<p>Many design agencies and designers like to see design as a longtime strategic investment for any company. However, knowledge of design as a strategic resource depends on ones professional background and ones knowledge of design as such. It is common today that clients meet design agencies and therefore design with a certain skepticism concerning its role in the company. Within the prodctdevelopment-process the company’s different functions meet. Those are people differing in education, background and knowledge. This fact and the differing visions concerning design lead to gaps within the cooperation between design agency and their client.</p><p>This study’s aim was to explain these gaps from the industrial design agency’s perspective.Especially when the cooperation intends to strengthen the client’s brand through product design. We tried to gain insight in the design agencies’ working-process and their attitude towards cooperation and their clients through case studies. Three design agencies in the greater Stockholm area were chosen and interviews were made in November 2007. The collected data was then mainly analyzed through gap analysis. The study shows that the contact between design agency and the client’s management level</p><p>plays a vital role in preventing the management gap. This gap is a result of differing visions of the design service and can lead to different levels of ambition between the partners. By taking this gap into consideration early on, the design-agency can access important</p><p>information about the client’s company and design can be used efficiently as a strategic resource. In addition to that the project’s brief influences the quality of the cooperation strongly.</p><p>The interpretation of brand values to design features is reason for communication-problems between agency and client. Visualizing of ideas, early prototyping and regular meetings can help minimizing this gap. However, a basic condition for successful brand communication is the client’s internal organization. It is vital that Marketing and Research and Development find a common language in order for the design project to become a success.</p>

The traditional airlines exist on a market that is distinguished by an increasing competition. They are often partly or completely owned by the government and are characterized by slow decision making. Because of their existing structure and old business culture the traditional airlines find it hard to use price as a means of competition. Consequently the traditional airlines need to create loyalty amongst their customers. The purpose of this essay was to analyze and evaluate SAS long-term marketing strategies through a comparative study of the companies’ management, employees and customers. To shed light on the problem a gap analysis has been performed on SAS Swedens management, emloyees and customers. The theoretical part of the study takes into account customer value, organization and loyalty. The result shows that the gap between SAS management and customers was relatively small due to the management’s knowledge and insight in respect to customer expectations. On the other hand the gap between SAS management and employees was much larger. The internal communication within SAS is today insufficient which can lead to major problems. To create customer loyalty SAS has to concentrate on their internal problems and focus on their employees. In this way the employees will mediate customers expectations so that SAS profile and image will correspond with customers expectations. SAS needs to have a strong business concept and a vision that all employees should try to achieve, which they do not have today. The conclusion is that SAS will find it hard to survive on a long term basis with the conditions and structure they have today. Suggestions for additional research would be to study other effects made by the incorporation of SAS as well as to study factors that are important for creating good internal communication within the SAS group. / De traditionella flygbolagen verkar på en marknad som kännetecknas av en ökad konkurrens. De är ofta delvis eller helt statligt ägda och präglas av tröga beslutsprocesser. På grund av sin befintliga struktur och gamla affärskultur har de svårt att konkurrera med priset som konkurrensmedel och måste därför fokusera på att skapa kundlojalitet. Uppsatsens syfte var att analysera och utvärdera SAS långsiktiga marknadsföringsstrategier genom en jämförande studie av företagets ledning, anställda samt kunder. För att belysa problemet har en gapanalys genomförts på SAS Sveriges ledning, anställda och kunder. Studiens teoridel är baserad på teorier om mervärdeskapande, organisation och lojalitet. Resultatet visar att gapet mellan SAS ledning och kunder var relativt litet då ledningen har kunskap och insikt om kundernas förväntningar på SAS tjänster. Gapet mellan SAS ledning och de anställda var däremot mycket större. Den interna kommunikationen inom SAS är idag bristande vilket är ett stort problem. För att SAS skall ha en möjlighet att skapa kundlojalitet måste de börja internt och fokusera på de anställda, så att de levererar vad kunderna förväntar sig. Detta i sin tur bidrar till att SAS profil och image överensstämmer. SAS måste ha en stark affärsidé och vision som alla anställda strävar efter, vilket de inte har idag. Studiens slutsats är att SAS har svårt att långsiktigt överleva med de förutsättningar och den struktur de har idag. Som förslag på vidare forsknings gavs att studera ytterligare effekter av SAS bolagisering, samt att studera faktorer som är viktiga för att skapa en bra intern kommunikation inom hela SAS koncernen.

