Au vu du contexte actuel (mondialisation des échanges, concurrence, innovations technologiques…), les entreprises doivent trouver les moyens de proposer des produits et services toujours plus innovants pour se différencier. C’est pourquoi, elles font de plus en plus appel aux compétences des clients pour concevoir leurs offres qui correspondront davantage à leurs besoins. Cette pratique qui suscite un réel engouement auprès des managers est appelée « co-création ».Or, d’après la littérature, il semblerait que peu de recherches ne se sont intéressées aux raisons pour lesquelles certaines entreprises sont plus prédisposées que d’autres à co-créer des services dans le contexte interorganisationnel (Business-to Business, B to B). Pourtant, cette question est fondamentale. En effet, s’il est démontré que certains facteurs favorisent l’adhésion des clients et la gestion de projets de co-création, les organisations pourront mieux choisir des partenaires (candidats) à un projet de co-création. Ainsi, notre travail de recherche propose de répondre à la question suivante : Pourquoi certaines entreprises sont-elles plus disposées à co-créer un service alors que d’autres le sont moins ?Dès lors, après avoir réalisé un état de l’art sur la co-création de services, nous menons deux études qualitatives auprès de dirigeants et de clients B to B impliqués dans des démarches de co-création de services innovants. La troisième étude de nature quantitative est réalisée auprès d’un échantillon de prestataires de services destinés aux entreprises afin de tester nos hypothèses de recherche. Les résultats obtenus ont permis d’identifier des critères à la fois organisationnels (spécifiques à l’entreprise) et sectoriels (c’est-à-dire, relatifs au marché) explicatifs de la prédisposition et du degré d’implication des entreprises dans un processus de co-création. D’un point de vu managérial, cette recherche souligne les bonnes pratiques à mettre en place au sein des organisations avant d’initier cette démarche collaborative. / In the current world context (globalization, competition, technological innovations,.), companies must look for new ways to offer more innovative goods and services. Therefore, they require customer’s competencies to design offerings that meet their needs. This practice which is raising a great deal of enthusiasm from the managers is called “co-creation”.An examination of the existing literature on services suggests that little has been done on the reasons why some companies are more disposed to engage in a B to B service co-creation process while others are less disposed to do so. Yet, this is an important issue. Indeed, if we can show that there are some criteria which can be used to identify potential co-creators and that facilitate the management of co-creation projects, then organizations could use this knowledge to select their partners in a co-creation process.In the light of the foregoing, our research study seeks to answer the following question: Why are some B-to-B service providers more disposed to co-create services than others?After a literature review on service co-creation, we conduct two qualitative studies with leaders and B to B customers involved in innovative service co-creation projects. The third study that is quantitative surveys a number of service providers in order to test our research hypothesis.Our empirical results allow us to identify firm-level and industry-level criteria relevant for explaining businesses’ willingness to engage in a co-creation process as well as their level of involvement in this process. From a managerial perspective, the present research also underlines the best practices to implement in service organizations before starting such a collaborative approach.

Nowadays, the marketing communication is a very crucial factor of the business success. Efficient targeting, understanding of customer's needs and using opportunities is being the significant competitive advantage. Nevertheless, there are many companies that don't understand the importance of the marketing approach and AGRO-partner is one of them. That is why, I have chosen the Marketing strategy proposal for AGRO-partner s.r.o. to be my master thesis theme. The aim of the thesis is to compose the strategy based on strategic goals of the company, considering specifics of B-to-B markets, surroundings of the company and its realistic sources.

On top of cost reduction, product quality and manufacturing quality, manufacturing industry should start to consider the influence of business-to-business service quality on customers¡¦ satisfaction and loyalty. Therefore, how to measure customer perceived business-to-business service quality become a critical issue in manufacturing industry. Previously, the service quality research are more concentrated on business-to-consumer, such as retail or other service industry. However, it's not appropriate for apply it on business-to business level. The purpose of this paper is to study the influence of business-to business service quality on customer satisfaction and customer loyalty. This research is intended to prove the following. 1. IMP model is applicable to measure business-to-business service quality in manufacturing. 2. The better business-to-business service quality can lead to customer satisfaction and also customer loyalty. 3. To understand customer¡¦s satisfaction and loyalty on Manufacturing assembly and testing house in Taiwan accurately. This research attempts to find a relationship between six factors from IMP model and business-to-business service quality. Further, to know if business-to-business service quality can affect customer satisfaction and customer loyalty, especially more purchasing behavior.The research methodology is to use Woo & Ennew¡¦s (2005) questionnaires which based on the concept of IMP model. We provided questionnaires to Taiwan¡¦s assembly and testing house¡¦s customers. There are 143 returned with effective results. The conclusion of the research showed the business-to-business service qualtiy have significant and positive effects on customers satisfaction then to loyalty. However, the questionnaires didn¡¦t have a good fit to measure business-to-business service quality in manufacturing. From the result, it remind manufacturer take business-to-business sevrice quality seriously and pay much attention to it.

