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DIGITAL MARKETING IN BUSINESSMARKETS
• Social media usage in the industrial markets
• IT use in the industrial markets
Digitaalinen markkinointi (elintarvikealalla) /ProfessoriJari Salo
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Lehtimäki, Salo, Hiltula & Lankinen 2009
http://herkules.oulu.fi/isbn9789514291203/
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INDUSTRIAL COMPANIES DM USAGE INFINLAND (LEHTIMÄKI ET AL., 2009)
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INDUSTRIAL COMPANIES DM USAGE INFINLAND (LEHTIMÄKI ET AL., 2009)
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SOME OBSERVABLE CHANGES INDM PRACTICES IN B2B COMPANIES
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PONSSE LAUNCH EVENTINVITATION
• Invitation to participate launchof new product scorpion
• Target market forestmachinery operators/owners
• YouTube campaign
• Target set 500 participants,over 1000 participated(double than usual
• Most importantly allScorpions were sold (pricetag 0.5M€ each)
• Price of campaign 1000$
http://www.kauppalehti.fi/etusivu/ponssen+youtube-hitti+poiki+kymmenia+tilauksia/201409699870
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PONSSE LAUNCH EVENTINVITATION
https://www.youtube.com/watch?feature=player_embedded&v=lF_bOU_584M
http://www.kauppalehti.fi/etusivu/ponssen+youtube-hitti+poiki+kymmenia+tilauksia/201409699870
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SKRILLEX MARKETING:CASE NOKIA TYRES
Traktor terror is back
https://www.youtube.com/watch?v=HmcbKcf9VIc
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DM DIFFERENCES BY MARKET INFINLAND: B2C, B2B AND B2G
B2B
B2C
B2G
Internet advertising Communitiesexternalto company e.g.social media
Revenue based advertising
Divia 2014
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DM DIFFERENCES BY MARKETIN FINLAND: B2C, B2B AND B2G
Divia 2014
Newsletters by email Service messagesby email
Direct email
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DM DIFFERENCES BY MARKETIN FINLAND: B2C, B2B AND B2G
Divia 2014
Company mobile pagesand services
Mobile advertising(banners etc.
Mobile appsMobile servicemessages (remidersetc.
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Maatalous-metsätieteellinen tiedekunta 05/09/2018Presentation Name / Firstname Lastname 12
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DIGITAL MARKETING IN BUSINESSMARKETS
• IT in business relationships and businessnets
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DIGITIZATION OF BUSINESS RELATIONSHIPSAND NETWORKS
Adoption of IT in BR/Nets
Usage of IT in BR/Nets
Virtuous cycle / Vicious Cycle
BR digitization types and process
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THE RELATIONSHIP CONTINUUM
Day, 2000 Journal of the Academy of MarketingScience
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THE RELATIONSHIP CONTINUUM
Day, 2000 Journal of the Academy of MarketingScience
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Day, 2000 Journal of the Academy of MarketingScience
MARKETS-RELATING CAPABILITY
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BUSINESS RELATIONSHIPS ANDNETWORKS
• Relationships and networks are important sources of revenues, NPDfeedback, innovation, joint cost cutting efforts and references
• The role of managing relationships increases when companiesoutsource activities peripheral to core competence
• Different types of IT tools improve the usage of relationships andnetworks to gain competitive advantage
• Use of IT in relationships is not a new phenomenon (see e.g.Kaufman, F. (1966). Data Systems That Cross CompanyBoundaries. Harvard Business Review, 41(1), 141-155).
• We must remember that “…sharing a lot of information witheveryone ensures that no one will have the right information whenit’s needed” (Harvard Business Review Liker & Choi, 2004 p.112).
