Hassan Sherwani ROLE OF SALES AND MARKETING IN ... - Oulu

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100 Do you have business funnels involving both Sales and Marketing? What are the key resources do you consider for your organization comparing to other business competitors? Do you use common metrics in determining the success of Sales and Marketing and who designs them? Are the rewards and incentives for both functions aligned? Do Marketing people often meet with key customers during the sales process? Do Sales and marketing work closely together to define segment buying behavior? Do both Marketing and Sales work together on any long term project plans? What kind of interaction between the heads of the two function, and how often? Is there a culture of mutual responsibility and success between Sales and Marketing? If things go wrong, or results are disappointing, how is the responsibility likely to be shared? Have there been any distinct conflicts between the two departments? Is there any premade process for solving the conflicts? Do marketing and sales report to same c-level managers? What is value as a company for you? How do you define it? How do you seek to create value for the customer through marketing and sales activities? Does both marketing and sales take part in Measuring and improving customer satisfaction? How do you involve customer in value creation process?
101 Are you familiar with value co-creation process? If yes, how have you implemented in your company’s operations? Do both marketing and sales participate in the management of the key accounts? How about in the context of customer value creation? How do you manage customer behavior to improve sales? What customer service are you using to improve customer loyalty? How would you co-create the value through joint activities of marketing and sales? How do you see the benefits of integration/collaboration between Marketing and Sales?
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OULU BUSINESS SCHOOL Hassan Sherwan
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3 CONTENTS Abstract Contents Figure
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5 Figures Figure 1: The scope of th
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7 1 INTRODUCTION 1.1 Introduction a
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9 Electricity industry used to be c
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11 Monopoly: A market with a single
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13 2 RESEARCH CONTEXT This chapter
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15 produced but, resources to gener
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17 through bioenergy largely in the
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19 framework. There is a need to re
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21 the companies make themselves en
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23 Monopoly Traditional Model Value
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25 once a company at local market a
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27 It is vital to notice that these
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29 In the global arena, companies m
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31 known as Uppsala Model and is wi
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33 vital part so the parties must a
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35 provides to the company, in the
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37 way of achieving this goal is to
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39 Figure 7: The Emerging Concept o
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41 who actually creates values and
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43 value of the organization in its
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45 being an extension to resource b
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47 knowledge management process is
Page 49 and 50: 49 widely agreed on the negative ef
Page 51 and 52: 51 need to be coordinated and consi
Page 53 and 54: 53 responsibilities, and of the int
Page 55 and 56: 55 is equally important to manage i
Page 57 and 58: 57 All these four stages are follow
Page 59 and 60: 59 5 ANALYSIS As there was a brief
Page 61 and 62: 61 company’s individual needs irr
Page 63 and 64: 63 In other words, the market is fr
Page 65 and 66: 65 to seek more control in their en
Page 67 and 68: 67 themselves, who may be capable o
Page 69 and 70: 69 to enhance innovation (Pomeda &
Page 71 and 72: 71 Marketing is responsible for dev
Page 73 and 74: 73 Customer satisfaction is conside
Page 75 and 76: 75 clear picture of the role and co
Page 77 and 78: 77 more and more companies operatin
Page 79 and 80: 79 What level of integration betwee
Page 81 and 82: 81 There is a good opportunity to i
Page 83 and 84: 83 internationalization in Finnish
Page 85 and 86: 85 chaos within the company and man
Page 87 and 88: 87 In this thesis work, though the
Page 89 and 90: 89 described by Valocchi et al. (20
Page 91 and 92: 91 Cavusgil, S. T. (1980). On the I
Page 93 and 94: 93 Henry, A. (2008). Understanding
Page 95 and 96: 95 Metaxiotis K, Ergazakis K and Ps
Page 97 and 98: 97 Tykesson, D. and Alserud, M(2011
Page 99: 99 APPENDICES Interview Questions:
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