Rakennuskonepalveluita tuottavan pk-yrityksen investointi- ja kustannusmalli

Tämän tutkimuksen päätavoitteena oli luoda yleisellä tasolla kustannusmalli maarakennuskonepalveluita tuottavien pk-yritysten käyttöön ja käytännön päätöstilanteiden avuksi osana päätöksenteko organisaation ja myyntityötä tekevän portaan kustannustarkkailuun. Mallin luomisen tarkoituksena oli että mallia voidaan helposti muokata erilaisten myyntitilanteiden kannattavuuksien tarkasteluun ja sitä kautta malli luo käyttäjilleen etulyöntiaseman luodessa pitkiä palvelusopimuksia ja erilaisten projektityömaiden myyntisopimuksia simuloimalla kaluston siirtokustannuksia olemassa olevien tiedettyjen kustannustekijöiden toimesta. Teollisuudessa ja palvelujentarjoajapuolella on vastaavia malleja esitetty, mutta erityisesti maarakennuspuolen ja konevuokrauksen kustannuslaskentamalleja ei julkisesta ole juurikaan saatavilla. Työn kustannusmallin muutoksia simuloitiin ja testattiin luomalla erilaisia kysyntäskenaarioita joista yksi esitellään tarkemmin työn testausosiossa. mallilla on helppo kasata kustannusdataa erilaisina yhtälöinä miten uudet työmaat ovat kannattavampia luomalla kokonaisvaltaisesti paljon lisää uusia työkohteita. Kustannusmallin rakentamiselle oli kysyntää ja tärkeänä tietona pidettiin kokonaisvaltaista muutosta ja tietoa millä tehollisilla tunneilla vastaavat hankinnat olisivat kannattavia. Työn teoriaosa pohjautuu pääasiassa hinnoittelun, kannattavuuden ja investointilaskelmien teoriaan, artikkeleihin ja tutkimuksiin sekä kirjoihin. Työn empiirinen osa perustuu arvioihin tämän hetken hintatasoista sekä arvioihin kustannusten kertymisestä maarakennuspalveluita tuottavissa pk-yrityksissä joissa organisaatiokaavio on matala ja toiminta tehokasta. Keskeisimmät tulokset liittyvät siihen miten kustannuksia tulee huomioida erilaisille asiakkaille ja millainen kustannusmalli on käyttökelpoinen eri tilanteissa.

Uuden aseptisen pakkausjärjestelmän lanseeraus Eurooppaan

Suomalaisen teknologian vienti Eurooppaan on aina ollut vahvan osaamisen varassa. Yrityksiä on kuitenkin moitittu siitä, että ne eivät toteuta kaupallistamista ja lanseerausta kunnolla. Onnistunut lanseeraus syntyy monipuolisesta valmistelusta, jonka tavoitteena on löytää kohderyhmä, pyrkiä tuomaan esille uuden tuoteratkaisun ominaisuudet ja hyötynäkökohdat kaupallisen menestyksen saavuttamiseksi. Tässä tutkimuksessa sovellettiin haastattelututkimusta, joka perustui kvalitatiiviseen ja kvantitatiiviseen menetelmään. Sen tarkoituksena oli tutkia yrityksen aikaisemmin käyttämän lanseerauksen vaikutusta. Tutkimukseen osallistui henkilöstön, jälleenmyyjäverkoston ja asiakkaan edustajia. Saadun tuloksen pohjalta voitiin arvioida yrityksen valmiudet ja parannettavat osatekijät uuteen lanseeraukseen. Tutkimukseen perustuen syntyi uusi aseptisen pakkausjärjestelmän lanseeraussuunnitelma Eurooppaan.

Etelä-Savon bioenergia-alan yritysten kansainvälistymismahdollisuudet Saksan markkinoilla

Pienten ja keskisuurten yritysten kansainvälistyminen etenee tyypillisesti hyvin maltillisesti, askel-askeleelta. Kotimarkkinoiden rajalliset kasvumahdollisuudet ja kansainvälisten markkinoiden houkuttelevuus ovat tärkeimpiä syitä vientitoiminnan aloittamiselle. Nykyisessä globaalissa liiketoimintaympäristössä kilpailu on kovaa ja vaatii yrityksiltä paljon osaamista ja resursseja. Pk-yritysten rajallisia resursseja voidaan kehittää ja lisätä yritysten välisen verkostoitumisen ja ulkopuolisten toimijoiden avulla. Tämä diplomityö on toteutettu osana Cleantech Finland Bioenergy –kehitysprojektia, joka pyrkii edistämään Savon alueen bioenergia-alan yritysten kansainvälistymis-mahdollisuuksia. Tutkimuksen tavoitteena on kasvattaa tietoutta erilaisista kansainvälistymisstrategioista ja vientitoiminnan vaatimista toimenpiteistä. Empiirisen tutkimuksen tärkein tavoite on tukea tutkimuksessa mukana olevien pk-yritysten kansainvälisen liiketoiminnan aloittamista. Tutkimuksen tulokset osoittavat, että kehittyvä bioenergia-ala ja Saksan markkinat tarjoavat pk-yrityksille kasvumahdollisuuksia. Tuloksissa painotetaan pk-yritysten oman osaamisen kehittämistä ja kykyä pitkäjänteiseen työhön. Ymmärtämällä asiakkaiden ostopäätösprosessia, voidaan omaa myynti- ja markkinointiosaamista sekä rajallisia resursseja keskittää oikeisiin asioihin.

