Trade Show Marketing

Marketing or Sales...
Who's Top Dog?

Every so often, I fall into a situation that helps solve a current problem. My recent dilemma was this month's column. I just could not come up with an interesting, thought-provoking topic. Last week, however, I spent time with a couple of old friends. Both worked for major companies, on in the automotive industry and the other in the consumer products arena.

After a few moments, I learned that both of them were contemplating retirement. I have a distinct impression these were not voluntary. Both are with companies that are going through down-sizing, reengineering, refocusing, redirecting or whatever nice name you want to assign to the situation. It all boils down to two less jobs.

One of the gentlement was a Sales Manager while the other was Vice president of Marketing. Both held very responsible, well-paying positions. The discussion turned to the direction the respective companies would take after they had gone. Would they be replaced or would their positions be consolidated (another of those words big companies like to use). Which department would be "top dog", sales or marketing?

The debate on the value of each department in corporate America has been around for some time. However, now that the corporate structure is undergoing change, the subject is getting more attention.

Each of them was sure the their company would not be able to exist without someone in their position. After all, "who can get along without sales people" asked my sales manager friend. "Lots of companies", countered the marketing VP.

I've seen companies where the Sales Department is king as well as those that give the Marketing Department the edge.

In many companies, sales is a function of the marketing program. The Marketing Department is charged with the development of a long-term plan of attack to bring a product or service to the marketplace. Under the marketing umbrella comes sales, advertising, public relations, sales promotion, community relations, trade shows, special events and sometimes product development.

Sales, a major component of the plan, is responsible for the short-term task of implementing the market plan and producing sales. So... who's top dog?

I was a participant in a recent sales meeting. While awaiting my turn to address the attendees, I listened to the Marketing Manager present a list of new products in the "pipeline" to be released over the next five years. He was assuring the sales force they would have a steady supply of products and marketing services to support their efforts in future years. I've never seen a more bored audience.

The Marketing Manager was followed by the Sales Manager, who gave a rousing pep talk about the new compensation plan for the products they were selling now!

All of a sudden, everyone was attentive.

The sales force wanted to hear what was being done for them today. They were not concerned about something two or three months away... much less five years. The main concern was... how much more can I expect to see in my pay check in two weeks?

I'm sure this scenario is played out daily in corporate offices everywhere. When companies eliminate positions and departments, how do they maintain their sales levels? If it were your company, how would you handle it? Who would be top dog?