The main aim of this graduation thesis is a proposal of changes in a marketing strategy in the area of the B2B service marketing, to be specific in the area of special trainings. The theoretical part consists of two chapters. The topic of the first chapter is a process of the strategic marketing. The second chapter describes specifics of the B2B marketing, specifics of the service marketing and theoretical backgrounds of the employee education. The methodical part consists of remaining two chapters. The third chapter focuses on the situational analysis. It consists of an analysis of the external environment, an analysis of an internal environment and a market research. The fourth chapter is based on results of the third chapter. The main aim of the last chapter is to propose a concrete marketing strategy, including a budget proposal.

The thesis is focused on proposal of communication mix for the producer of high-precision grinding machines. This contains the most important concepts and principles related to the current issues of marketing in the B2B segment. Furthermore, a detailed analysis of the current state of the company and created a specific proposal of new communication mix, which should lead the fulfillment of the objectives set.

The diploma thesis deals with an area of rebranding and brand management in a chosen company. The theory section describes the characteristics of the brand concept and its related terms. The practical part focuses on analysis of the current situation of marketing communications and brand management within the company. Based on this analysis, the recommendations are proposed to help resolve the current issues in the analysed organisation.

Background: The sales representatives in B2B companies are experiencing several changes in their environment, which have already altered their performed activities. In order to meet the new customer needs, Artificial Intelligence (AI) provides an effective usage of the large amount of complex data that is available, defined as Big Data. AI is developing intelligence that is human-like and is expected to impact occupational roles while threating to automate tasks typically performed by humans. Previous technologies have already impacted sales representatives in the performance of their sales activities; however, it is still uncertain how AI will impact and benefit them. Previous empirical findings and the lack of studies centered on the individual impact of AI confirm the need for more academic reports. Purpose: The aim of this research is to explore how the implementation of Artificial Intelligence and usage of Big Data in Business-to-Business selling processes are impacting sales representatives, in term of performed activities. Further, the aim is also to explore the management of individuals during the implementation of AI. Methodology: This qualitative study is based on a realistic perspective with an inductive research approach. The empirical data has been collected through semi structured interviews with six AI-providers and two consulting firms that have proven experiences in working with AI and sales in B2B companies. Conclusion: AI is characterized by its adapting capability as well as its ability to process and combine a large amount of real-time, online and historical data. As a result, the selling process is constantly provided with more accurate, faster and original insights. Through the analytical capacity of AI, the sales representatives are gaining extensive knowledge about the customer and the external world. Also, AI simplifies the creation and maintenance of long- lasting customer relationships by providing specific and valuable content. Administrative tasks and non-sales activities can also become automated through the usage of AI, which enables sales representatives to focus on their core tasks, for instance relationship building and value-adding activities. The threat of automation and elimination of jobs should be redefined into the possibility to augment human capabilities. By adopting this approach, the importance of the human-machine collaboration is strongly emphasized. In order to increase the willingness for changing working procedures at individual levels, the communication during the process of change should be centered on creating a positive perception and understanding of AI. It is also important to create trust for AI and promote a data-driven culture in order to ensure the systematic usage of the system.

<p><strong>Purpose </strong></p><p>The purpose of this thesis is to investigate to what extent Rolls Royce in Kristinehamn manages to fulfil their customer needings. By identifying gaps between offerings and needings, the authors will give recommendations on how Rolls Royce can increase their customers' satisfaction by providing them with what they need.</p><p> </p><p><strong>Method</strong></p><p>A qualitative research is used in the form of in-depth face-to-face- and telephone interviews. Eight such interviews have been conducted in this thesis; three interviews with representatives from Rolls Royce and five interviews with representatives from three of their customers.</p><p> </p><p><strong>Findings </strong></p><p>Many gaps have been found in the analysis of the empirical study. The most frequently discovered gaps are that; Rolls Royce should have better control over their sub-suppliers and Rolls Royce should agree on higher penalty fees for delay or poor quality. Further gaps have been found in which activities the customer wants to be relieved or enabled of.</p><p> </p><p><strong>Recommendations </strong></p><p>A figure of customer specific recommendations have been compiled through the findings. From this figure, general recommendations have been discovered that can, to some extent, represent all of Rolls Royce's customers.</p><p> </p>