s e-Commerce era has been brought into being, the call of ¡§disintermediation¡¨ comes to vogue, yielding overwhelming impact, in particular upon services provided by insurance brokers, agents and such ¡§production¡¨, ¡§transmission¡¨ oriented digital products. As insurance products and rates get liberalized after Taiwan became a WTO member, the insurance ¡§intermediates¡¨ must reconsider and innovate their business management strategies amidst harsh challenges of ¡§direct marketing¡¨ from insurance companies, ¡§integral and cross selling¡¨ and ¡§online website insurance¡¨ from financial holding houses. Only through such efforts can they cope with internal and external attacks, gain the room to survive and further develop ahead. The present study takes ¡§single research object¡¨¡XHo-An Insurance Agency to look into a variety of transforming strategies when a car dealer invests in large-scale ¡§property insurance agency¡¨. We have conducted the study and assessment by means of ¡§literature reorganization¡¨, ¡§interview¡¨, ¡§traditional strategic analysis theories, tools¡¨, ¡§digital traditional strategic analysis theories, tools¡¨ and ¡§market survey¡¨. With the results yielded out of the study, we first come to Ho-An¡¦s ¡§Generic Strategies¡¨ and ¡§Digital Strategies¡¨ and such orientations to come to the ¡§vision¡¨ of ¡§becoming the agent of agents¡¨. In line with the ¡§vision¡¨, we further three phases of Ho-An¡¦s ¡§integral transformation strategies¡¨ as ¡§virtual integration of insurance companies¡¨, ¡§establishment of transaction alliance¡¨ and ¡§development of multifaceted marketing channels¡¨. The business mode in counterpart with ¡§integral transformation strategies¡¨ is in two categories: ¡§Virtual insurance company alliance transaction center¡¨ and ¡§multifaceted marketing channels¡¨. In turn, we generalize the e-Business Model as: Establish ¡§vertical B To B integration, continual reinforcement of up- and down-stream integration¡¨; ¡§B To C: Look into policyholder-related information¡¨ as well as ¡§Horizontal B To B: Expanding industrial integration force¡¨, inclined to buyer-oriented e-Marketplaces. The very key to Ho-An¡¦s transforming strategies is to broaden the horizon of sales power from the ¡§car dealer¡¦s insurance division¡¨ gradually into ¡§reintermediation¡¨ transforming strategies. In substantial and virtual integration, we will combine the up- and down-stream firms into a whole to become intermediates with integral insurance service functions, positioning themselves with initial marketing powers to bring up added values to clients.

「銷售」（selling），是企業獲利的主要方式，也是許多就讀商學院的學生進入職場後所從事的工作，如何使銷售行為在銷售過程能更加順利，銷售管理的知識與能力對於企業或個人而言相當重要。尤其是在企業對企業（Business-to-business, B to B）的交易中，工業性的產品屬於高涉入且複雜度較高的產品，買賣雙方所需花費的時間、精神與金錢成本較高，銷售過程中如何找到買方的真正需求，提出解決方案滿足需求，更需仰賴銷售人員的努力。 本研究透過「銷售管理程序」為主，「策略行銷4C架構」為輔，針對一間成立近四十年的中小型企業－W電子公司，探討該公司如何在公司規模不大，且品牌知名度並未如其他國際競爭對手高的情況下，首次成功打入日本市場，取代客戶過去合作二十幾年的國際知名供應商，成功贏得一筆大訂單。 研究結果顯示銷售案的成功，需因應環境的變化，配合本身的條件及組織與銷售人員的目標一致。當銷售人員在執行銷售管理程序的每一個步驟時，同時間也在降低S公司（此案例中W電子公司的客戶）各種交易成本。在此工控產品案例之所以能夠成功，是由於W電子公司的產品具有競爭力，因此S公司著重的外顯單位效益成本（C1）低，且產品相容性高，降低S公司對於原有供應商的專屬陷入成本（C4）。此外，W電子公司透過許多作為，極力取得S公司的信任，降低道德危機成本（C3）。基於上述的努力，順利爭取到訂單。此外，工控產品在銷售管理程序的最後一個階段具有一特性，由於工控產品較為複雜，雙方在交易過後投入更多的時間、精神與金錢成本，因此交易後S公司的專屬陷入成本（C4）提升。

