THE EFFECTS OF MARKETING STRATEGY CLARITY BETWWEN BRANDS AND SALES MANAGER ON BRAND SALES By Muhammad Hasnain (9623)

Lizna tejani Muhammad Faizan Arfeen Nazir Noureen Amin

A report Submitted in partial fulfillment of the requirements for the degree of Bachelors of Business Administration to Iqra University Research Center (IURC) at the Iqra University, Main campus, Karachi

Karachi, Pakistan April 11th, 2012

Effect of marketing strategy clarity between brand and sales manager on brand sales

ACKNOWLEDGMENTS
This report would have not been possible without the essential and gracious support of so many individuals. First, and foremost we would like to thank Almighty Allah, for the wisdom and intellectual capacity because of which we were able to complete this report and we would like to acknowledge the constant support and guidance of our supervisors Dr. Akif Hassan and Dr. M.I Subhani. Lastly, we would like to thank the people who spent their precious time filling the questionnaire.

ii

Effect of marketing strategy clarity between brand and sales manager on brand sales

ABSTRACT
This research is all about marketing strategy and whether the strategy clarity b/w sales and brand manager effects brand sales positively or insignificant. For data collection, personal survey method was used and questionnaire was the instrument for data collection. The data was collected from 150 respondents (brand/marketing and sales manager) of different organizations and the statistical technique being used for data analysis was correlation Through the help of statistical test applied, the result shows that there is no effect of marketing strategy clarity between brands and sales manager on brand sales. This describes that even marketing strategies used by sales and brand managers differ from each other it has no effect on brand sales.

iii

Effect of marketing strategy clarity between brand and sales manager on brand sales

TABLE OF CONTENTS
S.NO. 1 2 3 4 5 PAGE NO. ii iii v vi 1 1 2 2 3 4 5 13 13 13 14 14 15 15 16 16 20

DESCRIPTION ACKNOWLEDGEMENTS ABSTRACT LIST OF TABLES LIST OF FIGURES CHAPTER 1: INTRODUCTION. 1.1. Overview... 1.2. Problem statement .... 1.3. Hypotheses.... 1.4. Outline of the Study 1.5 Definitions..

6 7

CHAPTER 2: LITERATURE REVIEW. CHAPTER 3: RESEARCH METHODS. 3.1.Method of Data Collection 3.2.Sampling Technique. 3.3.Sample size... 3.4.Instrument Of Data Collection 3.4.1 Validity and Reliability test 3.5.Research Model Developed 3.6.Statistical Technique CHAPTER 4: RESULTS 4.1 Findings and Interpretation of the result.. 4.1.1 Hypotheses Assessment Summary CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH 5.1. Discussion 5.2. Implications. 5.3. Future Research... 5.4. Conclusion References Appendix

10 11

23 23 23 24 24 25 28

iv

Effect of marketing strategy clarity between brand and sales manager on brand sales

LIST OF TABLES
S.NO. 1. Table 1

TABLE

Page Number 15

Effect of marketing strategy clarity between brand and sales manager on brand sales

LIST OF FIGURES
S.NO. 1. Figure 1 FIGURES Page Number 14

vi

Effects of marketing strategy clarity between brands and sales manger on brand sales 1

CHAPTER 1: INTRODUCTION
1.1 Overview
The purpose behind working on this topic was to find out that whether the Marketing strategies have an effect on brand sales and whether the clarity between sales manager and brand manager affect the sales. From previous articles which were related to our topic, we found that Different managers have different strategies to achieve their organization goals and these marketing strategies affect sales, as stated by Dekimpe and Hanssens (1995), advertising has greater impact on sales. In an organization brand managers have strategies to build their brand image where as sales managers have strategies to increase their annual sales, so the reason of this study is to identify that whether the clarity between the marketing strategies of both (brand and sales manager) will affect brand sales or not. As stated by ValetteFlorencea, Guizarib and Merunkac (2011), there's a positive impact of brand character and a negative impact of sales promotion on sales. In our research we surveyed many brand and sales manager of different organizations and asked them about the different strategies such as advertisement, different type of promotional activities, pricing strategies which they use in their particular organization for the particular product they offer to customer and then we found its relation with their sales that whether its increasing or decreasing through those strategies. After having survey we got to know that there is an effect on brand sales of marketing strategy positively and there is clarity between marketing/brand manager and sales manager but it has no effect on sales.

