Supplier's position in project marketing networks

The present study explores relationships between project marketers and their customers in project marketing context. The purpose of the study is to increase the understanding on supplier’s position in project marketing networks. Project marketing is representing a high volume in the international business, and the industrial network approach and the project marketing research cannot fully explain a supplier’s position in project marketing networks. Increased knowledge on project networks can also contribute to industrial marketing research more generally. Data for the present study was collected firstly during the pilot case study from project buyers in the paper and the steel industry in interviews. Secondly an entire project marketing case concerning a steel industry case was used as a data source. The data included interviews, correspondence between the supplier and the buyer, and project documents. The data of the pilot case was analysed with contents analysis, and in the case a deeper analysis based on the developed Stage Dimension framework was used. Supplier’s position in project marketing networks is a hierarchical and dynamic concept including a supplier’s position on the highest level. The dimensions of the position concept are the intermediate level, and the dimensions are based on the underlying components. Supplier’s position is composed from four organization related dimensions, and two individual actor related dimensions. The composition of the supplier’s position varies during the project marketing process, and consequently the relative importance of the dimensions is changing over the process. Supplier’s position in project marketing networks is shaped by incremental and radical changes. Radical changes are initiated by critical events. The study contributes to the research of industrial networks and project marketing. The theoretical contribution of the study is threefold: firstly it proposes a structure of the position concept in project marketing networks, secondly it proposes the Position Stage Dimension Component (PSDC) model for the development of supplier’s position during the project marketing process, and thirdly the study widens the critical event concept to cover the project marketing process both on the organizational and individual level. In addition to the theoretical contributions there are several managerial implications for planning and implementing marketing strategies in the project context.

Postoperative Bowel Function and Related Factors in Enhanced Recovery Protocol with Patients Undergoing Hepatectomy

Patients’ bowel dysfunction is a major factor that weakens the results of surgical care as it can cause pain and weaken patients’ rehabilitation. Bowel dysfunction is a common postoperative problem, yet most incidents remain undocumented. The nursing profession has a significant role in enhancing the bowel function postoperatively. However, studies of postoperative bowel function after hepatectomy are scarce and somewhat incongruous. Enhanced recovery protocols are innovative models of care aiming for better outcomes of surgical care. Enhanced recovery protocols can improve gastrointestinal function after surgery, yet patients are also known to be satisfied with their care. The aim was to investigate if postoperative bowel function day varies between patients in terms of age, gender, ASA score, type of surgery, histology, patients’ experienced pain and experienced satisfaction three days after discharge and three months after operation in patients undergoing hepatectomy. The goal was to produce information for basis of scientific research, to give nurses in clinical setting more tools to work with hepatectomy patients undergoing enhanced recovery protocol and to produce information to nurse managers to use in process management of patients undergoing enhanced recovery protocol. The design of this study is descriptive. Data was collected retrospectively from hepatectomy patients (n = 134) undergoing enhanced recovery protocol within the first year of enhanced recovery protocol implementation. The data was based on registers and analyzed statistically. Mean age of patients was 62 years and mean day of discharge was 4. Main (n = 72) histology of the patients was colorectal liver metastases. Mean bowel function day was 3. Most of the patients were very satisfied or satisfied with the care three days after discharge (99%) and three months (90%) after operation. Most of the patients (72%) experienced moderate pain three days after discharge, but three months after operation 47% of the patients did not experience pain and 48% experienced moderate pain. There were no statistically significant differences in bowel function between different age groups, genders, ASA score groups or histologies. Neither were there statistically significant differences in postoperative bowel function in terms of experienced satisfaction or pain. There were statistically significant differences in postoperative bowel function between different types of surgery (p < 0.01). Nurses should take into consideration hepatectomy patients’ type of surgery and pay special attention in supporting major open hepatectomy patients’ postoperative bowel function. Nurses should educate patients undergoing major open hepatectomy about prolonged postoperative bowel function.

Proactive Marketing – Concept Development and Empirical Analysis

In this thesis, proactive marketing is suggested to be a broader concept than existing research assumes. Although the concept has been mentioned in the context of competitive advantage in previous research, it has not been comprehensively described. This thesis shows that proactive marketing is more than investing in marketing communications of a company. Proactive marketing is described as a three-phased process that contains different customer value identification, creation, and delivery activities. The purpose of proactive marketing is essentially to anticipate and pursue market opportunities that bring value to the company’s stakeholders. Ultimately, proactive marketing aims at acting first on the market, shaping the markets, and thus reaching competitive advantage. The proactive marketing process is supported by the structures of an organization. Suitable structures for proactive marketing are identified in the thesis based on existing research and through an empirical analysis. Moreover, proactive marketing is related to two management theories: the dynamic capabilities framework and the empowerment of employees. A dynamic environment requires companies that pursue proactive marketing to change continuously. Dynamic capabilities are considered as tools of the management, which enable companies to create suitable conditions for the constant change. Empowerment of employees is a management practice that creates proactive behaviors in individuals. The empirical analysis is conducted in an online company operating in the rapidly changing marketplace of the Internet. Through the empirical analysis, the thesis identifies in practice how proactiveness manifests in the marketing process of a company, how organizational structures facilitate proactive marketing, and how proactive marketing is managed. The theoretical contribution of this thesis consist of defining the proactive marketing concept comprehensively and providing further research suggestions related to proactive marketing.

Mobile marketing process of an international event – Case: Falun2015 FIS Nordic World Ski Championships

Any other technology has never affected daily life at this level and witnessed as speedy adaptation as the mobile phone. At the same time, mobile media has developed to be a serious marketing tool for all kinds of businesses, and the industry has grown explosively in recent years. The objective of this thesis is to inspect the mobile marketing process of an international event. This thesis is a qualitative case study. The chosen case for this thesis is the mobile marketing process of Falun2015 FIS Nordic World Ski Championships due to researcher’s interest on the topic and contacts to the people around the event. The empirical findings were acquired by conducting two interviews with three experts from the case organisation and its partner organisation. The interviews were performed as semi-structured interviews utilising the themes arising from the chosen theoretical framework. The framework distinguished six phases in the process: (i) campaign initiation, (ii) campaign design, (iii) campaign creation, (iv) permission management, (v) delivery, and (vi) evaluation and analysis. Phases one and five were not examined in this thesis because campaign initiation was not purely seen as part of the campaign implementation, and investigating phase five would have required a very technical viewpoint to the study. In addition to the interviews, some pre-established documents were exploited as a supporting data. The empirical findings of this thesis mainly follow the theoretical framework utilised. However, some modifications to the model could be made mainly related to the order of different phases. In the revised model, the actions are categorised depending on the time they should be conducted, i.e. before, during or after the event. Regardless of the categorisation, the phases can be in different order and overlapping. In addition, the business network was highly emphasised by the empirical findings and is thus added to the modified model. Five managerial recommendations can be concluded from the empirical findings of this thesis: (i) the importance of a business network should be highly valued in a mobile marketing process; (ii) clear goals should be defined for mobile marketing actions in order to make sure that everyone involved is aware them; (iii) interactivity should be perceived as part of a mobile marketing communication; (iv) enough time should be allowed for the development of a mobile marketing process in order to exploit all the potential it can offer; and (v) attention should be paid to measuring and analysing matters that are of relevance