Introduction
Victor Chernetsky, Ph.D., is a marketing strategy scholar, educator, and former marketing executive integrating theoretical rigor with managerial relevance in both research and teaching.
His research examines firm strategic orientations, marketing leadership in the C-suite, and sales management, focusing on managerial decision-making and firm performance. His work has been supported by competitive research grants, presented at international conferences, and published in leading academic journals. Dr. Chernetsky teaches at both undergraduate and MBA levels and is currently an Assistant Professor of Marketing at the University of St. Thomas. He earned his Ph.D. in Marketing from Michigan State University.
Before entering academia, Dr. Chernetsky held senior marketing and management roles for two decades at leading global firms, including Procter & Gamble, Wrigley Company, and Samsung Electronics. He led marketing strategy development and execution across diverse industries and international markets, managed teams of up to 40 people, and oversaw multimillion-dollar marketing budgets. His leadership experience spans multinational corporations and entrepreneurial ventures.
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Academic Areas and Departments
Selected Scholarship
Journal article
Published 10/2024
Industrial marketing management, 122, 106 - 118
Despite their joint responsibility for creating, communicating, and delivering customer value, relationships between marketing and sales (M&S) functions are often suboptimal and fraught with conflict. Yet, the complex nature of M&S conflict, as well as conflict management techniques, have been insufficiently explored. We collect data from 252 M&S managers at large US firms to test a moderated mediation conceptual model. This study explores M&S latent conflict and manifest conflict and empirically tests the link between them. We also examine flexible conflict intervention (FCI) as a mitigating factor in a conditional relationship between task conflict and firm performance. We find that both competition for resources and relative functional identification positively predict M&S task conflict, while divergence of goals has no such effect. Moreover, FCI attenuates the harmful effects of task conflict on firm performance. This study benefits practitioners and researchers with new insights regarding conflict management solutions at the M&S interface. •Senior managers should help manage conflict between Marketing and Sales functions.•Flexible conflict intervention helps mitigate the negative impact of conflict.•Competition for resources and relative functional identification positively impact task conflict.•The impact of divergence of goals on task conflict is not statistically significant.
Journal article
A synthesis of research on the marketing-sales interface (1984–2020)
Published 08/2022
Industrial marketing management, 105, 159 - 181
This paper summarizes nearly four decades of research focusing on the relationship between the marketing and sales (M&S) functional units within a firm. As the M&S functions are among the most influential in the firm and have a strong impact on firm performance, the M&S interface literature continues to grow but remains fragmented. Based on a review of 89 marketing articles covering a 37-year period, the authors provide a synthesis of M&S interface research from thematic, theoretical, and methodological perspectives. Twelve managerial insights emerge from the review. The analysis also leads to a holistic future research agenda derived from observed gaps in the M&S interface literature.