Flexibility in marketing & sales interfacing processes

Preliminary insights in the marketing literature indicate that flexibility is important in marketing and sales processes and interaction. However, to date marketing and sales management literature lacks an understanding of what flexibility in marketing-sales interfaces looks like, its potential orga...

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Main Authors:	Belinda Dewsnap, Milena Micevski, John Cadogan, Selma Kadic-Maglajlic
Format:	Default Article
Published:	2020
Subjects:	Flexibility Marketing and sales interface Strategic flexibility Intra-organizational Cross-functional Marketing and sales resources
Online Access:	https://hdl.handle.net/2134/12927341.v1
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id	rr-article-12927341
record_format	Figshare
spelling	rr-article-129273412020-10-13T00:00:00Z Flexibility in marketing & sales interfacing processes Belinda Dewsnap (1257168) Milena Micevski (7197116) John Cadogan (1255026) Selma Kadic-Maglajlic (7197977) Flexibility Marketing and sales interface Strategic flexibility Intra-organizational Cross-functional Marketing and sales resources Preliminary insights in the marketing literature indicate that flexibility is important in marketing and sales processes and interaction. However, to date marketing and sales management literature lacks an understanding of what flexibility in marketing-sales interfaces looks like, its potential organizational consequences, and potential boundary conditions. Using data from interviews with marketing and sales managers, this study explores the nature, outcomes and facilitators of flexibility at the marketing-sales interface. This study conceptualizes marketing-sales interface flexibility (MSIF) as a process of flexible cross-functional resource exchange and finds that MSIF has positive organizational outcomes (both in terms of performance and relationship quality); that MSIF is essential for firms when dealing with exigencies in turbulent environments; and that the utility of MSIF is conditioned by the speed with which MSIF is implemented. The research contribution is twofold. At a theoretical level, the study defines the construct for the first time, revealing MSIF’s conceptual composition for examination, and develops theory regarding MSIF’s direct relationships with key business outcomes, as well as likely contingencies that shape its importance. At a practical level, the study’s framework offers a tool that managers can use to help build organizational success through enhanced flexibility in their marketing-sales interfaces. 2020-10-13T00:00:00Z Text Journal contribution 2134/12927341.v1 https://figshare.com/articles/journal_contribution/Flexibility_in_marketing_sales_interfacing_processes/12927341 CC BY-NC-ND 4.0
institution	Loughborough University
collection	Figshare
topic	Flexibility Marketing and sales interface Strategic flexibility Intra-organizational Cross-functional Marketing and sales resources
spellingShingle	Flexibility Marketing and sales interface Strategic flexibility Intra-organizational Cross-functional Marketing and sales resources Belinda Dewsnap Milena Micevski John Cadogan Selma Kadic-Maglajlic Flexibility in marketing & sales interfacing processes
description	Preliminary insights in the marketing literature indicate that flexibility is important in marketing and sales processes and interaction. However, to date marketing and sales management literature lacks an understanding of what flexibility in marketing-sales interfaces looks like, its potential organizational consequences, and potential boundary conditions. Using data from interviews with marketing and sales managers, this study explores the nature, outcomes and facilitators of flexibility at the marketing-sales interface. This study conceptualizes marketing-sales interface flexibility (MSIF) as a process of flexible cross-functional resource exchange and finds that MSIF has positive organizational outcomes (both in terms of performance and relationship quality); that MSIF is essential for firms when dealing with exigencies in turbulent environments; and that the utility of MSIF is conditioned by the speed with which MSIF is implemented. The research contribution is twofold. At a theoretical level, the study defines the construct for the first time, revealing MSIF’s conceptual composition for examination, and develops theory regarding MSIF’s direct relationships with key business outcomes, as well as likely contingencies that shape its importance. At a practical level, the study’s framework offers a tool that managers can use to help build organizational success through enhanced flexibility in their marketing-sales interfaces.
format	Default Article
author	Belinda Dewsnap Milena Micevski John Cadogan Selma Kadic-Maglajlic
author_facet	Belinda Dewsnap Milena Micevski John Cadogan Selma Kadic-Maglajlic
author_sort	Belinda Dewsnap (1257168)
title	Flexibility in marketing & sales interfacing processes
title_short	Flexibility in marketing & sales interfacing processes
title_full	Flexibility in marketing & sales interfacing processes
title_fullStr	Flexibility in marketing & sales interfacing processes
title_full_unstemmed	Flexibility in marketing & sales interfacing processes
title_sort	flexibility in marketing & sales interfacing processes
publishDate	2020
url	https://hdl.handle.net/2134/12927341.v1
_version_	1797368545909145600

Flexibility in marketing & sales interfacing processes

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