Effects of marketing strategy clarity between brands and sales manger on brand sales 2

1.2 Problem statement

To study the Effects of marketing strategy clarity between brands and sales manager on brand sales

1.3 Hypotheses
H1: There is an effect of market segmentation clarity between brand and sales manager on brand sales H2: There is an effect of market for the specific brand clarity between brand and sales manager on brand sales. H3: There is an effect of unique selling proposition clarity between brand and sales manager on brand sales. H4: There is an effect of tool for success clarity between brand and sales manager on brand sales. H5: There is an effect of criteria for measuring performance clarity between brand and sales manager on brand sales. H6: There is an effect of buying behavior clarity between brand and sales manager on brand sales. H7: There is an effect of growth share matrix clarity between brand and sales manager on brand sales. H8: There is an effect of organizational core competency clarity between brand and sales manager on brand sales.

Effects of marketing strategy clarity between brands and sales manger on brand sales 3

1.4 Outline of the Study

Chapter one consist of an overview of variables studied, problem statement and hypothesis that shows whether the Marketing strategies has an effect on brand sales and whether the clarity between sales manager and brand manager affect the sales. Chapter two consists of the core of research studies included with various research resources. In this chapter we have discussed different articles which are related to our topic and indicates that marketing strategies play a very important role in brand performance and brand success and what are the responsibilities of brand managers and sales managers to improve the brand performance and does their strategies affect sales or not. Chapter three consist of method and instrument which we have used to do data collection that is personal survey, sampling technique which we used that is convenient sampling ,size which was one fifty, instrument of data collection i.e. questionnaires, research model or framework which supports our problem statement. Chapter four consists of the results which illustrate the relationships between variables. And Chapter five comprise of discussion, implication, possible future researches and conclusion.

Effects of marketing strategy clarity between brands and sales manger on brand sales 4

1.5 Definitions
Marketing Strategies: A Marketing Strategy may be define as a procedure that permits any firm to focus its few assets on the maximum opportunity to make increment on their sales and to have a greater market share. Brand: A Symbol, word, or mark that gives a unique identity to a company or a product and differentiates it from competitors. Brand Manager: A Person deals with the marketing activities and takes marketing related decisions for a specific brand. Sales Manager: The sales manager is the person accountable for leading, training and guiding a team of salespeople.

Effects of marketing strategy clarity between brands and sales manger on brand sales 5

CHAPTER 2: LITERATURE REVIEW

A survey by Dekimpe and Hanssens (1995) relating to strategies of marketing suggested that these strategies also affect the long term activities of the organization. Making of marketing strategies also creates competitive advantage for an organization. They introduced determination modeling to get long-term marketing success from observations on sales and marketing activities. A new method named persistence modeling was also introduced by them to measure the long term effectiveness of marketing and this method was different from other methods because it computes the entire long term impact of unpredicted shocks in any of the marketing activity. They also used unit-root technique to look that sales are constant or it changes with time to time. If it changes we look that how strongly it changes and to what level it changes. Through the example of sales and media which spends for a series of home improvement stores they found that some of the part of sales is affected by advertising and advertising has great trend-setting affects on sales. They analyzed that advertising affects does not dissipate before the completion of one year but it had a persistent impact on the series of sales evolution. They argued that some time traditional approaches do not consider these effects and as a result they undervalue the long term impacts of advertising on sales. This research concludes with an outline for future practical research on long term marketing effectiveness. The view of Valette-Florencea and Guizanib (2011) measures perception of consumers on promotional power and their impact on brand. According to his findings there is a significant effect of brand character and insignificant effects of sale promotion on brand at the combined level.

Effects of marketing strategy clarity between brands and sales manger on brand sales 6 Hassan, Subhani, and Afshari (2011) focused on multi brand strategies and their executions. They tested the above variables by finding out the managerial perception for the various brand strategies and execution of those strategies. According to the authors its not necessary that the strategies having the higher priorities or having more importance are not much implemented, as the strategies which are mostly implemented might have a lower rank or a lower priority. This research tells us the importance of multi brand strategies and their executions to affect long term sales and performance. Ataman, Van Heerde, and Mela (2006) discussed recent times, enlarged attention has been dedicated to the long-term position that promotion and pricing strategy helps in shaping brand performance. The authors increment this research by taking into consideration the whole marketing mix (pricing, promotion, product, and place) over a huge number of categories. They found that sales promotion is negative for brand image while product innovation is benefited. They also published another paper on the same research in 2010 in which they discussed that companies and organizations spend a lot of money in their advertising and promotion campaigns in order to increase the brand performance and brand sales.Only few studies highlighted the importance of integrated marketing mix i.e. (advertising, price, promotion, product, distribution) on the long term performance of brands. In order to investigate this question the authors conducted a research and used previous data and applied that data to a dynamic linear model and relate the integrated marketing mix to the performance of brand. Result shows that strategies lead to higher brand sales and good brand performance. The view of Malshe and Sohi (2009) researched on marketing strategy creation that how marketing strategy are created when different functions of marketing and sales are

