The role of business information and knowledge in sales steering

The objective of this study is to find out how sales management can be optimally supported with business information and knowledge. The first chapters of the study focus on theoretical literature about sales planning, sales steering, business intelligence, and knowledge management. The empirical part of the study is a case study for which the material was collected through interviews with the selected people of the company. The findings from the interviews were analyzed, and possible suggestions for solving the problems were made. The case study revealed that sales management requires a multitude of metrics and reports to steer the sales to the desired direction. The information sources can be internal and external, and the optimal solution for satisfying the information needs is a combination of both of these. The simple information should be turned into knowledge by merging the intellectual assets with the information from the firm’s transaction processing systems, in order to promote organizational learning and effective decision-making.

Towards a Strategic Sales Channel Partnership: A Case Study from the IT Services Industry

Strategic partnerships have become a key to competitive advantage and success in a dynamic, global business environment. Partnering provides a strategic response to complex offerings that need multiple sources of technology and knowledge, allowing companies to offer a wider range of services and solutions to meet their customers’ needs. Companies that collaborate with strategic partners in sales channels may significantly grow their business and improve their prospects of winning major contracts. As a consequence, companies are increasingly transforming their go-to-market strategies and sales channel structures to align with the need to create added value to customers together with a business partner. The research objective of this case study is to review and assess the success of an established sales channel partnership in IT services industry and to find ways how to develop it towards a strategic collaboration. The research consists of two main parts. The first part reviews the literature, concluding with the identification of the critical success factors for partnering. The second part sets out for the case findings, focusing on how the success of the established sales channel partnership is perceived by key executives within the partner organizations, and further what actions are required to make the sales channel partnership and joint go-to-market more strategic.

Exploring relationship between marketing and sales - a case study of B2B ICT solution sales

Following the current trend of companies in changing and developing their businesses from transactional approach to relationship and solution oriented approach has set new requirements to internal cooperation of companies too. The relationship between marketing and sales has been identified to be critical to company's success here, but surprisingly little is known about it. The purpose of this study was to deepen understanding of the relationship between sales and marketing in business-to-business sales from operative sales employees' perspectives in solution selling context. The aim was to develop an explorative analytical construction and framework of the interface. The study was conducted as a literature review and an empirical qualitative explorative single case study. The data was collected by conducting six thematic interviews with sales employees of the case company. Observing sales and marketing, written documents and other materials used in sales were used as secondary source of information. The data was analyzed using qualitative case study analysis methods. The findings of the study support previous research findings of the interface between marketing and sales but also bring new propositions as analytical framework to construct the interface. As such, the interface was found to be a multi-dimensional and complex dynamic construction. As results of this study, there was an exploratory framework constructed. The construction consists of three explorative contexts of the interface: internal context, relationship emphasizing context and solution selling context. These contexts are further divided into lower levels as an outcome of the analysis. In addition the identified contexts, there are also conceptual domains identified, which are common to all the contexts. The role of mutual, cross-functional knowledge creation was found to be central in the interface.

Applications of augmented reality for sales in apparel industry in Russia

The sustainable growth of video interactivity technologies on different platforms in the lasts years opens good prospects for augmented reality technology adoption on different markets. In the end of 2011 there was an improvement in technology which allows building the 3D model of human body. Such an improvement could be used in apparel industry. The main goal of the study is to understand the level of acceptance of augmented reality as a technology on the Russian apparel market. For a more accurate investigation, a new model accounting for augmented reality characteristics, as well as for similarities and differences between online and offline customer behavior in apparel industry, was developed. As a result of the survey, the weights of different purchase intention factors for Russian consumer were found, and the information about Russian consumers’ preferences towards the augmented reality features in apparel market, especially in fitting time, real-time interaction and fitting quality peculiarities, was presented.

