Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 10 of 24
To view the access options for this content please click here
Article
Publication date: 3 September 2018

End-customer value restructuring the financial service supply chain

Hanna Komulainen, Saila Saraniemi, Pauliina Ulkuniemi and Marianne Ylilehto

The purpose of this paper is to examine how the customer value experience conveys the restructuring of the service network in the banking industry. The banking sector has…

HTML
PDF (154 KB)

Abstract

Purpose

The purpose of this paper is to examine how the customer value experience conveys the restructuring of the service network in the banking industry. The banking sector has often been one of the early adopters of IT in terms of connecting their services and customers. While developing digital services, however, banks are also concerned that they are losing contact with their customers. At the same time, fast developing technologies enable new companies to enter the industry to offer their services. As a result, the service supply chains in the banking industry appear to be restructured.

Design/methodology/approach

The empirical data were collected by using a qualitative method of focus groups and interviews with end-users of banking services.

Findings

According to findings, customers value a holistic approach to the services, and such a holistic value cannot necessarily be provided by a single banking service provider because the ecosystem around such services is becoming more complex.

Practical implications

Service supply chains need to be restructured based on the end-customer value experience.

Originality/value

This study contributes to value research and especially to the discussion in service experiences by addressing some of the disruptions happening at the industry level. The paper shows that the focus should be on customer value because banks should understand that their services are not enough for the customers—they are only seen as banks, not as providers of the holistic value that is required from the customer’s point of view.

Details

Marketing Intelligence & Planning, vol. 36 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/MIP-11-2017-0320
ISSN: 0263-4503

Keywords

  • Customer value
  • Digital services
  • Service experience
  • Service supply chain

To view the access options for this content please click here
Article
Publication date: 21 August 2017

The strategic hybrid orientation and brand performance of B2B SMEs

Muhammad Anees-ur-Rehman, Saila Saraniemi, Pauliina Ulkuniemi and Pia Hurmelinna-laukkanen

The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand…

HTML
PDF (261 KB)

Abstract

Purpose

The purpose of this paper is to learn how strategic hybrid orientation – constructed from brand and market orientations – is related to the brand awareness, brand credibility, and financial performance of business-to-business (B2B) small- and medium-sized enterprises (SMEs).

Design/methodology/approach

The questionnaire was used in a survey to collect data from 250 Finnish B2B SMEs. The sampled firms were categorized into four clusters according to a two-by-two matrix, and their relationships with the brand performance outcomes were examined using one-way ANOVA and multiple regression.

Findings

The results indicate that strategic hybrid orientation is positively related to all three dimensions of brand performance, showing that two dissimilar orientations can complement each other in improving brand performance outcomes. However, the strength of complementary interaction seems to vary depending on the degree to which brand- and market-oriented attributes dominate in a firm’s strategy.

Originality/value

This is one of the first studies to provide empirical evidence to support the concept of strategic hybrid orientation for branding in B2B SMEs. This study aims to contribute to existing research on SME branding by capitalizing on B2B branding and strategic management literatures.

Details

Journal of Small Business and Enterprise Development, vol. 24 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/JSBED-11-2016-0171
ISSN: 1462-6004

Keywords

  • Brand awareness
  • Financial performance
  • Market orientation
  • B2B branding
  • Brand credibility
  • Brand orientation
  • Strategic hybrid orientation

To view the access options for this content please click here
Article
Publication date: 13 January 2021

Value creation in company–NGO collaboration in corporate volunteering

Paweł Brzustewicz, Iwona Escher, Jan Hermes and Pauliina Ulkuniemi

This paper aims to examine corporate volunteering as a form of social responsibility carried out by companies in relationships with non-governmental organizations (NGOs)…

HTML
PDF (414 KB)

Abstract

Purpose

This paper aims to examine corporate volunteering as a form of social responsibility carried out by companies in relationships with non-governmental organizations (NGOs). Applying the value creation concept, the success of such relationships is based on value created between the focal company, its employees engaging in the volunteer work and the collaborating NGO actors representing the beneficiaries of the volunteer work. However, how to meaningfully engage employees and strategically manage company–NGO relationships in corporate volunteering has received less scholarly attention. The study hence asks the question: How is mutual value created in corporate volunteering collaborations between business organizations and NGOs?

Design/methodology/approach

Two qualitative case studies of company–NGO relationships involved in corporate volunteer programs for social benefit in Poland and Finland are analyzed.

Findings

Corporate volunteering offers value creation opportunities for each of the three actors in the relationships, namely, the company, the NGO and the employees who participate in the volunteer work. Particularly, employment and volunteering relationships appear to be catalysts for the creation of mutual value in the organizational relationship between a company and NGO.