Effects of marketing strategy clarity between brands and sales manger on brand sales 7 involved in the procedure. The data regarding the research was collected by interviews from sales and marketing executives and also with the help of focus group with marketing executives. Through these techniques they found that marketing strategy creation consists of three steps. The first is Groundwork, than transfer and the last is Follow up. At groundwork strategies are made to hold informal and formal conversations about recent market conditions and do most of groundwork. At transfer stage marketing and sales function comes together and strategy is handed over to sales. At last stage that is follow up consists of both sales and marketing function following activities which were agreed during the first two stages which have been mentioned above. These mentioned steps describe the actions at each step which are required to increase profit margin and helps execute marketing strategies effectively. The functions of marketing and sales take significant part in whole process. This paper shows that effective strategy creation needs both marketing and sales activities. Slater and Olson (2001) focused on the marketing strategy and for that matter they first evaluated the text on strategies to find out its important proportions. Then they surveyed one thousand senior marketing managers on the subject of the promotional strategy activities adopt from their company, and then made measurements to explain eleven marketing strategy actions. They then experienced that better-quality actions at the company or firm was accomplished when particular marketing strategy kinds were coordinated suitable business strategy. This research also tells that how matching of business and marketing strategies can help firm in achieving superior performance. Grauer (2009) discussed the customers response on the brand quality and its value. This study will help the manufacturers to enter into agreements with the retail entities. The

Effects of marketing strategy clarity between brands and sales manger on brand sales 8 results of the study represent a support for manufacturer to differentiate the consumer behavior towards the store branded verses manufacturer branded products. This will help the manufacturers and retailers in understanding the needs of the consumer and to get insight of the decision making process of consumer. It also tells how branding practice affects manufacturer strategies. Wiley & Sons (2009) focused on strategic uniformity in competitive performance. According to the outcomes strategic regularity is related to both organizational endurance and competent change about main function of organizations plan. The model has its own advantages some would be mentioned that the procedure can be protect and control through interferences which means that it can be used further in near future and supervisor also utilize it to compete. This study connected to the survival of the organization. Erdogmus, Bodur, and Yilmaz (2010) developed and tested a model to mark out that whether or not the characteristics of the consumers targeted, characteristics of firms and their assets and resources affect the decision making in managing the new brands. This characteristics plays a vital role in performance of that brand in international market as well.

Low and Fullerton (1994) gave thesis about the evolution or growth of brand management and its implications using a historical approach. The Authors express that the leadership of branded products leads to an effective brand manager system. Over the past years it has proven to be a quite adaptable to differing organizations and marketing

Effects of marketing strategy clarity between brands and sales manger on brand sales 9 companies and environment and they also evaluate its outcome in recent changing environment. Meunier-FitzHugh and Piercy (2007) explored control of intelligence of market sustem and teamwork among marketing and sales. A survey was carried out in UK business organizations and result shows that both sales and brand/marketing association has positive impact on both point of reference and business performance. Morgan, Vorhies, and Mason (2009) discussed that the marketing capabilities, marketing strategies and the market orientation affects the organization performance and their return on assets. The way the marketing expertise execute their strategy on firm it affects the organization heavily. This research tells effects of marketing capabilities on organizations performance and return on assets. Meunier-FitzHugh and Piercy (2007) noted that collaboration between marketing/brand and sales and organizations performance. They found that there is significant collaboration between the marketing/brand and sales and maintained organizations performance. Managers make the strategies and set the priorities and then execute accordingly it affects both sales and organizations performance. This research shows the relationship between marketing and sales. Wolter (2009) discussed that how the marketing activities affect on the brand performance. They found that theres significant connection between the marketing and the brand responsiveness and their activities. Marketing expertise try to set that kind of strategy which helps to enhance their brand and brand performance. This research tells that How the association marketing impacts on brand equity and brand performance.

