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This paper examines the link between a company's internal conflicts and its marketplace success. In particular, it examines how conflicts between a selling firm's sales and support personnel can lead to unintended variations in its external behavior and how these variations can affect the buyer's commitment. It also examines how salespeople may use a variety of informal influence tactics to moderate the impact of these conflicts on the firm's behavior. These relationships are tested using regression analysis and data from separate samples of sales and purchasing professionals. The data support the position that internal goal conflicts lead to variations in the firm's external behavior, that this relationship is moderated by a salesperson's use of influence tactics, and that these variations have a direct effect on the buyer's commitment.