Originality/value

The present study contributes to the current understanding of company–NGO relationships by emphasizing the role of individual employee volunteers in creating relationship-level value. The study adds also to existing research on corporate volunteering by identifying the way value is created in company–NGO relationships within corporate volunteering.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-01-2020-0057
ISSN: 0885-8624

Keywords

  • Sustainable development
  • Company–NGO relationship
  • Corporate volunteering
  • Value creation

To view the access options for this content please click here
Article
Publication date: 28 January 2013

Personal interaction and customer relationship management in project business

Tuija Mainela and Pauliina Ulkuniemi

The purpose of this paper is to examine the role of personal interaction in customer relationship management in the project business. The research question addressed is…

HTML
PDF (142 KB)

Abstract

Purpose

The purpose of this paper is to examine the role of personal interaction in customer relationship management in the project business. The research question addressed is: How is personal interaction intertwined with the management of customer relationships in the project business?

Design/methodology/approach

The authors connect an extensive knowledge of personal interactions in industrial business relationships with research on social interaction in the project business to enrich their understanding of customer relationship management in that business. Exploratory case study is used to empirically examine two firms providing project business solutions: one provides highly-tailored technological solutions to the process industry, and the other provides professional engineering services to that same industry.

Findings

The study reveals two specific functions that connect personal interaction with customer relationship management. These two functions explain the importance of personal interaction and disclose the contents of interaction that should be considered in relationship and project management. Furthermore, the authors illustrate how two situational factors influence and are influenced by personal interaction.

Originality/value

The study suggests specific conceptualization of personal interaction as a part of project business management.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/08858621311295245
ISSN: 0885-8624

Keywords

  • Customer relationship management, Project management, Business relationships
  • Personal interaction
  • Project marketing
  • Interpersonal relations

To view the access options for this content please click here
Article
Publication date: 14 June 2011

Developing the value perception of the business customer through service modularity

Emmi Rahikka, Pauliina Ulkuniemi and Saara Pekkarinen

The present challenge for many service firms is to develop an offering that is flexible and open for tailoring and at the same time achieves efficiency through…

HTML
PDF (193 KB)

Abstract

Purpose

The present challenge for many service firms is to develop an offering that is flexible and open for tailoring and at the same time achieves efficiency through standardizing processes. Modularity has been suggested as being one tool for achieving this. The goal of the present study is to find out how services provided in modular form (here referred to as service modularity) can exert an influence on the value perception of the customer in the professional services field.

Design/methodology/approach

Empirical part consists of a case study of a large provider of professional services involving construction, engineering, procurement and project management service. Data were gathered by semi structured theme interviews of representatives of the case company and representatives of two of its customers.

Findings

The modular processes had an influence on the customer's expectations that are related to the experienced quality of the service, and hence they create value for the customer. In addition to the service outcome, the modular processes enhanced the customer's trust in the service provider's employees and their skills in co‐operating in a suitable way during the service process. The organizational modularity eased the customer's tasks of managing the project implementation.

Originality/value

The present study contributes the knowledge related to modularity in business services by incorporating the knowledge from the theoretical discussion on customer perceived value.

Details

Journal of Business & Industrial Marketing, vol. 26 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/08858621111144415
ISSN: 0885-8624

Keywords

  • Service modularity
  • Customer's value perception
  • Professional services
  • Engineering services
  • Business‐to‐business marketing
  • Services marketing

Content available
Article
Publication date: 6 July 2015

Digital communications in industrial marketing

Heikki Karjaluoto and Pauliina Ulkuniemi

HTML

Abstract

Details

Journal of Business & Industrial Marketing, vol. 30 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-06-2014-0136
ISSN: 0885-8624

To view the access options for this content please click here
Article
Publication date: 14 June 2011

Aligning industrial services with strategies and sources of market differentiation

Chris Raddats

The purpose of the paper is to investigate how product‐centric businesses (PCBs), operating in a business‐to‐business environment, develop industrial services to align…

HTML
PDF (182 KB)

Abstract

Purpose

The purpose of the paper is to investigate how product‐centric businesses (PCBs), operating in a business‐to‐business environment, develop industrial services to align with their services strategies and sources of market differentiation. PCBs are companies whose businesses were historically based on the products, rather than the services, that they sold.

Design/methodology/approach

This was a UK‐based study that included interviews with 40 managers in 25 industrial companies for whom services are a market differentiator.

Findings

The empirical results show that PCBs' industrial services are aligned with their services strategies and sources of market differentiation and can be categorised, i.e. “discrete services”, closely linked to PCB‐supplied products, either their own or those of other suppliers; “product lifecycle services”, concerned with product‐related activities throughout the lifecycle of a PCB's products; “output‐based solutions”, providing solutions to customers' operational issues. Modularity in design means that service categories are often backward compatible, meaning that PCBs supplying output‐based solutions can also supply product lifecycle and discrete services.