Effects of marketing strategy clarity between brands and sales manger on brand sales 10 Chaudhuri and Holbrook (2001) discussed the performance of the brand affected by the loyalty of the brand and attitudes as connecting variables in the series of impacts on the trust of brand.. The model which author discussed include level of product, category associated controls and controls of brand level. The authors collected data of around 107 brands from three different surveys conducted from consumers and different brand managers. The results concluded that when we control the variables of product level and brand level, both the brand trust as well as the brand affect is combined to describe loyalty of purchase and attitudinal loyalty. The purchase loyalty leads to the higher market share and on the other side attitudinal loyalty will lead to a higher price for the particular brand. Dewhirst and Davis (2005) reviewed documents of internal corporate publicly reachable through Canadian court records. Through interviews of advertising executives and an evaluation of deposition the authors discussed a case study that how Imperial Tobacco Limited (ITL), the one of the largest tobacco company of Canada, successfully employed three significant integrated marketing communication which practices: brand communication consistently, monitoring and planning for cross functional, and targeting of data driven. Through in-depth research of consumer and processes of IMC to construct their brand and lifestyle image for their cigarette trademark, ITL got superior brand equity and larger value of shareholder. Its very important to find out the intensity of inter-dependency of marketing/brand and sales. Meunier-FitzHugh and Piercy (2007) published a research based on association among marketing/brand and sales and also the importance of the proportion and

Effects of marketing strategy clarity between brands and sales manger on brand sales 11 association between sales and marketing. In their findings they found out the positive senior management approach toward relationship between sales and marketing. Srivastava (2009) found out that superior score of brand leads to superior equity of brand and strategies can control brand score or brand equity. The score of brand and brand equity indicator provide the effect of strategy. This may also assist in declining depletion of promotional and marketing expenses. Hutt, Reingen, and Ronchetto (2011) published a research paper based on marketing strategies formation and he uses a level of aggregate analysis to test the model and he wants to test the developing procedure in strategy creation and indicates key companies members so that company can work efficiently and they can tell their employees how to do work efficiently by giving them marketing strategies and tell them how marketing strategies affect our performance and skills . Hassan, Subhani, Osman, and Amber (2011) discussed that Marketing is the core function of generating revenue and sale because by making marketing strategies managers got a clear path. Sales are an significant key to achievement for revenue generation and for this managers develop some marketing strategies and then execute it but there are two managers in marketing department there must be sales manager and there also must be brand manager and their strategies are different from each other now the question arises that their different strategies effect sales or not. If there is clarity between both strategies then their impact would be positive but there is clash instead of clarity between sales and brand managers strategies then their impact would be negative and sales would be declining. Sales are always motivated by customers/consumers, and

Effects of marketing strategy clarity between brands and sales manger on brand sales 12 the practice of this though from the time when the inception of the idea of business. This research paper is an approval on the understanding of a range of marketing strategies (i.e. Segmentation strategy, Differentiation Strategy, Un Differentiation Strategy, establish The Brand, advance strategy, growth of market share, Porters theory of Cost Leadership, Expansion of market, Promotion, Development), which aim is to generating revenue while proposing the Tobit model to review the relations of highlighted a variety of marketing strategies with the sales generation (sales of the products/ services). The complete result of this research tells that all tactical means are significant for generating sales in relation to the products which are being accessible and confirms that all highlighted marketing strategies are planned and configuration with the intention to take out the money from all pocket, but single segment and growth market share strategy means a lot in this connections.

Effects of marketing strategy clarity between brands and sales manger on brand sales 13

CHAPTER 3: RESEARCH METHODS

3.1 Method of Data Collection
Our research study is based on Primary Data and for that we are using Personal type of Survey. For collecting data we visited different marketing organizations and our respondents filled the questionnaires. First of all data collection process was planned in a organized way and then according to that we developed our instrument. Once the instrument is designed we collected actual data and then compiled.. We collected the data from all possible marketing organizations Karachi, where the managers of different designations were requested to fill up the questionnaire

3.2

Sampling Technique
The technique which we used in this research called Convenience sampling its a very convenient technique as we collected data from those companies which are easily accessible to us; its a very beneficial technique of all other sampling techniques. The first step is to determined the sampling frame once the sampling frame is determined, after that we decided sampling techniques and the third step is to decide the sample size which was one hundred and fifty respondents in combination of both sales and marketing/brand managers At last, the sampling procedure was implemented in which we move toward our respondents in various organizations.

Effects of marketing strategy clarity between brands and sales manger on brand sales 14

3.3

Sample Size
The proposed number of respondents is one hundred and fifty (150) whos working as sales manager and a brand manager in various organizations.

