The changing role of sales: viewing sales as a strategic, cross-functionalprocess

Purpose – Although there is substantial practitioner evidence for changes in therole and functioning of sales in the twenty-first century, there is littleacademic research charting new directions for the sales function in a business-to-business context. This paper aims to report on four case studies thatillustrate how sales is changing. Design/methodology/approach – The case studiesinvolve large global companies who were changing their existing sales process toadapt to changing circumstances. The organizations comprised four globalindustries: construction, power solutions, building technology, and electronicsand software. Findings – The results demonstrate that sales is changing in threeinterrelated aspects: from a function to a process; from an isolated activity toan integrated one; and is becoming strategic rather than operational.Originality/value – The results suggest that changes in the role of sales willaffect sales processes and the way that the sales function liaises with otherdepa