Purpose The purpose of this thesis is to investigate to what extent Rolls Royce in Kristinehamn manages to fulfil their customer needings. By identifying gaps between offerings and needings, the authors will give recommendations on how Rolls Royce can increase their customers' satisfaction by providing them with what they need.   Method A qualitative research is used in the form of in-depth face-to-face- and telephone interviews. Eight such interviews have been conducted in this thesis; three interviews with representatives from Rolls Royce and five interviews with representatives from three of their customers.   Findings Many gaps have been found in the analysis of the empirical study. The most frequently discovered gaps are that; Rolls Royce should have better control over their sub-suppliers and Rolls Royce should agree on higher penalty fees for delay or poor quality. Further gaps have been found in which activities the customer wants to be relieved or enabled of.   Recommendations A figure of customer specific recommendations have been compiled through the findings. From this figure, general recommendations have been discovered that can, to some extent, represent all of Rolls Royce's customers.

ABSTRACT Inter-organizational Relationship Portfolio Management: A Digital Enablement Perspective of Process Alignment and Process Innovativeness BY Xinlin Tang July 25, 2007 Committee Chair: Dr. Arun Rai Major Academic Unit: Center for Process Innovation Inter-organizational relationship (IR) has been considered a strategic asset that can help firms achieve both exploitation and exploration benefits. The capability to manage inter-organizational relationships, or a firm’s “relational capability” (Dyer and Singh 1998), is considered strategically crucial in order to compete in the contemporary business world. However, there are significant challenges that must be addressed to establish this capability. First, striking a balance between exploitation and exploration benefits (March 1991) through IR management is especially challenging due to the uniqueness embedded in each relationship (Lee 2004). Second, in order to serve a specific strategic purpose, firms usually need to maintain a relationship portfolio, or to be involved in multiple, simultaneous relationships that vary from arm’s length, transaction-based arrangements to close, collaborative partnerships (Cannon and Perreault 1999; Dyer et al. 1998). This has made IR relationship management even more difficult since relationship portfolios cannot be effectively managed by a “one-size-fits-all” strategy. Instead, different strategies and process capabilities need to be developed, based on the strategic segmentation of the relationships and the unique requirements of each relationship (Dyer et al. 1998). Though it has been suggested that process alignment capability is necessary to obtain exploitation benefits, and process innovativeness capability is needed for exploration benefits, these two processes have been considered to be contradictory (e.g., Adler and Goldoftas 1999; Teece et al. 1997). Firms are challenged to pursue these two types of process capabilities simultaneously, or to become ambidextrous organizations (Benner and Tushman 2003). Yet, in this context, how should firms operating in different environments manage the “process alignment - process innovativeness” paradox across their IR portfolios with dominant upstream and downstream partners to realize gains in competitive performance? In addition, how should they structure their business-to-business information technology assets to establish a digital platform that supports both process innovativeness and process alignment capabilities across their IR portfolio? We argue that B2B digital platform ambidexterity must be developed to support an organization that exhibits both process alignment and process innovativeness, i.e., an ambidextrous organization. B2B digital platform ambidexterity represents the digital platform’s capability to simultaneously integrate and reconfigure IT resources and assets to support the requirements of an IR portfolio. By combining the existing process alignment perspective of IT business value and real options theory, we propose that B2B digital platform ambidexterity can create value through two mechanisms: (i) by enabling process alignment across the IR portfolio to generate position exploitation benefits and (ii) by enabling process innovativeness for both offering flexibility and partnering flexibility to produce option exploration benefits. The proposed research model was tested based on data collected through a multi-industry survey. Data were collected for both supplier relationship portfolios and channel partner relationship portfolios at the level of the main product line. Measurement instruments were developed through standard procedures (Churchill 1979; Gerbing and Anderson 1988; Straub 1989). The questionnaires went through two-stage Q sorting, were reviewed by panels of academic professionals and practitioners for content validity, and were then pre-tested by procurement professionals and sales professionals prior to survey administration. After data collection, traditional procedures were applied for scale validation. Safeguards against common method bias were developed through the recommended procedural remedies (Podasakoff et al. 2003) during the research design process. Its effects were further investigated using the Harmon's one-factor test for common method variance after the data collection phase (Podasakoff and Organ 1986). Then, the hypotheses were tested and analyzed using Partial Least Squares and the implications for theory and practice were discussed. The manuscript concludes with directions to future research.

