| Abstract [eng] |
The Master’s thesis examines the strategic alignment of sales and marketing synergy as a key driver of business performance. In today’s competitive and technology-driven marketplace, aligning these traditionally siloed functions is essential for delivering personalized customer experiences and optimizing operational efficiency. This study further investigates the moderating role of data analytics tools in strengthening or altering the relationship between sales-marketing synergy and organizational performance. The research addresses a significant gap in existing literature, where the interplay between sales-marketing synergy and data analytics usage remains underexplored. While prior studies have acknowledged the individual contributions of these factors to performance outcomes, their combined effects are not researched. The study seeks to fill this gap by integrating these constructs into a cohesive framework and examining their combined impact on companies' perceived performance. The thesis employs a quantitative research approach, collecting data via employee surveys from a diverse sample of organizations. Variables measured include sales-marketing synergy, data analytics tools usage, and perceived company performance. Statistical methods such as descriptive statistics, regression analysis, and moderation analysis were applied to test two primary hypotheses: the positive impact of sales-marketing synergy on company performance, and the moderation of this relationship by data analytics tools. All three constructs - Data Analytics Tools Usage, Sales and Marketing Synergy, and Company Performance - demonstrated high reliability, with Cronbach’s Alpha values exceeding the acceptable threshold of 0.7. This strong reliability confirms that the survey items within each construct are consistent and valid measures, ensuring confidence in further analysis. The survey data were analyzed using the Python programming language. The findings reveal a significant positive relationship between sales-marketing synergy and company performance, underscoring the importance of aligning these functions. However, contrary to expectations, data analytics tools weakened the synergy-performance relationship, suggesting complexities such as information overload or misaligned workflows introduced by analytics platforms. Despite this, both sales-marketing synergy and data analytics tools independently enhance performance. The thesis contributes to the existing literature by integrating three elements into a unified framework and providing actionable recommendations for companies. Organizations should prioritize strategic synergy between sales and marketing, ensure efficient and tailored use of data analytics tools, and regularly assess the interaction between technology and collaboration. Achieving this balance enables companies to harness the benefits of both human synergy and technological advancements, driving sustainable performance improvements in a competitive and dynamic economy. |
