This paper is exploring the role of market orientation adoption by the Sales managers in the creation of effective cross functional relationship between Marketing and Sales and in company performance. Based on data collected from both Marketing and Sales managers in 132 consumer packaged goods companies, the study shows that higher levels of market orientation by the Sales managers are reducing the level of Marketing-Sales conflict as perceived by the Marketing managers and enhancing important performance metrics. The implications of the study for both theory and practice are discussed.