Many design agencies and designers like to see design as a longtime strategic investment for any company. However, knowledge of design as a strategic resource depends on ones professional background and ones knowledge of design as such. It is common today that clients meet design agencies and therefore design with a certain skepticism concerning its role in the company. Within the prodctdevelopment-process the company’s different functions meet. Those are people differing in education, background and knowledge. This fact and the differing visions concerning design lead to gaps within the cooperation between design agency and their client. This study’s aim was to explain these gaps from the industrial design agency’s perspective.Especially when the cooperation intends to strengthen the client’s brand through product design. We tried to gain insight in the design agencies’ working-process and their attitude towards cooperation and their clients through case studies. Three design agencies in the greater Stockholm area were chosen and interviews were made in November 2007. The collected data was then mainly analyzed through gap analysis. The study shows that the contact between design agency and the client’s management level plays a vital role in preventing the management gap. This gap is a result of differing visions of the design service and can lead to different levels of ambition between the partners. By taking this gap into consideration early on, the design-agency can access important information about the client’s company and design can be used efficiently as a strategic resource. In addition to that the project’s brief influences the quality of the cooperation strongly. The interpretation of brand values to design features is reason for communication-problems between agency and client. Visualizing of ideas, early prototyping and regular meetings can help minimizing this gap. However, a basic condition for successful brand communication is the client’s internal organization. It is vital that Marketing and Research and Development find a common language in order for the design project to become a success.

The career counselling services industry is currently being challenged by a unique set of conditions which has resulted in calls for a greater client orientation in the delivery of career services. The current study takes up this challenge by using marketing concepts to explore the relationship between the expectations (desired) people in career transition have of a career counselling service and the perceptions career counselling service providers have of client expectations. In the process, it also examines variables (career transition group membership, career decision-making self-efficacy, age, gender, and previous experience with a career counselling service) that may impact on the expectations people in career transition have of a career counselling service. The study used a three-phased mixed method approach to gather expectation and perception data. In Phase 1, focus group interviews were conducted with participants from three career transition groups - Year 12 students, final year university students, and adults in midcareer transition. A series of one-to-one interviews with three groups of career counsellors (those in schools, tertiary institutions, and private practice) was undertaken in Phase 2. Phase 3 consisted of a questionnaire, which was administered to broader populations of people in career transition and career counsellors. The people in career transition subject group completed a three-part questionnaire consisting of the Expectations About Career Counselling measure (developed by the researcher), the Career Decision-Making Self-Efficacy-Short Form (an existing measure), and demographic questions. Career counsellors completed a two-part questionnaire, which included the Expectations About Career Counselling (EACC) and demographic questions. The people in career transition subject group were asked to respond to the EACC according to what they wanted from a career counselling service. Career counsellors were asked to respond to the same measure as if they were one of their clients attending their first career counselling interview. In the development of the EACC, an existing measure (the Expectations About Counselling-Brief Form; Tinsley, 1982), was modified using career counselling expectation themes derived from the analysis of data collected in Phases 1 and 2. Factor analysis of the data obtained from the EACC identified four clear factors. These factors were named Career Counsellor Responsibility, Client Responsibility, Quality Outcome and Realism. The findings from Phase 3 indicated that people in career transition had high to very high expectations for the EACC subscales Career Counsellor Responsibility and Quality Outcome, moderate expectations for Realism, and moderate to high expectations for Client Responsibility. Significant differences were found based on transition group membership, gender, age, and previous experience with a career counselling service. In addition, it was found that people in career transition had moderate to high career decision-making self-efficacy and that respondents with higher self-efficacy scores also had higher expectations of a career counselling service. The findings also indicated that there was a significant difference or gap between the expectations of people in career transition and the perceptions of career counsellors concerning client expectations of career counselling. Career counsellors perceived that clients were less committed and more unrealistic about the career counselling process and the counsellor's role than was indicated by the results from the people in career transition subject group. Recommendations based on the findings of this research study were made for career counsellors, professional associations, education and training organisations, education institutions and systems and government policy makers. Specifically, the recommendations addressed the importance of acknowledging, clarifying, and managing client expectations, providing interventions to educate people in career transition about the career decision-making process and the role of the career counsellor, and the implementation of processes to promote ongoing professional development in the career counselling services industry.