本研究以個案研究法剖析多國高科技公司的電子商務經營模式，研究首先欲瞭解高科技多國公司如何經營電子商務，並探討該公司將電子商務模式拓展至海外時，不同進入模式的管理方式與採用考量因素： 1.電子商務模式：收益模式、線上供給、價值群集、資源系統、與組織發展 個案公司之電子商務在線上提供可快速挑選、不需確認規格的標準品，藉由產品的銷售而獲利，屬於B2B之電子配銷商，該模式將「專業且多元的產品提供」、「便捷的送貨服務」與「售後服務」作為顧客利益的核心組合，並擁有官方網站與網路商店兩個平台，以多國語系支援各國業務；電子商務的總部團隊分成開拓業務的網路行銷團隊與校準銷售業務的商業發展團隊，總部透過管理機制，進一步支援電子商務模式的運作，其管理工具包含潛在客戶管理、電子看板綜覽、產品訓練課程、業務單位合作規劃等。 2.電子商務模式國際市場進入模式 在全球各地拓展此經營模式時，為因應成本縮減的壓力，個案公司僅提供標準化商品於線上，以節省人力支援的成本，但為回應各地不同的文化、基礎設施與通路競爭型態，仍透過管理方式的微調適應當地需求。 目前個案公司在全球20餘個國家共有約20個電子商務模式的據點，有直營、加盟與外包三種營運模式。個案公司會依據「地主國環境因素」與「地主國市場因素」進行市場評估，決定欲進入的海外市場，接著考量「全球策略」而選擇進入模式，若公司近期內不會在該地設立分公司，便會與當地既有之經銷商合作，從短期契約開始，並根據合作情形決定後續的合作模式，從最緊密的100%持股到合資、特許加盟、外包或是延續短期契約皆有可能。 本研究並在最後提出針對個案公司面臨之挑戰的相關建議，供其他業者與研究者參考。

Business-to-business relationships within sustained monopolies, such as those within Defence Procurement, have received limited attention by Management Researchers. This is unusual because under these market circumstances typically there appear to be few incentives to achieve mutually beneficial outcomes despite their strategic policy importance. The purpose of this thesis is therefore, to determine the influential relationship factors between the UK Ministry of Defence and its Industrial partners within a predominantly monopolistic Defence Procurement business. The approach adopted for this research project is exploratory and inter-subject area. It uses quantitative and supportive qualitative data to examine the problem through an economic model using Supply Chain Management, Relationship Marketing and Transaction Cost Economics. A self-selected census of 54 business relationships is carried out from both the buyer and supplier perspectives through staff questionnaires and team leader semi-structured interviews. The findings from this research show, contrary to the expectation of the theoretical model, a positive relationship success situation with a spectrum of both positive and negative behavioural factors present. However, a significant adversarial influence is a suite of issues that are endemic to the business in question such as old products, obsolescence, staff and organisational upheavals, poor end-customer visibility and lack of investment in modern procedures and systems. Within the monopoly environment these accentuate managers’ frustrations due to lack of freedom of action. The primary contribution of this research is therefore, an increased understanding of the business-to-business relationship dynamics within long-term, closely coupled, collaborative, business-to-business arrangements as exemplified by UK Defence and the results are likely to be of interest to both academics and managers.

Brands are well recognized to create trust and develop both cognitive and emotional ties with customers, but primarily in business-to-consumer (B2C) markets. Recent research acknowledges the fact that brands, despite the differences between B2C and business-to-business (B2B) contexts, may carry valuable features in B2B contexts as well. B2B purchasing is a combination of decisions made by individuals and their decision could many times be influenced by personal- as well as affective- and cognitive factors, although in an organizational setting. This study intended to examine the influence of brands in a B2B purchasing context and is delimitated to the definitions made by the European Union (2013) for micro and small-sized enterprises (MSEs). The study was restricted to investigate products that were used for certain organizational purposes, e.g. products that are consumed in the daily activities of organizational functions. A distinction was made between highand low involvement purchases. For this study, a research model was based on recognized brand concepts and organizational buying behavior models. The model illustrates the underlying hypothesis that organizational buying behavior is differently affected by brands depending on product involvement. This research used a qualitative approach, using in-depth interviews to retrieve a deeper understanding of human behavior and the underlying reasons behind such behavior. The result implies that substantial organizational buying behavior had ties to purchasers’ individual buying behavior and further implies emotions being a strong factor when the buyer lacks knowledge, motivation or interest in the product. Brand was initially stated to have limited influence on organizational decisions, which at further elaboration turned out to contradict the actual purchasing behavior.