Abstract
Sales and marketing departments play a crucial role in revenue generation in business organizations. Given the interdependent nature of the strategic processes such as value creation, communication, and delivery that these functions are involved in, it is imperative for a firm’s success that the sales-marketing interface (henceforth interface) function smoothly. There has been a surge in literature on this interface recently and early work in this area suggests that in a large number of companies, these two functions share sub-optimal relationship (Carpenter 1992; Kotler, Rackham, and Krishnaswamy, 2006; Montgomery and Webster 1997).