Defining key players and activities of sales and marketing collaboration in a solution-oriented organization

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Ben Othman, Jelena
dc.date.accessioned 2015-11-04T13:21:07Z
dc.date.available 2015-11-04T13:21:07Z
dc.date.issued 2015
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/18324
dc.description.abstract The focus of this research is on sales and marketing collaboration in a solution-oriented organization. The thesis investigates aspects of understanding the importance of sales and marketing relationship within a case company, analysing current situation, defining the key players and activities involved in a collaboration process. Academic literature review incorporates key findings about organizational transformation from a product reseller towards a solution provider and the reasons that have initiated that shift. The three main functions that enable successful solution-oriented business operations: management, sales and marketing, are examined in the literature review. Special attention is paid to sales and marketing collaboration and its impact of business performance. Based on the academic literature review, the thesis framework is designed in order to examine and enhance sales and marketing collaboration in a solution-oriented organization. The primary data collected through individual interviews with the representatives of the three target groups of the organization is core of the qualitative research conducted in this thesis. The current sales and marketing relationship is captured with the use of a pre-interview questionnaire. The formulation of research questions as well as interview questions take into consideration the most important aspects of sales and marketing collaboration researched in the literature review: an overall solution-oriented strategy of the organization, the management role in solution-oriented organization, sales and marketing collaboration and the impact on business performance of a solution-oriented organization. The research results reveal that a solution-oriented focus needs to be integrated into business operations with the goal to carefully plan internal activities. It is essential to consider both collaborative activities as well as the solutions offered by an organization. For the latter, related information needs to be integrated into the internal processes of a company. Employee empowerment, organizational learning and knowledge sharing needs to be initiated through cross-functional activities. It is essential to eliminate challenges that negatively affect the collaboration process by redesigning internal processes in order to enhance information and communication flow. As a consequence, enhanced sales and marketing relationships have a beneficial impact on business performance of the entire organization. en
dc.format.extent 76
dc.language.iso en en
dc.title Defining key players and activities of sales and marketing collaboration in a solution-oriented organization en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Tieto- ja palvelutalouden laitos fi
dc.contributor.department Department of Information and Service Economy en
dc.subject.keyword solution-orientated transformation
dc.subject.keyword marketing performance
dc.subject.keyword solution sales
dc.subject.keyword sales and marketing collaboration
dc.identifier.urn URN:NBN:fi:aalto-201511054895
dc.type.dcmitype text en
dc.programme.major MSc program in Information and Service Management en
dc.programme.major MSc program in Information and Service Management fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon tietotalous
dc.subject.helecon knowledge economy
dc.subject.helecon organisaatio
dc.subject.helecon organization
dc.subject.helecon myynti
dc.subject.helecon sales
dc.subject.helecon markkinointi
dc.subject.helecon marketing
dc.subject.helecon yhteistyö
dc.subject.helecon cooperation
dc.subject.helecon operaatiotutkimus
dc.subject.helecon operational research
dc.ethesisid 13998
dc.date.dateaccepted 2015-03-18
dc.location P1 I


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