**4.4. Qualitative results**

Results of the interviews confirmed the measured factors determining the success of the implementation of the launch of new products in the market and their relationship.

CA/CQ: Fluent and honest communication, discipline in fulfilling the agreed activities with commitment, on time and in form.

CQ: Communication of the project spreading energy and conviction, in addition to the information of attributes and objectives. To transmit a contagious enthusiasm of the passion to win is a key factor.

FMZ: Three-level committee meetings are carried out:

Project committee meetings are held monthly, in order to present key drivers (share drivers), market monitoring and progress, required actions and evaluation of results. Participants are directors and stakeholders involved in each area.

Category committee: Marketing and sales, working together in the project, are responsible for presenting the background, integrated action plan, market arrival and budget.


**Table 3.** The marketing-sales relationship's structural modeling results.

Executive committee or operational weekly meetings of marketing, sales with supply chain and finances are held where the details of the project and the final opening by a single key unit are shared.

PLAN: The proper marketing and sales planning of projects in advance, jointly elaborating each one of the stages that is conducted toward implementation in the market in synergy between both areas.

RE: Coordination in defining the information and actions involved to carry out the project.

This is a high priority for marketing and sales teams and therefore they share the relevance of the project. The focus of marketing and sales is different: for marketing a category is key, but in sales, the organization has many categories.

Alignment is natural if the project is large and where relevancy is high. In a small project, it is more difficult.
