Yes, naturally scientific approaches are desirable and essential (as: "No practice without theory"), however, their disadvantage is that they cannot define 'Suggestions' for most of the different entrepreneurs running this 'business world' - this refers especially to SMEs, who account for more than 90 % of the worldwide companies.
The major reason being that the conditions in individual companies are too specific and cannot be taken into consideration.
... but naturally it is necessary to contemplate whether it is more well to assign or even subordinate the gross sales department to the marketing department or vice versa. The 'market as such', however, in most cases can't be schematized or generalized so easily but depends on the specific necessarily of the clients also as the producer.
Whilst in a B2C-environment specific processes power suggest to assign marketing to gross sales, this is entirely different in a business producing investment goods.
So what is the ultimate target... YES, the client, whether in B2C or in B2B.
Comparing the distribution structure in B2C is sure as shootin more important than in B2B, as more often 'mass products' (of any kind) are sold. The competition in this case mostly is quite many and the 'client necessarily' are less specific - and this may lead to the impression that gross sales are more important than marketing.
Looking to B2B only especially such 'specific client necessarily' are in the foreground, the competition is less many, yet possibly more concentrated to a specific target group - on a worldwide basis.
Theory or not:
As also Marketing-Professor Kotler suggests the gross sales department should be appointed to the marketing department. Please find hereafter a couple of reasons - which could also bring interesting aspects / approaches for SMEs who do not yet have fully developed marketing-/gross sales activities and who need ways for a winnerful configuration of their future.
The marketing department has to research the markets in order to clarify which markets/market segments could/should be equipped which products (whether already existing products, or such to be developed/produced/adapted attributable the available core competencies) - either in the home market or in international markets.
The marketing department determines thenceforth the target groups 'desired/requested' in order to define the single distribution ways (i. e. gross sales routes - NOTE:' thenceforth'). e. g. with or without associated service capabilities, etc. Which kind of distribution - whether existing, freshly to be defined, own company office, etc. - is for the most part dependant on the kind of patronage also as on the business power of the company - and/or on the products in question.
... and... it is the marketing department that has to understand first the 'clients' requests / wishes' in order to decide - together with the other internal departments, and supported reliable market data - if such a product has to be freshly produced, an existing one to be amended, or even the gross sales portfolio be supplemented by suitable purchased products.
In any of these cases the actual marketing process starts only after the single ways and decision have been found / made. The gross sales department then receives the necessary targets/objectives/client data, etc., like new strategic advice, from the market department. This power be completed by questionnaires the evaluation of which allow a further 'sharpening' of the gross sales routes lateron.
Which means again:
Only a close collaboration between both departments will lead to a maximum of winner - animosities, as notable from the past, are of no value in today's market environment...
