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

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54 regard management as responsible for creating an atmosphere and culture of cooperation that will lead to diminished interdepartmental friction and enhance the prerequisites for collaboration. This statement is also shared by Matthyssens & Johnston (2006). Kotler et al. (2006) suggest implementing systems to monitor joint activities between marketing and sales, as well as creating shared information databases. 3.4 Summary As it is established how theoretical framework highlights macro and micro environment issues. In addition, there is a middle component which consists of three key business trends within an energy based organization. These business trends are changing due to social and economic factors. These trends influence both macro and micro environment of energy business. It is time to see the holistic view of the overall frame work through figure 8. The figure shows how organization and its customers are surrounded by business environments. The macro component consists of economic factors, demographics, social conditions, technological changes, natural forces and government regulations. In this thesis work, the most significant portion of macro component is considered to be laws and government regulations. The middle component lies right between a firm and its customers. It may be seen as a communication channel. The component consists of changing trends in energy business industry. It starts from monopolist behavior to more open and liberal internationalized business environment. Other trend is of value creation. The value creation is for customer but, the extended form of it argues that customer can actually take part in cocreating value with the organization. Thus, co-creation concept is very novel and relatively new in electricity context. The third main varying trend is resource based view. In energy market, physical or natural resources are of key significance. There is an extension of this concept that advocates knowledge as a key resource for the company to harness its business operations. This concept may highlight the role of knowledge management within a company internally and knowledge about the industry and customers externally. Though value co-creation concept takes customers as part of family however; most of the companies take customers as external player. That is why it
55 is equally important to manage internal and external knowledge to have a superior competitive advantage. The micro component generally consists of customers, employees, suppliers, shareholders, media and competitors. In this research, sales and marketing units are taken as the most vital element in micro component to balance all these factors. Figure 8: Holistic view of the Framework
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 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: 53 responsibilities, and of the int
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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Hassan Sherwani ROLE OF SALES AND MARKETING IN ... - Oulu

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