Have you ever considered why we so frequently come across rivalry between sales representatives and marketing specialists? Why do they more often fight like cat and dog than effectively cooperate? This is a challenge which many young managers are facing (not to mention senior managers).
As usual, the problem lies at the source: we do not realise that when we define the strategy of the company (or on the contrary – we don’t define it in a formal way) we fuel the antagonism between sales and marketing. We artificially designate the boundaries which we should have forgotten about long ago!