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

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84 factors that enable the true achievement of competitive advantage .The case company handles this problem of stickiness through a mobilized communication within its units. Through this practice, case company may take up competition to provide more sustainability to its business. The research also signifies marketing and sales functions. Both of these functions may contribute at separate level in any firm. It is however; encouraged by researchers (Guenzi and Troilo (2006),) that sales and marketing functions should be aligned in order to provide superior customer value. In addition, it is also shown through analysis that alignment or integration of these functions should have a limit. Oulun Sähkönmyynti Oy as an organization pays considerable attention to the level of integration and the integration between marketing and sales can be seen to be in the level described as “Defined” by Kotler et al. (2006). On other side, integration of sales and marketing functions should be well defined and excess of this process might bright complexity than positive outcomes. This study will contribute to the existing knowledge of the Electricity distribution industry and its amalgamation with changing business trends. The study will incorporate the future research directions and bridge the gap in existing literature. It will also enhance existing knowledge by extracting benchmarks from case study of Finnish Energy Distribution Company, which are of high value for the businesses. Moreover it will embed practicality into the existing body of knowledge as shown in following section. 6.3 Managerial Implications Although the theory and practical analysis explained in this research work are simple yet it is not that simple to implement them. There are certain managerial concerns. As Van den Steen (2005) describes the role of managerial vision and organizational beliefs in the behavior and performance of the firm. Moreover, the interaction between employees’ beliefs and the manager’s vision influences decisions and determines employees’ motivation and satisfaction. This shows that vision acts as a very strong belief by the manager for the right action for the organization. The employee’s belief on the other side may or may not be aligned with manager’s vision. If this happens then there might be a
85 chaos within the company and management may not get 100% out of their employees. It is very important to mention that the manager’s vision also influences organizational beliefs. Hence, it is essential to view the research work and its potential benefits for managerial implications. The discussion covers sales and marketing unit of case company and how it might bring more positive outcomes for the organization. The interview brought up some benefits related to marketing and sales integration. Perhaps the most obvious benefit pointed out by the interviewees (Tuomi and Lehto, 2013) was the unified image both marketing and sales convey to the customers. As marketing is responsible for the devising the marketing and sales materials used by the sales people, and since both functions are involved in the planning and designing Oulun Sähkönmyynti’s participation in major technology exhibitions, the image that is conveyed by the two functions are similar if not the same. Therefore, the customers have a consistent experience when dealing with Oulun Sähkönmyynti Oy and there is less of chance to make promises or offers that cannot be fulfilled. As stated earlier, the collaboration can also enhance the marketing capabilities of a firm, and help in creating deeper insight into the needs and mindsets of the customers. Through aligning the goals of both functions around the collection and acting on customer leads and also by sharing the related information, the co-efforts of marketing and sales ensure that leads are effectively identified, and that the leads are also properly pursued. Therefore, the functions are proactively collecting and sharing important market intelligence, and there are also mutual intelligence systems in place, which ensure better effectiveness and efficiency of both functions. Also, one thing the interviewees noted was when marketing is launching a new campaign (e.g. for the launch of a new product/service), both functions jointly plan the related events to ensure that sales has the required resources and personnel available at the correct time. Also, as mentioned previously, collaboration is helpful in creating trust and a sense of commitment between the two functions. These activities are not only beneficial in creating customer value through mutual efforts of marketing and sales but, this collaboration makes it sure that customers are given enough freedom to participate in order to create value and hence, innovate together with the organization as described by Prahalad and Ramaswamy(2004b). Thus through this collaborative approach, customers engage themselves in the processes of both defining
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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
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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: 83 internationalization in Finnish
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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