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

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20 3 THEORATICAL FRAMEWORK A company should have full understanding of the business environment in which it is operating. Through this understanding, the firm may identify opportunities and take care of coming threats. This environment consists of actors and forces operating inside or outside of the company structure. Moreover, these actors and forces may affect the ability of management either positively or negatively. There is a strong emphasis from management to develop and maintain reliable relationship with its customers and these actors and forces play a major role in assisting management to do so. It is hard to categorize these actors and forces because every company has its own set of strategies to implement them. In order to generalize them according to Kotler (2011), these actors and forces are divided into two major components-micro and macro environment component. The micro components are referred as the company, supplier, marketing channel firms, customer markets, competitors, and publics which all together combine to make up the value delivery structure of the firm. The macro environmental components include demographic, economic, natural, technological, political, and cultural aspects. For current research work based on energy business, there is a third component influencing both macro and micro business environment. This component is termed as middle component and it consists of some of recently evolving trends in electricity industry. These trends are still in process of transformation therefore, some organizations might have implemented them and some firms are considering them for their future operations. The middle components are thought to be monopoly, internationalization, value creation, co-creation of value, resources based view and knowledge based view. All these components have the tendency to affect organization and therefore, smart managements realize the fact that they cannot always influence these forces. The best way is to take a proactive approach towards business environment, the companies collect and process data based on these environmental components. It is therefore, recommended that management must be aware of application of this data within organization. Moreover, there must be a consensus regarding the learning through this data. This learning may assist organization to develop opportunities and to deal with upcoming threats. The companies with smart management not only emphasize customer development but also keep an eye on these external effects. Through this consideration,
21 the companies make themselves enable to adopt to these changes, prepare for a long term plan, meet customer’s need as evolved through the time, and compete with global competition (Kotler, 2011). Hence, this environmental management perspective may play an essential role for business development of an organization. The research work in this thesis mainly addresses issues related to energy business. Hence, the framework is composed of three components as shown in figure3 which are as following; a) Macro environment Component b) Middle Component c) Micro environment Component Micro Environment- Organization Market and business trends Macro Environment-Government Figure 3: Layers of Business Infra-structure In order to understand the proposed framework, there is a brief description of each of these components.
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 and 18: 17 through bioenergy largely in the
Page 19: 19 framework. There is a need to re
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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