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

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18 2.3 Role of Sales and Marketing within Electricity Industry Sales and marketing function play a key role for any industry and electricity market is of no exception. There is a seemingly inherent cultural divide between marketing and sales (Kotler et al. 2006; Beverland, Steel & Dapiran 2006). There are several factors hindering the formation of shared culture and value concepts, which in turn creates barriers for cross-functional integration and collaboration (Beverland, Steel & Dapiran 2006; Matthyssens & Johnston 2006). Even though, both functions are directed towards customers and markets (Dewsnap & Jobber 2009), there are obstacles between the two departments related to differences in the orientations concerning e.g. goals, time and interpersonal behavior, that can hinder the efforts to bridge the two functions (Dewsnap & Jobber 2009; Beverland, Steel & Dapiran 2006). The two functions tend to measure success on different basis (e.g. market share vs. sales volume), have different temporal orientations (with marketing usually planning longer ahead) and differing views regarding the scope and focus of activities and regarding valid source of knowledge (Dewsnap & Jobber 2009; Beverland, Steel & Dapiran 2006; Matthyssens & Johnston 2006; Rouziès et al. 2005). Furthermore, the discrepancies in perceived status between the two functions may often lead to deterioration of the relations (Beverland, Steel & Dapiran 2006). Kotler et al. (2006) divide the sources of argument to economic and cultural issues that stem from how organizational resources are divided between marketing and sales, and from the nature of the tasks and personalities of the people applying to each function. Marketing people usually have a formal education to that specific task, spend most of their time behind the desk and are more future oriented than sales people tend to be (Kotler et al. 2006). Sales people, on the contrary, are usually more dynamic and mostly focusing on the next successful deal, and they spend most of their time in the field talking to potential customers (Kotler et al. 2006). As discussed earlier, price in Finnish energy market is being regulated under the umbrella of European Union (EU) regulation body therefore, there is not much concerns reserved to governmental policies. On the other hand, the competition is getting severe due to technological development and relaxed trade laws within European Union. The role of sales and marketing therefore, cannot be defined according to traditional strategic
19 framework. There is a need to restructure this current strategic infra-structure in order to meet the future challenges.
Page 1 and 2: OULU BUSINESS SCHOOL Hassan Sherwan
Page 3 and 4: 3 CONTENTS Abstract Contents Figure
Page 5 and 6: 5 Figures Figure 1: The scope of th
Page 7 and 8: 7 1 INTRODUCTION 1.1 Introduction a
Page 9 and 10: 9 Electricity industry used to be c
Page 11 and 12: 11 Monopoly: A market with a single
Page 13 and 14: 13 2 RESEARCH CONTEXT This chapter
Page 15 and 16: 15 produced but, resources to gener
Page 17: 17 through bioenergy largely in the
Page 21 and 22: 21 the companies make themselves en
Page 23 and 24: 23 Monopoly Traditional Model Value
Page 25 and 26: 25 once a company at local market a
Page 27 and 28: 27 It is vital to notice that these
Page 29 and 30: 29 In the global arena, companies m
Page 31 and 32: 31 known as Uppsala Model and is wi
Page 33 and 34: 33 vital part so the parties must a
Page 35 and 36: 35 provides to the company, in the
Page 37 and 38: 37 way of achieving this goal is to
Page 39 and 40: 39 Figure 7: The Emerging Concept o
Page 41 and 42: 41 who actually creates values and
Page 43 and 44: 43 value of the organization in its
Page 45 and 46: 45 being an extension to resource b
Page 47 and 48: 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 and 100:
99 APPENDICES Interview Questions:
Page 101:
101 Are you familiar with va
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