Research limitations/implications

The main limitation is the focus on the perspective of suppliers, with customers likely to impact which service offerings PCBs provide.

Practical implications

PCBs should align industrial services with their resources that provide market differentiation, for example related to their products or relationships with other parties. Whilst it can be valuable to increase the range and depth of services provided to customers, creating modular offerings will ensure that customers are able to find an appropriate level of services engagement with their product suppliers.

Originality/value

The study provides a new typology of PCB service categories that are related to services strategies and sources of market differentiation.

Details

Journal of Business & Industrial Marketing, vol. 26 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/08858621111144398
ISSN: 0885-8624

Keywords

  • Industrial services
  • Product differentiation
  • Management strategy
  • Modularity
  • Service offering
  • Market differentiation
  • Product‐centric businesses

To view the access options for this content please click here
Article
Publication date: 6 July 2015

Analysis of content creation in social media by B2B companies

Lauri Huotari, Pauliina Ulkuniemi, Saila Saraniemi and Minna Mäläskä

The present study aims to examine how business-to-business (B2B) marketers can influence content creation in social media. Social media tools are becoming an interesting…

HTML
PDF (251 KB)

Abstract

Purpose

The present study aims to examine how business-to-business (B2B) marketers can influence content creation in social media. Social media tools are becoming an interesting component of B2B marketing because of the roles of personal relationships and interactions in these markets. However, research has not approached social media content creation from a B2B marketing perspective.

Design/methodology/approach

Social media tools are becoming an interesting component of B2B marketing because of the roles of personal relationships and interactions in these markets. However, research has not approached social media content creation from a B2B marketing perspective. The present study examines how B2B marketers can influence content creation in social media.

Findings

The paper proposes that B2B firms engaging in social media as part of their marketing efforts should carefully consider the roles and activities of various users, which are directed to and by different internal and external users. B2B companies can influence content creation in social media directly by adding new content, participating in discussions and removing content through corporate user accounts and controlling employee social media behavior or indirectly by training employees to create desired content and performing marketing activities that influence other users to create content that is favorable for the company.

Originality/value

The study contributes to the theoretical discussion over B2B marketing communication and the role of social media in it.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-05-2013-0118
ISSN: 0885-8624

Keywords

  • Internal communications
  • Internet marketing
  • Marketing channels
  • Communication
  • Marketing communications
  • Business-to-business marketing

To view the access options for this content please click here
Article
Publication date: 6 July 2015

The role of digital channels in industrial marketing communications

Heikki Karjaluoto, Nora Mustonen and Pauliina Ulkuniemi

The purpose of this research is to investigate industrial marketing communications tools and the role of digital channels. The research draws from the literature on…

HTML
PDF (150 KB)

Abstract

Purpose

The purpose of this research is to investigate industrial marketing communications tools and the role of digital channels. The research draws from the literature on industrial marketing communications to examine its goals and intended utilization in industrial firms.

Design/methodology/approach

An empirical multiple case study conducted among six industrial firms examines the current state of digital marketing communications (DMC).

Findings

The study gleans three research insights. First, although DMC is one of the most important industrial marketing communication tools, firms have not yet used it to its full potential. Second, firms use DMC to enhance customer relationship communications, support sales and create awareness. Third, firms have not used social media tools as a part of DMC as widely as traditional digital tools.

Research limitations/implications

Although the findings mirror those in DMC literature in general and industrial marketing communications in particular, they put more emphasis on the role of DMC in customer relationship communications and sales support.

Practical implications

DMC provides an opportunity to deliver various marketing objectives, such as creating brand awareness, increasing and supporting sales and improving communication with existing customers. Different DMC tools are required for each of these objectives.

Originality/value

This study is among the first ones examining the rapidly changing communications landscape and the spread of digital channels in industrial marketing communication.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-04-2013-0092
ISSN: 0885-8624

Keywords

  • Case studies
  • Branding
  • Industrial marketing
  • Marketing channels
  • Social media
  • Digital marketing communications (DMC)

Content available
Article
Publication date: 1 February 2011

Notes for modularity in business services

Pauliina Ulkuniemi and Saara Pekkarinen

HTML

Abstract

Details

Journal of Business & Industrial Marketing, vol. 26 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/jbim.2011.08026baa.001
ISSN: 0885-8624

Access
Only content I have access to
Only Open Access
Year
  • Last week (1)
  • Last month (1)
  • Last 3 months (1)
  • Last 6 months (1)
  • Last 12 months (1)
  • All dates (24)
Content type
  • Article (23)
  • Earlycite article (1)
1 – 10 of 24
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here