead Black Hole: On Sales Rep 's Follow-up of Makreting Leads." Journal of Marketing (2013). EBSCOhost. Web. 3 May 2013. .