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Establishing Strategic Sales Organizations In Emerging Markets: The Case Of Saudi Arabia

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  • Mohammed Al-Habib

Abstract

This paper focuses on examining the sales force transformation process through the sales-marketing interface theory using Saudi Arabia as a case study. The study’s results show context-specific challenges posed by organizational hierarchy, roles and responsibilities of sales and marketing personnel, and managerial competencies to this process. We suggest that since firms in emerging markets may lack welldeveloped marketing and sales apparatuses, the transformation process may turn into a two-step process that requires changing sales and marketing’s roles and responsibilities.

Suggested Citation

  • Mohammed Al-Habib, 2012. "Establishing Strategic Sales Organizations In Emerging Markets: The Case Of Saudi Arabia," Review of Business and Finance Studies, The Institute for Business and Finance Research, vol. 3(2), pages 39-44.
    • Handle: RePEc:ibf:rbfstu:v:3:y:2012:i:2:p:39-44
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    References listed on IDEAS

    as
    1. Bhuian, Shahid N., 1998. "An Empirical Examination of Market Orientation in Saudi Arabian Manufacturing Companies," Journal of Business Research, Elsevier, vol. 43(1), pages 13-25, September.
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    More about this item

    Keywords

    Sales; Transformation; Saudi Arabia; Interface;
    All these keywords.

    JEL classification:

    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration
    • M31 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Marketing

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