Citation:
Kaj Storbacka, Lynette Ryals, Iain Davies, Suvi Nenonen, The changing role of
sales: viewing sales as a strategic, cross-functional process. European Journal
of Marketing, Volume 43, Number 7/8, pages 890-906
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
depa