3.4

Instrument of Data Collection

To study the effects of marketing strategy clarity between brands and sales manager on brand sales, we developed a questionnaire which is comprised of twenty three questions. First eighteen questions are related to the brand or product and last five questions are related to demographics of respondent. Each question present in our questionnaire is important for our research. First two questions include what type of product they are offering and their market segmentation. The next three questions are regarding their main tool of success, their unique selling proposition and most important criteria for measuring their success. Other questions are related to different marketing strategies which they are currently following and their organizations core competency. The last question related to brand or product is about their sale which is the most important question for our research. The last five questions are related to demographics of respondent which include the name, gender, education, designation and experience of the respondent. In short, the questionnaire is developed to find whether the marketing strategy clarity between brand and sales manager effect brand sales or not.

Effects of marketing strategy clarity between brands and sales manger on brand sales 15

3.4.1 Validity and Reliability test

As we have used questionnaire for data collection it was valid and reliable because it was particularly designed to study the effects of marketing strategy clarity between brands and sales manager on brand sales. Pilot testing was also done to check the validity and reliability of the instrument and no errors were encountered so the data collected from this instrument is also reliable and valid.

3.5 Research Model developed

Figure 1
Brand/Marketing Manager

Marketing Strategies

Sales Manager

Brand Sales

3.6 Statistical Technique

We have used correlation technique to study the effect of marketing strategy clarity between brands and sales manager on brand sales. Our sample size is of 150 managers (sales and brand/marketing) and we asked them to fill our questionnaires. Through data analysis we found that there is no effect of marketing strategy clarity between brands and sales manager on brand sales and thus all the hypothesis mentioned were rejected.

Effects of marketing strategy clarity between brands and sales manger on brand sales 16

CHAPTER 4: RESULTS
4.1 Findings and Interpretation of the results
We have collected data from 150 respondents (marketing and sales managers). We asked them few questions to find out whether the clarity between sales and brand manager affects brand sales or not. The findings are as follows:

Correlations
Criteria Market Unique OfMeas Organi

Market ForThe Selling ToolFo uringPe Buying Growth zationC Segmen Specific Proposi rSucces rforma Behavio ShareM oreCom tation Correlation 1.000 Coefficient MarketSegm Sig. entation tailed) Spearma n's rho MarketForT N Correlation .034 Coefficient (2.798 nd tailed) N 60 60 60 60 60 60 60 60 60 . .037 .141 .069 .019 .309 .157 .072 1.000 .269* .192 -.237 .302* .134 -.185 -.234 60 60 60 60 60 60 60 60 60 (2. .798 .099 .882 .762 .699 .732 .093 .094 .034 .215 -.020 .040 -.051 .045 .219 .218 Brand tion s nce ur atrix petency Sales

heSpecificBra Sig.

Effects of marketing strategy clarity between brands and sales manger on brand sales 17
Correlation .215 Coefficient UniqueSellin Sig. gProposition tailed) N Correlation -.020 Coefficient ToolForSucce Sig. ss tailed) N Correlation .040 CriteriaOfMe Coefficient (2.762 rmance tailed) N Correlation -.051 Coefficient BuyingBehav Sig. iour tailed) N Correlation .045 GrowthShare Coefficient Matrix Sig. tailed) (2.732 .309 .558 .239 .167 .008 . .599 .585 .134 -.077 -.154 .181 .337** 1.000 .069 -.072 60 60 60 60 60 60 60 60 60 (2.699 .019 1.000 .508 .438 . .008 .104 .827 .302* .000 .087 .102 1.000 .337** -.212 -.029 60 60 60 60 60 60 60 60 60 .069 .657 .657 . .438 .167 .537 .574 -.237 .059 .059 1.000 .102 .181 -.081 .074 60 60 60 60 60 60 60 60 60 (2.882 .141 .125 . .657 .508 .239 .417 .624 .192 .200 1.000 .059 .087 -.154 -.107 .065 60 60 60 60 60 60 60 60 60 (2.099 .037 . .125 .657 1.000 .558 .627 .448 .269* 1.000 .200 .059 .000 -.077 .064 -.100

asuringPerfo Sig.

Effects of marketing strategy clarity between brands and sales manger on brand sales 18
N Correlation .219 Organization Coefficient (2.093 ncy tailed) N Correlation .218 Coefficient Sales Sig. tailed) N 60 60 60 60 60 60 60 60 60 (2.094 .072 .448 .624 .574 .827 .585 .329 . -.234 -.100 .065 .074 -.029 -.072 .128 1.000 60 60 60 60 60 60 60 60 60 .157 .627 .417 .537 .104 .599 . .329 -.185 .064 -.107 -.081 -.212 .069 1.000 .128 60 60 60 60 60 60 60 60 60

CoreCompete Sig.

