ESTABLISHING STRATEGIC SALES ORGANIZATIONS IN EMERGING MARKETS: THE CASE OF SAUDI ARABIA

Mohammed Al-Habib

Review of Business and Finance Studies, 2012, vol. 3, issue 2, 39-44

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.

Keywords: Sales; Transformation; Saudi Arabia; Interface (search for similar items in EconPapers)
JEL-codes: M16 M31 (search for similar items in EconPapers)
Date: 2012
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