The changing role of sales

viewing sales as a strategic, cross-functional process

Kaj Storbacka, Lynette Ryals, Iain A. Davies, Suvi Nenonen

Research output: Contribution to journalArticle

52 Citations (Scopus)

Abstract

Purpose – Although there is substantial practitioner evidence for changes in the role and functioning of sales in the twenty-first century, there is little academic research charting new directions for the sales function in a business-to-business context. This paper aims to report on four case studies that illustrate how sales is changing.
Design/methodology/approach – The case studies involve large global companies who were changing their existing sales process to adapt to changing circumstances. The organizations comprised four global industries: construction, power solutions, building technology, and electronics and software.
Findings – The results demonstrate that sales is changing in three interrelated aspects: from a function to a process; from an isolated activity to an integrated one; and is becoming strategic rather than operational.
Originality/value – The results suggest that changes in the role of sales will affect sales processes and the way that the sales function liaises with other departments.
Original languageEnglish
Pages (from-to)890-906
Number of pages17
JournalEuropean Journal of Marketing
Volume43
Issue number7/8
DOIs
Publication statusPublished - 2009

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Construction industry
Academic research
Integrated
Software
Functioning
Business to business
Design methodology

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The changing role of sales : viewing sales as a strategic, cross-functional process. / Storbacka, Kaj; Ryals, Lynette; Davies, Iain A.; Nenonen, Suvi.

In: European Journal of Marketing, Vol. 43, No. 7/8, 2009, p. 890-906.

Research output: Contribution to journalArticle

Storbacka, Kaj ; Ryals, Lynette ; Davies, Iain A. ; Nenonen, Suvi. / The changing role of sales : viewing sales as a strategic, cross-functional process. In: European Journal of Marketing. 2009 ; Vol. 43, No. 7/8. pp. 890-906.
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