The relationship between sales and marketing

The adoption of the marketing concept has in many companies been accompanied by changes in organisational structure, together with changes in the view of what constitutes the nature of selling.Perhaps the most notable difference between the pre and post-marketing orientated company is the fact that sales are later seen to be a part of the activity of the marketing function.

In the marketing orientated company, the marketing function takes on a much wider controlling and coordinating role across the range of company activities. This facet of marketing orientation is often misunderstood by those in sales, and a great deal of resentment is often engendered between sales and marketing. Such resentment is often due to insensitive and undiplomatic management when making the changes necessary to re-orientate a company. Selling is only a part of the total marketing programme of a company and this total effort should be coordinated by the marketing function.

Marketing Cocept

The marketing concept, however, does not imply that sales activities are any less important, nor that marketing executives should hold the most senior positions in a company.In addition to changes in organisational structure, the influence of the marketing function and the increased professional approach taken to sales has meant that the nature and role of this activity has changed.

Selling and sales management are now concerned with the analysis of customers’ needs and wants and, through the company’s total marketing efforts, with the provision of benefits to satisfy these needs and wants. As with all parts of the marketing mix, the personal selling function is not a stand-alone element, but one that must be considered in the light of overall marketing strategy.

At the product level, two major marketing considerations are the choice of target market and the creation of a advantage. Both of these decisions impact on personal selling.takes on a much wider controlling and coordinating role across the range of company activities. This facet of marketing orientation is often misunderstood by those in sales, and a great deal of resentment is often engendered between sales and marketing. Such resentment is often due to insensitive and undiplomatic management when making the changes necessary to re-orientate a company. Selling is only a part of the total marketing programme of a company and this total effort should be coordinated by the marketing function. The marketing concept, however, does not imply that sales activities are any less important, nor that marketing executives should hold the most senior positions in a company.

In addition to changes in organisational structure, the influence of the marketing function and the increased professional approach taken to sales has meant that the nature and role of this activity has changed. Selling and sales management are now concerned with the analysis of customers’ needs and wants and, through the company’s total marketing efforts, with the provision of benefits to satisfy these needs and wants.

As with all parts of the marketing mix, the personal selling function is not a stand-alone element, but one that must be considered in the light of overall marketing strategy. At the product level, two major marketing considerations are the choice of target market and the creation of a differential advantage. Both of these decisions impact on personal selling.

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