1 online resource ([13], 172 leaves) / The concept of a service-oriented approach and the role of communication in such an approach is nothing new. Service management and marketing are two constructs that are deemed invaluable for an organisation operating in the current competitive and seamless globalised business environment. Literature proposes that a market-oriented point of view is not enough anymore to achieve a competitive advantage; the core solution to an organisation's problems should lie in a management perspective that understands the internal value-generating processes of customers and employees alike. This study strives to assess the role of internal communication in creating a service-oriented approach. Particular attention is given to the support that communication can provide to an organisation wishing to establish a service-oriented approach. The evolution of the service-oriented approach is discussed along with the internal and external changes that took place in the organisational environment. A service-orientation as a possible answer to environmental changes is discussed. An assessment of the contribution of communication to service orientation was undertaken. The results of the research undertaken have led to the deduction that internal communication at George Municipality is not effective. / COMMUNICATION SCIENCE / MA - SPEC IN ORG COMMUNIC

Purpose – This study aims to explore, and suggest solutions to, the gap between the supply of information from organic meat producers and the demand of information from consumers regarding traceable characteristics (attributes) of meat in a limited geographical area in order to maximize the utilization and value of collected data. Design/methodology/approach – A mixed methods research design is applied to collect both quantitative data from consumers and qualitative data from suppliers to produce empirical results of the supply and demand of information. A theoretical framework of organic food purchase intent is used for the quantitative study as well as the correlation between consumers’ perceived importance of attributes and their willingness-to-pay for meat. The results of the empirical studies are compared to each other in an effort to expose a possible gap using a gap analysis. Findings – Meat is shifting from a price based commodity to a product based on characteristics. This study reveals that there is now a gap between the information made available by organic meat producers and the demand of information from consumers that needs to be recognized in order to maximize the value of collected data. Information regarding environmental impact of raising and transporting the animals is not extensively collected. A substantial amount of data about attributes of perceived importance, such as safety and handling, animal welfare and medication or other treatments is collected but not extensively shared with consumers. Research limitations/implications – The small sample size in a unique area and the scope of the survey data does not provide a result that can be truly generalized. It is therefore suggested that future studies produce results from a larger sample that incorporates the perceived accessibility of important information for consumers. Practical implications – This contributes to the emerging literature of organic food production by comparing both the supply and the demand of information regarding attributes of meat. This information is valuable to organic meat producers and marketers as well as developers of agricultural systems and databases that should shift their focus to consumer oriented traceability systems. Originality/value – This study goes beyond the substantial body of literature regarding attributes of organic food and consumers preferences by comparing these factors to the available supply of information by meat producers and by suggesting solutions to bridge the gap between them. Keywords – Organic meat, Organic agriculture, e-Agriculture, Traceability, Traceability systems, Consumer oriented, Consumer behavior, Willingness-to-pay, Supply and demand, Information gap, Gap analysis, Business development, United States of America, Sense-making theory, Mixed methods Paper type – Research paper, Bachelor’s thesis

The purpose of this master’s thesis is to help the chosen organizations’, Luossavaara Kiirunavaara Aktiebolag (LKAB), quality workers with at least one proposal on work procedures, as well as a plan to implement the procedure and a plan on how to do the follow up. The proposals shall take form with the support of relevant theories, previous research and the needs and desires of the quality workers’ most important customers. A survey was sent to the quality workers most important customers, co-workers within the organization and more specific managers and leaders within the production, and five deeper interviews was conducted with individuals from the same group, to establish a present state, perceived problems and a desired state. Next, the results of the mapping were put in a GAP-analysis to clarify where improvements need to be done. Three gaps were found: ·      Make the quality workers more visible ·      Clarify the quality workers’ role ·      Education From this basis, more concrete actions that could bridge the gaps and get more customer satisfaction was discussed between the authors of this thesis. From that brain storming, and with the support of previous research and relevant theories, came the result and the proposed actions. These are more quality workers, to allocate personnel within the organization, a common process and Quality days. None of the actions rule out the others and a combination can be for the best. / Rapporten har som syfte att ta fram minst ett förslag på arbetssätt och metoder till den valda organisationen Luossavaara Kiirunavaara Aktiebolags (LKAB) kvalitetsutvecklare, med tillhörande implementerings- och uppföljningsplan. Förslagen ska utformas med stöd av relevanta teorier, tidigare forskning samt svar på vilka behov kvalitetsutvecklarnas kunder har och vad de önskar av kvalitetsutvecklarna. Genom att en enkätundersökning skickades ut till kvalitetsutvecklarnas viktigaste kunder, medarbetare inom organisationen och då mer specifikt chefer och ledare inom produktion, samt fem djupgående intervjuer genomförda med personer ur samma urvalsgrupp, kartlades nuläget, upplevda problem samt det önskade läget. Därefter sattes resultatet in i en GAPanalys för att klargöra var förbättringar behöver genomföras. De gap som framkom var: • Synliggöra kvalitetsutvecklarna • Tydliggöra kvalitetsutvecklarnas roll • Utbildning Utifrån gapen genomförde rapportförfattarna en brainstorming där konkreta åtgärder diskuterades som kunde överbrygga alla gap, komma närmare kundernas önskade läge och tillfredsställa kundbehovet. Ur brainstormingen, och med stöd av tidigare forskning och relevanta teorier, kom resultatet och de föreslagna åtgärderna. Åtgärderna var fler kvalitetsutvecklare, avsätta personal ute i verksamheten, gemensam process samt kvalitetsdagar. Ingen av förslagen utesluter något annat och en kombination kan vara det bästa.

