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• New Research methods of Sales-Marketing Interfaces

  160-183

  Gábor Hetényi

  Views:

  379

  The energy invested in research in this topic is justified by the fact that the lack of optimal integration between SM (sales-marketing) can negatively affect overall corporate efficiency. The aim of this article is to present possible research methods that can reveal the impact of selected indicators, such as information exchange, coordination, vision and communication, conflicts, on the operation of the SM interface, according to Hungarian and foreign employees of international companies, and how they affect sales and marketing collaboration between pharmaceutical companies (PMC) and non-pharmaceutical companies (NPMC). It also attempts to demonstrate how the Partial Least Square (PLS) path modeling technique can provide valuable information on the consequences of management activity, and how the methods provided by Voyant Tools provide further research through quantitative analysis of qualitative data on the marketing sales interface (SMI), they can open up opportunities. The PLS-PM modeling technique was used to explore the relationships between the selected factors and possible hidden variables. These results clearly demonstrate that there are factors that influence SM collaboration that operate differently in PMCs and NPMCs, and that nationality differences can have a significant impact on how employees evaluate factors that affect SM collaboration. Of the methods we selected by Voyant Tools, the t-SNE (t-Distributed Stochastic Neighbour Embedding) tool proved to be the most sophisticated analysis, allowing the deepest analyzes by exploring relationships between groups of terms.

• The significance of analysing potential conflicts in the sales-marketing integration

  41-59

  Gábor Hetényi

  Attila Lengyel

  Magdolna Szilasi

  Views:

  146

  Our research aims to identify the critical interfaces between sales and marketing that need to be improved in order to ensure productive cooperation. The relationship between the two departments is full of conflicts and interdependencies. The improvement of communication is of strategical importance, as it is key to staying competitive in the market. The effectiveness and quality of the sales-marketing cooperation is a key factor that is negatively affected by personal and organisational factors as well as a lack of information and conflicts. In addition to the key factors of managing the sales-marketing interfaces, we have also identified the actions that can promote their improvement, including strategic and organisational roles and responsibilities. Our empirical research results show that regular information exchange, more common and interdisciplinary meetings, and a clearly communicated and implemented corporate vision have a positive effect on the coordination and integration of the sales and marketing departments. Consequently, management is reponsible for establishing a corporate vision, i.e. a comprehensive management culture that is clearly communicated across the board in order to increase the employees’ sense of belonging. Of all elements of management culture, the most important factors are coordination and the establishment of a common strategic sysyem. All in all, corporate profit, which is of key importance to the employer, is largely dependent on the successful integration of the sales and marketing departments, which can be achieved through the implementation of the above factors.