Purpose – The purpose of this paper is to propose a service development process that is adapted to manufacturing companies and to discuss its implications for companies with a traditional focus on product development and product sales.Design/methodology/approach – The paper looks at new service development (NSD) literature and argues for a rationale to study NSD processes in a manufacturing context. Next, a generic NSD framework for manufacturing companies is presented. Examples are given based on an explorative multiple case study (ten companies) with in‐depth interviews and focus groups. The analysis reveals organizational requirements and other critical factors related to each stage of the NSD process.Findings – A four‐stage service offering development framework is presented. Critical aspects of NSD in a manufacturing context are highlighted. The importance of considering both NSD and new product development (NPD) together is also emphasized.Research limitations/implications – The limitations are base...

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Development of industrial service offerings: a process framework

Extant research on marketing strategy making (MSM) lacks process-based theoretical frameworks that elucidate how marketing strategies are made when sales and marketing functions are involved in the process. Using a grounded theory approach and data collected from (a) 58 depth interviews with sales and marketing professionals and (b) a focus group with 11 marketing professionals, we propose that MSM within the sales-marketing interface is a three-stage, multifaceted process that consists of Groundwork, Transfer and Follow-up stages. Our process-based model explicates the specific activities at each stage that are needed to develop and execute marketing strategies successfully, the sequence in which these activities may unfold, and the role sales and marketing functions may play in the entire process. Managerially, this paper highlights that successful strategy creation and execution requires marketing and sales functions to be equally invested in the entire process.

/pdf/what-makes-strategy-making-across-the-sales-marketing-2p9brhwz53.pdf

What makes strategy making across the sales-marketing interface more successful?

https://isiarticles.com/bundles/Article/pre/pdf/4092.pdf

Organizational Learning and CRM Success: A Model for Linking Organizational Practices, Customer Data Quality, and Performance

Building industrial brand equity by leveraging firm capabilities and co-creating value with customers

http://academyofwinebusiness.com/wp-content/uploads/2013/04/Orth-Bouzdine-Chameeva-Brand.pdf

Trust during retail encounters: a touchy proposition

Prior research proposes that greater collaboration between sales and marketing has benefits to the organization through improved business performance. This study examines the importance of this proposition and finds that there is a direct and positive relationship between these two constructs. In addition, this study identifies five antecedents to improving collaboration between sales and marketing and outlines the management implications of the study. The findings indicate that a positive senior management attitude toward collaboration between sales and marketing, the reduction of interdepartmental conflict, the improvement of communications, the establishment of organizational learning, and effective market intelligence systems are important antecedents to effective collaboration between sales and marketing.

https://www.jstor.org/stable/pdfplus/40472119.pdf

Does Collaboration Between Sales and Marketing Affect Business Performance

Effective cross-functional partnerships between sales and marketing functions are a priority for many organisations. Previous research proposes that organisational structure and/or location may be ...

K. Le Meunier-FitzHugh

Papers

Does Collaboration Between Sales and Marketing Affect Business Performance

The Importance of Organizational Structure for Collaboration between Sales and Marketing

Introduction to The Oxford Handbook on Strategic Sales and Sales Management

Conceptualizing trust in the relationship between sales and marketing and the customer

Conceptualizing trust in the relationship between sales and marketing