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2016-09-21T13:18:27Z No. of bitstreams: 1 Raul Eduardo da Rocha Merch_.pdf: 12607508 bytes, checksum: 3d7c51c9ddd94d9a34e6447f8779b587 (MD5) / Made available in DSpace on 2016-09-21T13:18:27Z (GMT). No. of bitstreams: 1 Raul Eduardo da Rocha Merch_.pdf: 12607508 bytes, checksum: 3d7c51c9ddd94d9a34e6447f8779b587 (MD5) Previous issue date: 2016-03-28 / Nenhuma / O ambiente organizacional do Business to Business (B to B) é constituído por uma multiplicidade de empresas e profissionais. Sua operacionalidade acontece por relações interdisciplinares, interfuncionais e interorganizacionais, formando uma grande rede de negócios. Nesse ecossistema corporativo, o designer assume o papel de ator intérprete, projetando cenários, interligando relações e construindo processos e projetos coletivos de estratégias que visam inovação. Como pouco são os estudos sobre o uso de redes ecossistêmicas de intérpretes e processos de colaboração cocriativa que projetem inovações pelo design nesse segmento, o objetivo geral desta pesquisa é identificar se a rede ecossistêmica de intérpretes de uma empresa B to B, pode promover, por meio da colaboração cocriativa, estratégias de design dirigidos à inovação. Para tanto as escolhas da fundamentação teórica, assim como a investigação-ação, abordam uma temática sobre redes, ecossistema, intérpretes, cocriação, inovação, seguido de uma prática de projeto. Com base nesse pressuposto, busca-se responder ao objetivo da pesquisa, utilizando a pesquisa-ação que utilizou como unidade de análise o ecossistema da Clippertec, industria fabricante de equipamentos para o segmento Pet. A metodologia da pesquisa é estruturada por um ciclo de pesquisa-ação. A partir da reflexão teórica, do entendimento de redes, ecossistemas, processos de colaboração cocriativa, inovação, identificação dos segmentos, empresas e profissionais, participantes da rede ecossistêmica da Clippertec, construiu-se um modelo próprio de redes de intérpretes, qual serviu para desenvolver ações projetuais na prática de projeto ocorrida no workshop. A discussão contemplou aspectos relacionados a construção e graus de relações da rede de intérpretes, contribuições por meio de colaboratividade cocritativa, através do workshop e ações projetuais para o desenvolvimento de estratégias de design dirigidos à inovação. Os resultados apontam para a possibilidade de aplicação de um modelo de rede ecossistêmica de intérpretes que, através de colaboração cocriativa, promovam estratégias de design dirigidos à inovação no segmento business to business (B to B). / The organizational environment of Business to Business (B to B) consists of a multiplicity of companies and professionals. Its operability happens for relationships which are increasingly interdisciplinary, cross-functional and inter-organizational, forming a large network of business. In this corporative ecosystem, the designer assumes the role of interpreter actor, projecting scenarios, linking relationships and building processes and collective projects of strategies aimed at innovation. As there are few studies on the use of ecosystem networks of interpreters and co-creative collaborative processes that project innovations by design in this segment, the overall objective of this research is to identify whether the ecosystem network of interpreters of a company B to B, can promote, through co-creative collaboration, design strategies driven toward innovation. Therefore the choices of the theoretical foundation, as well as research-action, address the theme on networks, ecosystem, interpreters, co-creation, innovation, followed by a design practice. On the basis of this presumption, the aim is to respond to the objective of the research, using action-research that utilizes as a unit of analysis the Clippertec ecosystem, industry manufacturer of equipment for the Pet segment. The research methodology is structured by a cycle of action-research from the theoretical reflection, the understanding of networks, ecosystems, co-creative collaboration processes, innovation, identification of segments, companies and professionals, ecosystem network participants from Clippertec, constructed by its own model of networks of interpreters, which served to develop actions in design practice that occurred in the workshop. The discussion contemplated aspects related to construction and degrees of relationships of the interpreters network, contributions from co-creative collaborations, through the workshop and design actions for the development of design strategies driving innovation. The results point to the possibility of applying an ecosystem network model of interpreters which, through co-creative collaboration, promote design strategies driving innovation in the B to B segment.