Development of sales invoicing process in industrial services

The objective of this Master’s thesis is to find ways to streamline the invoicing process of the case company. In order to streamline the process, the bottlenecks and development areas of the present invoicing process needs to be identified. The bottlenecks are based on interviews made to personnel. The thesis also offers solutions to overcome the identified bottlenecks. The problem is the slowness of the invoicing process which should get rid off. The slow invoicing process causes delays in obtaining payments. There are many reasons for the slowness and inefficiency of the invoicing process. One of the biggest reasons is that the information systems are not deployed entirely. It causes additional work for everyone. Practices with the customers affect also to the smooth flow of invoicing. The contracts determine when the customer can be invoiced but also work approvals, missing work orders and customer’s own invoicing basis slow the process. The fastest and cheapest solution is to deploy the systems better and do things correctly. Thus duplicated work would decrease and resources would be saved. The work allocation should be modified and the practices with customer should be influenced too. In the future the meaning of IT should be highlighted and new devices exploited.

Ocorrência de auto-incompatibilidade homomórfica em Mitracarpus longicalyx E. B. Souza & M. F. Sales (Rubiaceae - Spermacoceae)

O estudo da biologia reprodutiva de Mitracarpus longicalyx E.B. Souza & M.F. Sales foi realizado durante os meses de setembro a dezembro de 2004, em Feira de Santana, BA, Brasil. Esta espécie é uma erva anual ocorrente em áreas de caatinga, florescendo de junho a dezembro. As inflorescências são glomérulos com 90 flores em média, que apresentam corola hipocrateriforme, medindo 4-5 mm de comprimento e coloração branca, sendo visitadas e polinizadas por borboletas da espécie Hemiargus hanno hanno (Stoll, 1790) (Lycaenidae). As flores são protândricas, com duração da fase estaminada de três dias e da fase pistilada de cinco dias. Não ocorre sobreposição das duas fases na mesma flor, mas podem ocorrer flores em diferentes fases na mesma inflorescência. Polinizações experimentais indicaram que M. longicalyx é uma espécie auto-incompatível não agamospérmica, com produção natural de frutos elevada (97,8%) na população estudada. A frutificação também foi elevada nas polinizações cruzadas manuais (82,3%), não ocorrendo frutificação nas polinizações manuais geitonogâmicas. Tubos polínicos provenientes de polinizações cruzadas alcançaram o ovário dentro de 24 horas, enquanto que grãos de pólen provenientes de autopolinização não germinaram ou, quando germinaram, não penetraram as papilas estigmáticas. Os resultados indicam que M. longicalyx possui auto-incompatibilidade homomórfica, possivelmente do tipo esporofítica, atuando em adição à protandria no impedimento da autofertilização. Auto-incompatibilidade homomórfica é muito rara nas Rubiaceae, uma família com abundante ocorrência de auto-incompatibilidade heteromórfica.

Benefits of sales force automation to salespeople and to their customers in business-to-business markets

This study applied qualitative case study method for solving what kind of benefits salespeople and their customers perceived to gain when sales reps used a specific sales force automation tool, that defined the values and identified segment that best fit to each customer. The data consisting of four interviews was collected using semi-structured individual method and analyzed with thematic analysis technique. The analysis revealed five salespeople perceived benefits and four customer perceived benefits. Salespeople perceived benefits were improvements in customer knowledge, guidance of sales operations, salesperson-customer relationship building, time management and growing performance. Customer perceived benefits were information transmission, improved customer service, customer-salesperson relationship building and development of operations, which of the last was found as a new previously unrecognized customer benefit.

