PLAN [11].

In the course of a common goal definition and planning of innovation deployment projects of marketing and sales in our business unit/company:

**6.** Respond well to feedback and advice

From a performance perspective, the relationship between marketing and sales has been

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In-depth interviews with 18 senior sales and marketing staff managers/directors within 5 or 6 subsidiaries were carried out in 2014 and 2015. The participants were recruited using convenience and snowball sampling techniques [31]. The interview guide included 30 topics and was moderated by the researcher itself, based on his experience in qualitative in-depth research.

The guide was based on the innovation implementation projects involved within the last

Q0: What determines the success of the implementation of the launch of new products in the

Regarding the processes used in the innovation projects that are launched in the market:

Q3: What is the degree of knowledge of the marketing processes and the sales processes?

Regarding the communication used in the innovation projects that are launched in the market:

Regarding the relationship between marketing and sales during the implementation of inno-

Q12: How do they coordinate the activities required for the correct launch in the market?

Q11: How would you describe the relationship between marketing and sales?

Q2: What role do the marketing and sales functions play in the processes?

Q1: How do they relate to communication channels?

Q6: How is the exchange of information between both areas?

Q8: What type of information does marketing exchange?

Q9: What type of information is exchanged by sales?

Q4: What are the media frequently used?

Q7: How relevant is the information exchanged?

Q10: What is the response of the other area?

Q5: What relevance do they have?

vation in the market:

**7.** Achieve their common goals

effective.

**3.2. Qualitative stage**

*3.2.1. Measurement*

6 months.

market?


#### CA [3, 20].

Generally, in coordinating NPD, the frequency of communication is appropriate through:


#### CQ [3, 11, 23].

Generally, in coordinating NPD, people in the sales (marketing) unit of our business unit/ company:


PRE [3, 11, 20, 22].

Generally, in coordinating NPD, people in the sales (marketing) unit of our business unit/ company:


From a performance perspective, the relationship between marketing and sales has been effective.

#### **3.2. Qualitative stage**

PLAN [11].

160 Organizational Conflict

CA [3, 20].

CQ [3, 11, 23].

company:

(sales)

company:

PRE [3, 11, 20, 22].

**3.** Act in concert

**2.** Collaborate frictionless

marketing and sales in our business unit/company:

**1.** Market goals and sales goals are reconciled

**3.** Market-related activities are jointly planned

**5.** Market-related activities are carried out jointly

**4.** Market-related activities are taken jointly

**1.** Impromptu face-to-face conversations

**3.** Scheduled one-to-one meetings

**2.** Provide useful two-way information

**1.** Overall are satisfied with the working relationship

**4.** Coordinate the market-related activities in a credible way

**5.** Fully carry out their responsibilities and commitments

**2.** Scheduled one-to-one phone conversations

In the course of a common goal definition and planning of innovation deployment projects of

Generally, in coordinating NPD, the frequency of communication is appropriate through:

Generally, in coordinating NPD, people in the sales (marketing) unit of our business unit/

**3.** Are very satisfied with the two-way content of the information provided by marketing

Generally, in coordinating NPD, people in the sales (marketing) unit of our business unit/

**1.** Respond promptly and without a reminder to two-way information requests

**2.** Both units commit to the efficacy of common collaboration and coordination

In-depth interviews with 18 senior sales and marketing staff managers/directors within 5 or 6 subsidiaries were carried out in 2014 and 2015. The participants were recruited using convenience and snowball sampling techniques [31]. The interview guide included 30 topics and was moderated by the researcher itself, based on his experience in qualitative in-depth research.

#### *3.2.1. Measurement*

The guide was based on the innovation implementation projects involved within the last 6 months.

Q0: What determines the success of the implementation of the launch of new products in the market?

Regarding the processes used in the innovation projects that are launched in the market:

Q1: How do they relate to communication channels?

Q2: What role do the marketing and sales functions play in the processes?

Q3: What is the degree of knowledge of the marketing processes and the sales processes?

Regarding the communication used in the innovation projects that are launched in the market:

Q4: What are the media frequently used?

Q5: What relevance do they have?

Q6: How is the exchange of information between both areas?

Q7: How relevant is the information exchanged?

Q8: What type of information does marketing exchange?

Q9: What type of information is exchanged by sales?

Q10: What is the response of the other area?

Regarding the relationship between marketing and sales during the implementation of innovation in the market:

Q11: How would you describe the relationship between marketing and sales?

Q12: How do they coordinate the activities required for the correct launch in the market?

Q13: How are sales and marketing objectives determined?

Q14: What is the degree of marketing and sales involvement?

Q15: How do you achieve marketing and sales commitment?

Regarding the planning of the implementation of the launch of new products in the market:

Q16: What role is played by marketing and sales in tracking objectives?

Q17: How are activities related to the market planned?

Q18: How are decisions made between marketing and sales?

Q19: How are marketing and sales activities carried out?

In general:

Q20: How does the formalization of processes affect the communication between marketing and sales?

is significantly high. On the contrary, the quality of communication (X = 5.07, SD = 1.41) and

*No of items Mean S.D. α*

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FMZ 4 4.68 1.37 0.74 PLAN 5 5.26 1.24 0.88 CA 3 5.30 1.45 0.73 CQ 3 5.07 1.41 0.89 PRE 8 5.26 1.25 0.91

After using exploratory factor analysis, reliability of each multi-item scale was reassessed through calculation of the α coefficient. The reliability estimate of communication amount

Convergent validity is established by calculating the average variance extracted (AVE) for each construct that is higher than 0.50. Discriminant validity is established confirming that the correlation for all pairs of constructs is less than the AVE root square for each individual

The measures were tested and modeled by using two-stage least squares estimation of observed variables (2SLS) [33]. As shown in **Table 2**, the resulting indices indicate construct acceptable fit; however, the root mean square error of approximation (RMSEA), higher than

Both communication dimensions—amount and quality—are positively related with the PRE of the marketing and sales relationship (β = 0.362, p < 0.001; β = 0.743, p < 0.001, respectively).

FMZ 160.6 (6) 0.153 0.971 0.863 0.954 PLAN 406.7 (10) 0.246 0.872 0.769 0.884 CA 100.3 (3) — 1 — — CQ 352.9 (3) — 1 — — PRE 700.7 (28) 0.093 0.926 0.945 0.961

**(df) RMSEA GFI NNFI CFI**

formalization (X = 4.68, SD = 1.37) shows a lower level.

**Table 1.** Means, standard deviations and internal consistency of constructs.

**4.2. Quantitative measure refinement**

**4.3. Model estimation and testing results**

0.05, poses some limitations.

**χ2**

**Table 2.** Unidimensionality assessment.

construct [32].

and formalization, although acceptable, is the weakest (See **Table 1**).

Q21: How does the formalization of processes influence the planning between marketing and sales?

Q22: How does the communication between marketing and sales affect the relationship between both areas?

Q23: How does the communication between marketing and sales influence the integrated planning between both areas?