*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

According to above findings, the result shows that there is no effect of marketing strategy clarity between brands and sales manager on brand sales. According to the above table, the significant value for the market segmentation is 0.094 which is greater than 0.05 and shows that it is insignificant and has no effect on sales. The value of market for the specific brand is 0.072 which is greater than 0.05 and shows that it is insignificant and does not have an effect on sales. The value for the unique selling proposition is 0.448 which is greater than 0.05, it is insignificant and has no effect on sales. The value of tool for success is 0.624, which is insignificant and has no effect on sales. The value of criteria of measuring performance is 0.574 which is insignificant and has no effect on sales. The value of buying behavior is 0.827 which is insignificant and has no effect on

Effects of marketing strategy clarity between brands and sales manger on brand sales 19 sales. The value of growth share matrix is 0.585 which is insignificant and has no effect on sales. The value of organizational core competency is 0.329 which is greater than 0.05 which is insignificant and has no effect on sales. In the above table the outcome shows that the H1: There is an effect of market segmentation clarity between brand and sales manager on brand sales is rejected because it does not affect brand sales. H2: There is an effect of market for the specific brand clarity between brand and sales manager on brand sales, is also rejected because it has no affect on brand sales. H3: There is an effect of unique selling proposition clarity between brand and sales manager on brand sales, is also rejected because it has no effect on brand sales. H4: There is an effect of tool for success clarity between brand and sales manager on brand sales, is also rejected and has no affect on sales. H5: There is an effect of criteria for measuring performance clarity between brand and sales manager on brand sales, is also rejected. H6: There is an effect of buying behavior clarity between brand and sales manager on brand sales, is also rejected. H7: There is an effect of growth share matrix clarity between brand and sales manager on brand sales, is also rejected. H8: There is an effect of organizational core competency clarity between brand and sales manager on brand sales, is also rejected because it has no affect on brand sales.

Effects of marketing strategy clarity between brands and sales manger on brand sales 20

4.2 Hypothesis Assessment Summary:

H1: There is an effect of market segmentation clarity between brand and sales manager on brand sales H2: There is an effect of market for the specific brand clarity between brand and sales manager on brand sales. H3: There is an effect of unique selling proposition clarity between brand and sales manager on brand sales. H4: There is an effect of tool for success clarity between brand and sales manager on brand sales. H5: There is an effect of criteria for measuring performance clarity between brand and sales manager on brand sales. H6: There is an effect of buying behavior clarity between brand and sales manager on brand sales. H7: There is an effect of growth share matrix clarity between brand and sales manager on brand sales. H8: There is an effect of organizational core competency clarity between brand and sales manager on brand sales.

Effects of marketing strategy clarity between brands and sales manger on brand sales 21 Hypothesis H1: There is an effect of market segmentation clarity between brands and sales manger on brand sales. H2: There is an effect of market for the specific brand clarity between brands and sales manger on brand sales. H3: There is an effect of unique selling proposition clarity between brands and sales manger on brand sales. H4: There is an effect of tool for success clarity between brands and sales manger on brand sales. H5: There is an effect of criteria for measuring performance clarity between brands and sales manger on brand sales. Correlation 0.218 Sig (2-Tailed) 0.094 Empirical Conclusion Rejected

-0.234

0.072

Rejected

-0.100

0.448

Rejected

0.065

0.0624

Rejected

0.074

0.574

Rejected

Effects of marketing strategy clarity between brands and sales manger on brand sales 22 H6: There is an effect of buying behavior clarity between brands and sales manger on brand sales. H7: There is an effect of growth share matrix clarity between brands and sales manger on brand sales. H8: There is an effect of marketing strategy clarity between brands and sales manger on brand sales. -0.029 0.0827 Rejected

-0.072

0.585

Rejected

0.128

0.329

Rejected

Effects of marketing strategy clarity between brands and sales manger on brand sales 23

CHAPTER 5: CONCLUSION, DISCUSSIONS, IMPLICATIONS AND FUTURE RESEARCH

5.1 Discussions
We know that there is no effect of marketing strategy clarity between brands and sales manager on brand sales, this shows that even if there is no clarity between brands and sales manager it doesnt affect sales. Thus the marketing strategies used by sales and marketing managers have no effect on brand sales even if they use different strategies from each other in different situations. So there is no harm if there is no clarity of marketing strategies between brands and sales manager.

5.2 Implications
Our research recommends that organization should focus on overall marketing strategies rather than focusing on marketing strategy clarity between brands and sales manager because there is no effect of clarity between brands and sales manager on brand sales. Currently, marketing strategy clarity between brands and sales manager have no affects on sales; the sales of particular brand will remain same.

