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In many companies, sales
forces and marketers feud like
Capulets and Montagues—
with disastrous results. Here’s
how to get them to lay down
their swords.
Ending the War
Between Sales and
Marketing
by Philip Kotler, Neil Rackham, and
Suj Krishnaswamy
Included with this full-text Harvard Business Review article:
1 Article Summary
The Idea in Brief—the core idea
The Idea in Practice—putting the idea to work
3 Ending the War Between Sales and Marketing
14 Further Reading
A list of related materials, with annotations to guide further
exploration of the article’s ideas and applications
Reprint R0607E
Ending the War Between Sales and Marketing
The Idea in Brief
The Idea in Practice
In too many companies, Sales and Marketing feud like Capulets and Montagues.
Salespeople accuse marketers of being out
of touch with what customers really want
or setting prices too high. Marketers insist
that salespeople focus too myopically on
individual customers and short-term sales
at the expense of longer-term profits.
How interconnected should your Sales and Marketing teams be? The authors recommend determining their existing relationship, then strengthening interconnection if conditions warrant.
Result? Poor coordination between the two
teams—which only raises market-entry
costs, lengthens sales cycles, and increases
cost of sales.
COPYRIGHT © 2006 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
How to get your sales and marketing teams
to start working together? Kotler, Rackham,
and Krishnaswamy recommend crafting a
new relationship between them, one with
the right degree of interconnection to
tackle your most pressing business challenges.
For example, is your market becoming
more commoditized or customized? If so,
align Sales and Marketing through frequent, disciplined cross-functional communication and joint projects. Is competition
becoming more complex than ever? Then...