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

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24 based energy distribution remained monopoly because it is believed that these companies provide bread and butter for the community within that municipality. Even governments make their policies very carefully by keeping this factor in consideration. Another reason of monopolist behavior being still dominated is that most of services in energy business are technology based and therefore, those services are outsourced from other ICT companies. It is still very hard for a startup to challenge developed electricity company due to limited R&D facilities, marketing budget and sales competence. Value creation is second most important factor for energy business. It is referred as an important aspect of determining relationship between the company and customer so that an organization may provide superior competitive advantage (Grönroos, 1994). For energy company, it is important for whom they are creating value whether it is government, end consumer or the community which will be benefited through job market and efficient service delivery. Traditionally, value creation is only limited to customer and its service provider. Moreover, Naumann, (1995) argues that it is the responsibility of the supplier to provide best of service to its customer hence; value creation is a one way process which an organization provides to the customer, through its product and service offerings, brands and relationships. For traditional model, resource based view is a key concept that emphasizes on internal capabilities of organization in formulating strategy to achieve a sustainable competitive advantage and explain the profit and value of the organization in its markets and industries (Grant, 1991). According to Wernerfelt (1984), this concept explains the differences in performance within an industry through possession of valuable resources that others cannot or do not have. Resource based view can be understood as finding future competitiveness by successful firms on the development of distinctive and unique capabilities, which may often be implicit or intangible in nature. It is evident through research that competitive advantage and performance results are a consequence of firmspecific resources and capabilities that are hard to copy by other competitors. For energy company, resource based view has its own significance because, resources are considered key for electricity business. Take China, for example, where a large amount of coal reservoirs are found and they are utilized to produce energy. As discussed earlier,
25 once a company at local market acquires control of natural resources then there is no way of looking back. It is therefore prevented by governments to let other countries utilize their own natural resources and this topic has been in debate since 70s. The other types of resources are human resources which are aligned with the competence that an individual employee may bring to the company. Through these resources, companies may take up competition to provide more sustainability to their business. These trends are still in practice up to some extent however; there is an extension to all of these characteristics in modern time which is shown in figure 4. Internationalization Modern Model Value Co-Creation Knowledge Based View Figure 5: Modern Model for Energy Business This model is mainly formed due to changes in trend of business. These changes are not limited to energy business but, they can be observed to overall business infra-structure. There are more and more international ventures in energy business and now, one can see many multi-national companies operating in international market. This internationalization has been a topic of great interest from 70s and the reason is that it
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 and 20: 19 framework. There is a need to re
Page 21 and 22: 21 the companies make themselves en
Page 23: 23 Monopoly Traditional Model Value
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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