Effects of marketing strategy clarity between brands and sales manger on brand sales 24

5.3 Future Research

We have studied only few variables in order to find the effects of marketing strategy clarity between brands and sales manager on brand sales, many of the other variables can be studied and more research can be done regarding this topic.

5.4 Conclusion
After studying effects of marketing strategy clarity between brands and sales manager on brand sales it is concluded that there will be no effects of marketing strategy clarity between brands and sales manager on brand sales. The findings shows that the clarity between brands and sales manager does not affect sales even if both managers use different strategies from each other the sales will remain the same. Data analysis describes that there is no effect of clarity between brands and sales manager on brand sales. The values found in statistical technique used shows that all the values are insignificant and shows that it has no effect on brand sales. This describes that even if there will be no clarity between brand and sales manager, there will be no negative effect on brand sales. Nowadays, organizations are focusing on overall marketing strategies rather than focusing on strategies of brand and sales manager individually. These marketing strategies help organization to increase their sales of particular brand and help them to become more strong and effective.

Effects of marketing strategy clarity between brands and sales manger on brand sales 25

REFERENCES
Dekimpe, M. G., & Hanssens, D. M. (1995). The persistence of marketing effects on sales. Journal of marketing science, 14, 1, 1-21

Florencea, V., Guizanile, P., Mervnkoc, H. & Duight. (2011). The impact of brand personality and sales promotions on brand equity. Journal of Business Research, 64, 1, 24-28.

Hassan, S. A., Subhani, M. I. & Afshari, K. (2011). Empirical conclusion from the managerial perception for the various multi-brand strategies and their implementations. European journal of economics, finance and administrative sciences, 39, 66-70.

Ataman, M. B., Heerde, H. J. V. & Mela, C. F. (2010). The long term effect of marketing strategy on brand sales. Journal of marketing research, 47, 5, 866-882.

Malshe, A. & Sohi, R. (2009). What makes strategy across the sales-marketing interface more successful? Journal of the academy of marketing science. 37, 400-421.

Slater, S. F. & Olson, E. M. (2001). Marketings contribution to the implementation of business strategy: An empirical analysis. Strategic management journal, 22, 11, 10551067.

Effects of marketing strategy clarity between brands and sales manger on brand sales 26 Willey, J. & Sons. (2009). Competative dynamics, strategic consistency and organizational survival. Strategic management journal, 30, 1, 45-60.

Erdogmus, I. E., Bodur, M. & Yilmaz, C. (2010). International strategies of emerging market firms: Standardization in brand management revisited. European journal of marketing, 44, 9/10, 1410-1436.

Low, G. S. & Fullerton, R. A. (1994). Brands, brand management and the brand manager system: A critical-historical evaluation. Journal of marketing research, 31, 2, 173-190.

FitzHugh, K. L. M. & Piercy, N. F. (2007). Exploring collaboration between sales and marketing. European journal of marketing, 41, 7/8, 939-955.

Morgan, N. A., Vorhies, D. W. & Mason, C. H. (2009). Market orientation, marketing capabilities and firm performance. Strategic management journal, 30, 909-920.

FitzHugh, K. L. M. & Piercy, N. F. (2007). Does collaboration between sales and marketing affect business performance? Journal of personal selling and sales management, 27, 3, 207-220.

Wolter, J. S. (2009). The effects of relationship marketing on brand equity. Electronic theses, treatises and dissertations, 874.

Effects of marketing strategy clarity between brands and sales manger on brand sales 27 Chaudhuri, A. & Holbrook, M. B. (2001). The chain of effects from brand trust and brand affect to brand performance: The role of brand loyalty. Journal of marketing, 65, 2, 8193.

Dewhirst, T. & Davis, B. (2005). Brand strategy and integrated marketing communication (IMC). Journal of advertising, 34, 4, 81-92.

Srivastava, R. K. (2009). Measuring brand strategy can brand equity and brand score be a tool to measure the effectiveness of strategy? Journal of strategic marketing, 17, 6, 487497.

Hutt, M. D., Reingen, P. H. & Ronchetto, J. R. (2011). Tracing emergent processes in marketing strategy formation. The journal of marketing, 52, 1, 4-19

Hassan, S. A., Subhani, M. I. & Amber, O. (2011). Marketing is all about taking money from customers. International research journal of finance and economics, 81, 31-37.

Effects of marketing strategy clarity between brands and sales manger on brand sales 28

Appendix
Questionnaire

Note: Please indicate your choice by putting your Time &Effort

in the appropriate box. Thank you for

Kindly specify the name of any one of your major product: _________________________
Q1. How do you classify the above specified product which you are offering to your customers?

