By Avinash Malshe, Wim Biemans
This publication discusses the customarily frustrating courting among advertising and revenues in B2C and B2B companies when it comes to the inherent (and those that crop up now and then) difficulties, explanations and suggestions. The ebook offers the fabric in 5 brief chapters. the objective viewers for this ebook is basically revenues and advertising and marketing managers in company settings in addition to graduate enterprise scholars who will ultimately prove in managerial roles. hence, this e-book is targeted on being as managerially proper as attainable. for that reason, we use language simply available by way of managers and restrict references to scholarly advertising literature, providing it non-intrusively, whilst wanted. We illustrate the most important matters coated in all the chapters with fabric from 4 or 5 high-profile instances of famous US corporations.
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Additional resources for Improving Sales and Marketing Collaboration: A Step-by-Step Guide
Example text
As a result, it is often difficult to identify where marketing’s responsibility ends and the responsibility of sales begins. These companies emphasize the co-creation of marketing campaigns, with marketing inviting sales into the strategy process and using their insights because they believe this improves their marketing plans. Marketing also stays very close to sales in the implementation of marketing strategies. Both functions appreciate each other’s added value and use every opportunity for collaboration.
This situation, however, does not suggest that they never work interdependently. For example, in such companies, sales occasionally provides feedback to marketing, so that it understands how customers respond to the company’s strategies and activities. Having an established, more mature marketing function allows these companies to address strategic issues that go beyond providing sales support. This is in sharp contrast to the companies with a sales-driven marketing function, where marketing’s responsibilities and role are amorphous and emergent.
Area D: The attributes offered by both your company and the competition that are not valued by customers. These attributes should be eliminated, further developed or better communicated to customers. • Area E: Attributes offered by your company that are not valued by customers. Since these are unique to your company they offer potential to be developed into attributes that create a real competitive advantage. • Area F: Attributes offered by the competition that are not valued by customers. These represent the competitor’s weak elements that can be exploited by developing better products or by pointing them out in communication with customers.