Integrating Use of Customer Information Throughout Multiple Sales Channels to Create Customer Competence

Customer knowledge management (CKM) practices enable organizations to create customer competence with systematic use of customer information that is integrated throughout the organization. Nonetheless, organizations are not able to fully exploit the vast amount of data available. Previous research on use of customer information is limited especially in a multichannel environment. The aim of this study was to identify the main obstacles for utilizing customer information efficiently across multiple sales channels. The study was conducted as a single case study in order to gain deeper understanding of the research problem. The empirical findings indicate that lack of CKM practices and a common goal are major challenges obstructing effective utilization of customer information. Furthermore, decentralized organizational structure and insufficient analytical skills create obstacles for information sharing and capabilities to process information and create new knowledge. The implications of the study suggest that in order to create customer competence organizations should shift their focus from technology to the organizational factors affecting use of information and implement CKM practices throughout the organization.

Customer orientation of sales personnel: Implications for service quality

Prior customer orientation research has concentrated mainly on studying the economical potential of customer orientation to companies. Service quality research instead has concentrated on emphasizing the evaluation of service quality from the customer’s perspective. This means that the service providers lack important information regarding customer orientation and service quality they would need for managerial purposes such as selecting and training employees. Therefore, there is an emerging need to study how customer orientation and service quality relate to company processes, policies and employees, and this study answers to those calls. The objective of this study was to examine what is the role of sales personnel’s’ customer orientation in quality of service delivery and what features support the development of customer orientation among sales personnel. Also the components customer orientation were studied extensively in order to understand how they relate to service quality. The empiric part of the study was conducted as a qualitative research by interviewing seven sales people from operative, tactical and strategic levels of the case corporation in order to get a broader view for customer orientation. The findings propose that both organizational factors and individual factors are affecting customer orientation construct inseparably. Organizational factors are bundled in this study under standards, support and systems, whereas individual factors are formed of employees’ personal attributes, motivation and self-perceived decision making authority. The findings suggest that in the service delivery process at an operative level, customer orientation appears largely in the employees’ individualistic characteristics. Their social and technical skills and motivation to serve customers are the most identifiable factors for customer orientation and consequently, quality service. However, organizational standards, support and systems are strongly dictating the frames the operative sales people operate in, having an influence on how the employees are experiencing their decision making authority and in the end, customer orientation. When looking at the service delivery process at tactical and strategic levels, customer orientation is affecting mainly in the organizational constructs through setting standards, support and systems. However, tactical and strategic level employees influence the operative level through individual customer orientation components as well. The findings indicate that their emotion and personal interaction skills are affecting the overall service delivery process mainly through supervisor support and motivation of the operative level employees. Based on this study it can be argued that an organization can operate as a facilitator and create certain frames for customer oriented sales behavior through standards, support and systems. However, as the impact of individual customer orientation factors on sales people’s service quality seems decisive, from an organizational perspective it puts pressures on the recruitment.

Management of Soft Information in Sales and Operations Planning

With a Sales and Operations Planning (S&OP) process, a company aims to manage the demand and supply by planning and forecasting. The studied company uses an integrated S&OP process to improve the company's operations. The aim of this thesis is to develop this business process by finding the best possible way to manage the soft information in S&OP, whilst also understanding the importance and types (assumptions, risks and opportunities) of soft information in S&OP. The soft information in S&OP helps to refine future S&OP planning, taking into account the uncertainties that affect the balance of the long-term demand and supply (typically 12-18 months). The literature review was used to create a framework for soft information management process in S&OP. There were not found a concrete way how to manage soft information in the existing literature. In consequence of the poor literature available the Knowledge Management literature was used as the base for the framework creation, which was seen in the very same type of information management like the soft information management is. The framework created a four-stage process to manage soft information in S&OP that included also the required support systems. First phase is collecting and acquiring soft information in S&OP, which include also categorization. The categorization was the cornerstone to identify different requirements that needs to be taken into consideration when managing soft information in S&OP process. The next phase focus on storing data, which purpose is to ensure the soft information is managed in a common system (support system) in a way that the following phase makes it available to users in S&OP who need by help of sharing and applications process. The last phase target is to use the soft information to understand assumptions and thoughts of users behind the numbers in S&OP plans. With this soft management process the support system will have a key role. The support system, like S&OP tool, ensures that soft information is stored in the right places, kept up-to-date and relevancy. The soft information management process in S&OP strives to improve the relevant soft information documenting behind the S&OP plans into the S&OP support system. The process offers an opportunity to individuals to review, comment and evaluate soft information in S&OP made by their own or others. In the case company it was noticed that without a properly documented and distributed soft information in S&OP it was seen to cause mistrust towards the planning.