The master’s thesis focuses on GAP analysis of information security management system. The thesis consists of theoretical, analytical and practical part. The first part discusses the theoretical background of the issue of information and cyber security. The analytical part describes the current condition of the researched company. The thesis’s output is the draft of risk register and draft of security countermeasures implementation. The draft targets on countermeasures leading to increase information security in company.

This study examines the development of Volvo Group Trucks Operations Powertrain Production (Volvo GTO PTP) in Skövde, focusing on the implementation of processes for new products intended for both internal and external customers. Previously, the company solely supplied products within the Volvo Group, functioning as an Original Equipment Manufacturer (OEM). With the opportunity to adhere to the supplier-specific quality standard IATF 16949:2016, an extension of the ISO 9001:2015 quality standard. Volvo GTO PTP aims to enhance product and process development through the adoption of the Advanced Product Quality Planning (APQP) method. Unlike the existing project models, Develop Product and Aftermarket Product Portfolio (DVP) and Project Steering Model (PSM), used by Volvo GTO PTP, the APQP method validates product and process development together.   This study investigates the relationship between the current project models, DVP and PSM, and the APQP model, identifying areas within APQP that require further development. Interviews and thematic analysis were conducted to assess the current state of APQP, with an evaluation matrix employed for quantitative analysis. Findings reveal a knowledge gap within Volvo GTO PTP, wherein comprehension of APQP activities and their correlation with DVP and PSM is lacking. Critical activities for execution and management within the APQP model include measurement system analysis (MSA), checking aids, records of customer-specific requirements, part submission warrant, and Production Part Approval Process (PPAP). Furthermore, organizational culture-related deficiencies contribute to the difficulties in adopting a holistic project perspective due to siloed working practices.    The integration of APQP in the existing project models is recommended to Volvo GTO PTP in Skövde, as many APQP activities are already established or easily implementable. This integration facilitates the clear definition and demonstration of interplay between different project models, clarifying deliveries and the release of product and process development. To avoid reactive approaches to problem management, it is advisable to explicitly define responsibility for risk management and activities within the APQP model. The demand for APQP activities emphasizes their interconnectedness and creates a natural flow within the project model, contributing to an improved organizational culture and understanding of APQP. Ultimately, the APQP model establishes favorable conditions for reducing quality-related costs during the introduction of new products and product changes, ensuring appropriate preparedness in quality management. Compliance with IATF 16949:2016 also offers Volvo GTO PTP in Skövde the opportunity to obtain certification.

Turismaktiviteter till havs har kommit att få ett ökat intresse de senaste åren, där människor har upptäckt fördelen med kryssningsfärjor som transportmedel. De erbjuder ett varierat utbud av aktiviteter och upplevelser ombord, som både privat- och affärsresenärer kan ta del av. Detta omfattar flera kundgrupper med olika behov, vilket innebär att rederierna måste uppfylla kundernas förväntningar och vad de efterfrågar. I nuläget finns det en bred konkurrens på marknaden, där de olika aktörerna försöker skapa en egen nisch genom olika marknadsföringsstrategier i syfte att skapa långsiktiga relationer. Syftet med vår studie är att utreda hur Stockholms tre största rederier, Tallink Silja AB, Viking Line AB och Birka Cruises AB, arbetar för att behålla och vårda sina befintliga resenärer, samt vilka strategier som används för att nå nya kundsegment. Vi har även utgått ifrån kundens perspektiv för att undersöka hur de förhåller sig till företagens produkter och tjänster. Studien baseras på intervjuer med ledningsgruppen på respektive bolag, samt kundundersökningar. Relevanta teorier har valts ut för att analysera hur marknadsföringsstrategier i teorin stämmer överens med verkligheten. Trots att de undersökta kryssningsbolagen erbjuder likartade produkter och tjänster, visade resultatet att företagens affärsidé och varumärke skapade ett specifikt behov hos deras kunder. Detta medförde att företagets marknadsföringsstrategier var utmärkande på individnivå och därmed skapades ingen hög konkurrens mellan de berörda kryssningsbolagen. Samtliga rederier är under utveckling, där de fortfarande arbetar med att ständigt utveckla och anpassa sina kunderbjudanden för att bli ledande aktörer på marknaden. För att åstadkomma detta måste företaget upprätthålla sina imageskapande idéer genom att behålla bra service och erbjuda den kvalité som kunderna efterfrågar.