The changing role of sales: viewing sales as a strategic, cross‐functional process

Purpose Although there is substantial practitioner evidence for changes in the role and functioning of sales in the twenty‐first century, there is little academic research charting new directions for the sales function in a business‐to‐business context. This paper aims to report on four case studies that illustrate how sales is changing. Design/methodology/approach The case studies involve large global companies who were changing their existing sales process to adapt to changing circumstances. The organizations comprised four global industries: construction, power solutions, building technology, and electronics and software. Findings The results demonstrate that sales is changing in three interrelated aspects: from a function to a process; from an isolated activity to an integrated one; and is becoming strategic rather than operational. Originality/value The results suggest that changes in the role of sales will affect sales processes and the way that the sales function liaises with other departments.