Product & Sales – an observation

Time and again, I’m reminded how a company stands, and falls, on the strength of two sides: Product and Sales.

Product: What is the purpose of a company? What is its value proposition? What problem does it solve? Without a great product, there is no reason for this company to exist. All other functions (HR, Finance, Procurement, Marketing etc.) are in service of the product-team. >>> Product creates value

Sales: Can you communicate the value proposition to your target group? Do they see the value? Do they put money on the table? The best product doesn’t help, if nobody pays for it. Also here, all other functions (HR, Finance, Procurement, Marketing etc.) are in service of the sales-team. >>> Sales captures value

Rationally, both teams are equally important. Without a good product, no (sustainable) sales. Without good sales, no cash for R&D to improve the product etc.

Everything else in a company, from HR to Finance to IT, exists to enable this loop to spin faster and more efficiently.

How companies prioritize these two sides varies sharply by culture.

Central Europe: Product first. For example, in German business culture, engineering excellence and technical mastery are sacred. Many German companies, especially in manufacturing, automotive, and industrial sectors, were built on the belief that:

“If we make the best product, customers will come.”

This stems from deep cultural roots:

• Precision and quality are seen as the ultimate value drivers.
• Reliability and craftsmanship are key sources of pride.
• Sales, marketing, and storytelling are often perceived as “secondary” or even slightly suspect, the product should speak for itself.

This mindset produces world-class products (think BMW, Bosch, or Miele) but can sometimes lead to underinvesting in sales, branding, and customer experience. The result? Fantastic technology that’s not always communicated in a way global customers understand or emotionally connect with.

United States of America (USA): Sales first. In the U.S., the logic is often reversed:

“If you can’t sell it, it doesn’t matter how good it is.”

Here, storytelling, marketing, and distribution are seen as strategic, not just supportive. American companies tend to:

• Launch earlier, iterate faster, and sell while still developing.
• Focus on market fit and customer traction as proof of value.
• See the sales function as the “tip of the spear” that drives product direction.

This leads to rapid scaling and bold market presence (think Apple, Salesforce, or Tesla), but sometimes at the cost of overpromising or underdelivering on product depth or durability.

Finding the right balance between both, Product and Sales, is the dynamic successful companies find themselves.