A Phase Model for Building a Customer Value Based Sales Tool – Case Mining and Metals Industry

The objective of this research is to observe the state of customer value management in Outotec Oyj, determine the key development areas and develop a phase model with which to guide the development of a customer value based sales tool. The study was conducted with a constructive research approach with the focus of identifying a problem and developing a solution for the problem. As a basis for the study, the current literature involving customer value assessment and solution and customer value selling was studied. The data was collected by conducting 16 interviews in two rounds within the company and it was analyzed by coding openly. First, seven important development areas were identified, out of which the most critical were “Customer value mindset inside the company” and “Coordination of customer value management activities”. Utilizing these seven areas three functionality requirements, “Preparation”, “Outotec’s value creation and communication” and “Documentation” and three development requirements for a customer value sales tool were identified. The study concluded with the formulation of a phase model for building a customer value based sales tool. The model included five steps that were defined as 1) Enable customer value utilization, 2) Connect with the customer, 3) Create customer value, 4) Define tool to facilitate value selling and 5) Develop sales tool. Further practical activities were also recommended as a guide for executing the phase model.

Accuracy in book papers' sales forecasting

The main objective of this thesis was to study if the quantitative sales forecasting methods will enhance the accuracy of the sales forecast in comparison to qualitative sales forecasting method. A literature review in the field of forecasting was conducted, including general sales forecasting process, forecasting methods and techniques and forecasting accuracy measurement. In the empirical part of the study the accuracy of the forecasts provided by both qualitative and quantitative methods is being studied and compared in the case of short, medium and long term forecasts. The SAS® Forecast Server –tool was used in creating the quantitative forecasts.

Defining Sales and Operations Planning Process in an Environmental Management Company

Sales and operations research publications have increased significantly in the last decades. The concept of sales and operations planning (S&OP) has gained increased recognition and has been put forward as the area within Supply Chain Management (SCM). Development of S&OP is based on the need for determining future actions, both for sales and operations, since off-shoring, outsourcing, complex supply chains and extended lead times make challenges for responding to changes in the marketplace when they occur. Order intake of the case company has grown rapidly during the last years. Along with the growth, new challenges considering data management and information flow have arisen due to increasing customer orders. To manage these challenges, case company has implemented S&OP process, though initial process is in early stage and due to this, the process is not managing the increased customer orders adequately. Thesis objective is to explore extensively the S&OP process content of the case company and give further recommendations. Objectives are categorized into six different groups, to clarify the purpose of this thesis. Qualitative research methods used are active participant observation, qualitative interviews, enquiry, education, and a workshop. It is notable that demand planning was felt as cumbersome, so it is typically the biggest challenge in S&OP process. More proactive the sales forecasting can be, more expanded the time horizon of operational planning will turn out. S&OP process is 60 percent change management, 30 percent process development and 10 percent technology. The change management and continuous improvement can sometimes be arduous and set as secondary. It is important that different people are required to improve the process and the process is constantly evaluated. As well as, process governance is substantially in a central role and it has to be managed consciously. Generally, S&OP process was seen important and all the stakeholders were committed to the process. Particular sections were experienced more important than others, depending on the stakeholders’ point of views. Recommendations to objective groups are evaluated by the achievable benefit and resource requirement. The urgent and easily implemented improvement recommendations should be executed firstly. Next steps are to develop more coherent process structure and refine cost awareness. Afterwards demand planning, supply planning, and reporting should be developed more profoundly. For last, information technology system should be implemented to support the process phases.