**5.2. Managerial implications**

These findings are relevant for firms deploying innovation through marketing and sales crossfunctional teams, providing insights into how to improve sales and marketing teams' perceived relationship effectiveness to positively affect product innovation and performance [21]. **Author details**

Uruguay

**References**

Teresa Cometto\* and Gaston J. Labadie

DOI: 10.1108/03090560710773381

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\*Address all correspondence to: tcometto@uni.ort.edu.uy

Faculty of Administration and Social Sciences, Universidad ORT Uruguay, Montevideo,

Drivers of Innovation Deployment Affecting the Marketing and Sales Relationship

http://dx.doi.org/10.5772/intechopen.71987

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Results indicate that value creation is not just a result of the formalized Stage-Gates process; it needs to be nurtured over time to promote joint planning in a collaborative mindset and behavior. Further, it is shown that both, formalization and joint planning, can be effectively enhanced by encouraging the amount of marketing-sales communication strategies, improving new product success rates, market share and sales growth [22]. Managers should implement systems to stimulate information sharing (both quantity and quality) to set and reward sales and marketing based on shared goals [8].

Finally, the evidence provided by this research could help multinational companies expanding into emergent markets like Latin America to implement effective cross-functional relationship in the host countries.