Pure Product Pure Service Mix Product and service

Q.2 On what basis was the market segmentation mainly done for the above specified brand? (Tick only one)

Psychographics (Life styles, attitudes, product perceptions) Behavioral (Cultural, Social status) Demographic (Age, Gender) Geographic (Location ) Segmentation not done Any other Please specify : _________________

Q3. What do you consider your market to be of the following for the above specified brand? (Tick only one)

Price conscious Quality seekers Both None of the two

Effects of marketing strategy clarity between brands and sales manger on brand sales 29
Q4. What do you consider as your main USP (Unique selling proposition) for the above specified brand? (Tick only one)

Low Price High Quality Special product/Service function Special packaging Wide availability Any other Please specify _________________

Q5. Which of the following do you consider as the most important tool for success of the above specified brand? (Tick only one)

Effective Advertising Sales force efficiency Quality efficiency of brand Special pricing Any other Please specify _________________

Q6. On what basis was the above specified brands target market mainly selected? (Tick only one)

Social class (Income group) Age Attitudes and beliefs Life style Occupation Any other Please specify _________________

Effects of marketing strategy clarity between brands and sales manger on brand sales 30
Q7. What do you consider as the most important criteria of measuring performance success of the above specified brand? (Tick only one)

Increasing sales Increasing Demand Customer feedback Retailer feedback Any other Please specify _________________

Q8. What do you consider as the most important part of marketing strategy for the above specified brand? (Tick only one)

Television Advertising Print Advertising Online advertising Efficient distribution Product Quality Product Price Personal Promotion (Selling) Word of mouth Any other Please specify _________________

Q9. How do you think your customer makes the buying decision of the above specified brand (on average)? (Tick only one)

Impulse buying (Deciding on the outlet) Logical buying (Buying after analysis of pros and cons before actual purchase) Personal decision (Buying Decision made by an individual) Consulted Decision (Buying Decision made by consultation of family, friends or peers) Any other Please specify _________________

Effects of marketing strategy clarity between brands and sales manger on brand sales 31
Q10. In the growth share matrix where do you place the above specified brand for your company?(Tick only one)

Star (High growth, heavy financing required to manage growth) Cash cow (Low growth but high share in business. Cash generating with consistency) Dog (Low growth and low chance of any major change in growth rate) Question mark (Low growth but chances of this becoming star Present with Cash influx)

Q11. At what stage do you consider your organization to be for the above specified brand? (tick one)

Market penetration Market development Product development Diversification Any other please specify ___________________

Q12) Where do you consider the above specified brand life cycle stage? (Tick only one)

Introduction Growth Maturity Decline

Q13. What do you consider to be your organizations core competency? (Tick only one)

Manufacturing Marketing Materials management R&D Any other Please specify _________________

Effects of marketing strategy clarity between brands and sales manger on brand sales 32

Q14. Which one of the following is your organizational prime responsibility? (Tick only one)

Prospector (Strategy to innovate, take risk for growth) Defender (Strategy to seek stability, hold onto current market) Analyzer (Targeting for new market as well as holding old market) Reactor (Works on environment stimuli , no long term vision)

Q.15. What kind of distribution is used for the above specified brand? (Tick only one)

Making it available at all possible outlets Making it available at Selected stores Making it available at Exclusive stores

Q.16. What are the average Daily/Weekly/Monthly sales of your brand? (Kindly Specify units only & Write only one )

Daily or

_________

Weekly _________ or Monthly _________

Q.17. For how long the above specified brand has been in the market? (Tick only one)

Less than 1 year 1-5 years 6-10 years 11-15 years More than 15 years

Effects of marketing strategy clarity between brands and sales manger on brand sales 33
Q.18.What has happened to the above specified brand sales in the last 3months compared to the competitors? (Tick only one)

Sales has increased Sales has remained the same Sales has decreased

Demographics
Q.19. Your Name Q.20. Your Gender _________________________

Male Female

Q.21. Your Education (Tick only one)

Intermediate equivalent or less Bachelors or equivalent Master or equivalent Any other please specify ______________

Q.22. Your Designation (Tick only one)

Sales manager Brand/Marketing Manager Any other Please Specify ______________

Q.23. Your Working experience with this organization (Tick only one)

Less than a year 1-2 years 3-4 years 5-6 years More than 6 years

(The above information shall only be used for this research and it shall not be used for any commercial purposes)

Effects of marketing strategy clarity between brands and sales manger on brand sales 34