Export Tire Entry to Chinese Market

After the economic reform, China has undergone fast economic growth, urbanization and adopted the western lifestyle. Global enterprises are investing in China and Finnish companies began to enter the Chinese market after the 1980s. Fast economic growth has downside effects like pollution and thus more cleantech solutions are needed. There are different kinds of entry modes that companies are using when entering the Chinese market. This thesis focuses on export tire entry mode. The purpose of this study is to examine cleantech companies’ opinions about the export tire operations. The background of this study is built by combining the written knowledge about the history of the Chinese industry and market entry modes. The empirical part of the study is a semi-structured, qualitative analysis of five case companies that are operating together in a particular export tire and represent the highest Finnish cleantech knowledge. The results of this study indicate that the export tire entry is an easy and cost effective way to enter new markets or market segment. Export tire is really dependent on the leader who in this particular case succeeded well.

Integrating the export distribution channels after an acquisition

This thesis is based on studying integration synergies in a merger or acquisition situation with the interest in distribution channel integration. M&As seem to be forever popular and nowadays companies often use them as a certain kind of strategy to develop their business. M&As have attracted research for decades and also distribution in M&As has been found interesting. Moreover, research often concentrates to the horizontal M&A´s potential synergies that emerge in the integration process and so is the case also in this study as the core issue is to study the integration of the distribution channels and its potential synergies. This study concentrates on a single case, an acquisition which took place in 2011. The case consists of two Finnish companies operating in the same business field. Both of the companies are very export orientated, which gives this study its export view. As the companies operate in the same field this acquisition falls into the categorization of horizontal acquisition. The objective of the thesis is to study how the export channels could be integrated after an acquisition? This research question is divided again to three sub-questions asking how the distribution channels of the acquirer and acquired company are organized, what is pursued by the post-acquisition distribution channel integration and what are the integration challenges especially from the logistics point-of-view. The framework was built from the basis of the literature used in this thesis. The framework combines M&A process and distribution channels to a one united model which presents the progress of this thesis. The study was carried out as a qualitative research and as a holistic single case study. The data used in the research includes two interviews, other material from the case companies and also material of the companies collected by the author independently from different sources. There were many motives for the acquisition as usual. From the research results one can find that the integration process is still very ongoing and the synergies have not yet been fully discovered but also they are there to be found. The concentration of the research was in the export distribution which proved to be meaningful since the exports markets of the case companies were found to be quite complementary. The research results brought up also other issues concerning the post-acquisition integration process rather than the distribution channels and export. M&As are always a risky business. The final result can never be predicted. No matter how good the merging companies look on paper the practice is not the same. The acquisition process of this case has not ended yet and there lies potential synergy benefits to be discovered if enough effort is used to go through the process right.

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.

Hintariskeiltä suojautuminen viljakaupassa - viljatermiinit ja niiden käyttö Suomessa

Tämän tutkielman tarkoituksena on selvittää, miten viljatermiinejä käytetään Suomessa hintariskeiltä suojautumisen välineenä. Tutkimus on tehty viljantuottajan näkökulmasta. Tutkimusaineistona on käytetty aiheesta aiemmin tehtyä tutkimuskirjallisuutta ja varta vasten kerättyä haastatteluaineistoa. Tuottajien mielestä hintavaihteluilla oli suuri vaikutus tuotannon tulokseen ja kaikki haastatellut olivat miettineet keinoja hintavaihtelujen vaikutusten pienentämiseksi. Termiinikaupan käyttäminen viljan myynnissä on kuitenkin Suomessa melko harvinainen ilmiö. Aiempien tutkimustulosten perusteella ja kerättyyn haastatteluaineistoon perustuen vaikuttaisi siltä, että termiinikaupan vähäiseen käyttöön Suomessa ovat vaikuttaneet ainakin maataloustukien runsas osuus tilojen liikevaihdosta, tiloilla harjoitettava muu ansiotoiminta, sekä runsaat satovaihtelut. Haastatellut tuottajat pyrkivät suojautumaan hintavaihteluilta lähinnä viljaa varastoiden ja koettamalla valita tuotantoon mahdollisimman kannattavia kasveja, joilla hintavaihtelu oli vähäistä. Termiinejä tarjoavat viljantuottajille useat eri viljanostajat. Käytettäessä termiinejä säännöllisesti ja johdonmukaisesti, on termiinikaupalla tuloja tasaava vaikutus. Sen käyttö ei kuitenkaan takaa parempaa tulosta kuin käteiskauppakaan, vaan hyötynä on nimenomaan ennustettavuuden lisääntyminen ja epävarmuuden väheneminen tulovaihteluiden pienentymisen myötä. Termiinikaupasta aiheutuu tuottajalle myös kuluja ja siihen pitäisikin suhtautua kuten vakuutukseen.

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.