Sales-marketing interface and company performance. Is information use the missing link?

Abstract

Over the last couple of years there has been an ongoing debate on how sales managers contribute to organizational value. Direct measures between sales-marketing interface quality and company performance are compromised, as company performance is influenced by a plethora of other factors. We advocate that the use of sales information is the missing link between sales-marketing relationship quality and organizational outcomes. We propose and empirically test a model on how sales-marketing interface quality affects managerial use of sales information, which in turn leads to enhanced organizational performance. We found that marketing managers rely on sales information if they think that their sales counterpart is trustworthy. Integration between the sales-marketing function contributes to a trust-based relationship.