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

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26 can be taken as an opportunity and a challenge at the same time. While companies going international may have more chances to attract higher volume of customers; it on the other hand gives other competitor to enter shielded local market and steal customers. The challenge seems more dreadful because if local company is affected by competition then its value creating ability will be damaged badly. As a local company can create value for customers, community and government so , there is a danger if one big transnational company may enter this closed market with high quality of services then local company might lose its market. Earlier, it was believed that value creation concept has also become vast as companies are not limited to local market so instead of creating value for customers- community and government, the value will be created for the whole human society regardless their borders. This has positive notion however, monopoly capitalism (Foster et. al, 2011) may damage this perfect looking market setup because, and companies compete at an international level not only for resources and synergies but to get political power as well ((DiMaggi & Powell, 1983 When market was limited to local arena there was less political dominancy however; this new internationalization has brought monopoly at an international level where a big company can stretch its arm to developing countries and even suck their all resources. These all side effects are practical. As a matter of fact, the concept of value creation extended to value co-creation. This extension means that customer will now be the partner rather than a client. The customers are given more power and independence to contribute in product and service development process. Through this process, customers may choose with whom they want to do business instead of being played under a closed monopolist system. Though internationalization and value co-creation have revolutionized the industry yet, it is important to know how to implement such a strategy to capitalize both of them. There is a certain need to have knowledge about customer and its activities in order to fulfill. With international relations and network, knowledge based view has got more interest in practice and theory. If customers are dealing globally and also creating value back to the supplier by co-creation then there must be a system to manage this diverse and equally vast amount of knowledge and this is done through knowledge based view.
27 It is vital to notice that these trends have only extended the previous norms of energy business and have not changed or brought any new set of rules in the market. With these new trends, there is a change in whole system both at macro and micro level. The governments which used to make laws and regulation for local companies are now participating globally for socio-economic concern irrespective of their country. Although European Union had a business and trade regulation implemented yet there is a need for unified environmental laws. On the other hand, the companies are much freer to initiate their business venture through a diverse range of networks globally. There has been much of discussion regarding these trends and author has compiled those researches by comparing these factors and their practical implications in electricity market in following section of this chapter. To further explain this transformation of trends, figure 6 tends to show the comparison of business trends as they evolved through passage of time. In order to understand each element of these trends, there is a brief elaboration of each component as following; Figure 6: Extension of Business Trends for Energy Industry
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 and 24: 23 Monopoly Traditional Model Value
Page 25: 25 once a company at local market a
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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