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

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82 issues related to climate change, energy security, and economic and job growth. In order to meet these goals, there is a certain attention given to new trends in energy market such as efficiency, conversation and renewable generation (Valocchi et al., 2010). That is where the idea to discuss electricity and its market’s varying trends pop up. Figure 6 only shows the extended factors of the model which are internationalization, value cocreation and knowledge based view. It is worth mentioning that these factors are actually an extension to previous factors (monopoly, value creation and resource based view) and those factors are not abolished. These factors are still being practiced by many firms globally and are regarded as perfect set of strategy. The empirical study confirmed the previously studied matter by some authors (Borenstein & Bushnell, 2000) where it was emphasized that there is a need of reregulation in electricity transmission and distribution industry. In order to meet fast changing technology world, there is a certain attention needed to new trends in energy market. The key idea brought up by the interviewees of the present study is the fact that electricity market is in transition. There are many socio-economic factors which are affecting both companies and governments. The companies are making new strategies to innovate their production and services in a novel way. On the other side, governments tend to re-regulate the laws to accommodate those changes that are brought by different technological developments. It is worth noticing that municipality based energy distribution companies are still following monopolist behavior. If this trend would change then there will be a threat for local labor and job market. The governments are therefore trying not to encourage such laws that would eventually go against the community. Other reason of monopolist behavior is that energy market is still production dependent. A new company may not be able to have the whole power house at its own. The only way start-ups seek is to act as sub-contractor and provide service to big companies. This trend is changing but the pace of change is not that fast comparing to other industries. Interviewees (Sutinen, 2013; Tuomi and Lehto, 2013) showed their concerns about the new open market where information technology has opened the market. It is therefore necessary to energy companies to keep innovating in order to remain competitive as described by Tykesson and Alserud, (2011). The role of Uppsala model (Johanson and Vahlne, 1977) can also be considered as key phenomena for
83 internationalization in Finnish context. The model was originally developed by considering Swedish business environment and it may fit Finnish business as well. The market is small comparing to US, China or India and that is why the Finnish companies must go international to grow. This fact is acknowledged by interviewees (Tuomi and Lehto, 2013) as well and there is an internationalization strategy under consideration. It will be interesting to see whether <strong>Oulu</strong>n Energia as a group would choose stage model or network model for their internationalization (Johanson and Vahlne, 1977; Johanson and Vahlne, 2009). It is seen that case company still needs more international processes at its internal functions in order to get ready for the global competition. Value creation is another vital 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 case 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. The company has a good system to provide value to customers and also involve them in process of co-creation of value. This type of interaction of customer and supplier is rather a new trend theatrically (Ballantyne, 2004) and case company acknowledges it. Moreover, interviewees (Sutinen, 2013) considers it to be a very positive learning process. It is worth mentioning that company is operating locally and therefore, it is easier to communicate local customers. The real challenge might be faced while operating in a global environment. Another key aspect discussed in research work is resource based view 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). The company utilizes its work force and its natural resources effectively which agrees with the idea of Grant (1991). It is matter of common knowledge, once a company manages its resources then there is no way of looking back. The extension of this concept is knowledge based view where knowledge is considered as the key. Transferring of knowledge through organization can be hard because of stickiness. As Szulanski (2003) explains that stickiness reflects the presence of internal
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OULU BUSINESS SCHOOL Hassan Sherwan
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3 CONTENTS Abstract Contents Figure
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5 Figures Figure 1: The scope of th
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7 1 INTRODUCTION 1.1 Introduction a
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9 Electricity industry used to be c
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11 Monopoly: A market with a single
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13 2 RESEARCH CONTEXT This chapter
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15 produced but, resources to gener
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17 through bioenergy largely in the
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19 framework. There is a need to re
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21 the companies make themselves en
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23 Monopoly Traditional Model Value
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25 once a company at local market a
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27 It is vital to notice that these
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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: 81 There is a good opportunity to i
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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