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BUSINESS RELATIONSHIPS ANDNETWORKS
Creating deep relationships:
1. Creating culture of doing it together
2. Sharing information intensively but selectively
3. Improving suppliers (buyers) technical capabilitiesLiker & Choi, 2004
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BUSINESS RELATIONSHIPS ANDNETWORKS
4. Remember to observe and correct possiblemistakes soon
5. Competition between suppliers is a must
6. Understand how suppliers business logic
7. Reward !
Liker & Choi, 2004
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Acronym forthesystem
Full name Definition Sourcematerial
EDI ElectronicDataInterchange
Standard protocols to share information among participatingcompanies through computer-to-computer exchange of electronicdocuments, relating to purchasing, selling, shipping, receiving,inventory, financial, and other activities
Archer andYuan, (2000)
I-EDI ElectronicDataInterchangeover securedinternet
Similar to EDI but over secured internet line. Angeles,(2000)
Extranet In business terms it is built to communicate and exchangeinformation with customers, suppliers, and other important thirdparties. In technical sense extranet is formed when anorganization permits outsiders to access to their internal TCP/IPnetworks like the Intranet
Vlosky et al.,(2000)Radosevich,(1997)
Tools for creating and integrating digital infrastructureswithin business relationships (Salo 2006)
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ERP 1 FirstgenerationEnterpriseResourcePlanning
Total automation of the procurement process, from the pointwhere an employee places an order, through the internalapproval process, and right to eventual fulfillment with the helpof different software modules
Krapf, (1999)Hodge, (2002)Motwani et al.,(2002)
ERP 2 SecondgenerationEnterpriseResourcePlanning
Similar to ERP 1 but extended over one organization to includebusiness relationship parties and web connections and a visiblewindow for manger is created.
Gardiner et al.,(2002)Hodge, (2002)
EAI EnterpriseApplicationIntegration
Used as glue between applications that is incompatible.Achieves application integration through four layers,connectivity, transportation, translation and process automation
Themistocleousand Irani, (2002)Whiting, (2003)Linthicum,(2000)
Web services Can universally standardize the communication of applicationsin order to connect systems, business partners, and customerscost-effectively through the World Wide Web. It enables easierand faster integration with trading partners
Chen et al., (2003)
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Web services Can be used universally to standardize communication betweenapplications in order to connect systems, business partners andcustomers cost-effectively through the World Wide Web.Enables easier and faster integration with trading partners.Usually less expensive than EAI but only suitable for smallorganizations.
Curbera et al., (2002),Chen et al., (2003)Whiting, (2003)
ERPadapters
Some ERP software houses provide adapters that enable integrationbetween their ERP system and competitors’ ERP systems.Provides real-time information retrieval and updates.
Stoer et al., (2003)
Mobiletechnologies(WLAN,PDA,RFID)
Can be used to mobilize various activities including sales forceautomation (SFA), order pick-ups and other information andtransaction flows between business parties. Warehouse andlogistic processes are made less costly and more accurate.
Aungst and Wilson,(2005)Balasubramanianet al., (2002), Salo2006
Intelligentagents
Intelligent agents can interpret information and identify events basedon some logical rule. Based on this the individuals who haveaccess to the system can make more accurate decisionsregarding, for example production, calls for bids, and logisticservices. Limited access could be given to customers so thatthey could see e.g. in which phase of production their order is.May be used to coordinate business information in businessnetworks.
Liu et al., (2000)Papazoglou, (2001)
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EVOLUTION OF IT TOOLS (SALO2009)
1960 1970 2008-
Internalcomputerizatio
n initiatedintensively.
E-mails, EDI/IOSand EFT initiated.
Internet facilitatedcommunication and
commerce.Emergence of Web
shops, auctions,marketplaces, EDI
over Internet,explosion of E-
mailing, spam, andsecurity risks.
Intranet networksand Extranet sharedconnections.Expanding B2Bintegration solutions:EAI, web services,ERP1/ERP2 andmobile solutions
1980 1990 2017- IoT,
M2MAutomationRobotics
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DIGITAL INFRASTRUCTUREDEVELOPMENT (SALO ET AL 2009)
• Several adaptations in business relationship
• Gradual adoption of digital tools and change ofbusiness processes from traditional to more digital
• Emergence of IT layers and digital infrastructure
• Digital infrastructure employed for digital activities
• Mutual coordination and control of development
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BONDING BEHAVIOR INBUSINESS RELATIONSHIPS
• A bond is a building block of a relationship and it iscreated through interaction between business parties
• Literature up-to-date has identified altogether 10 bondsthat are pertinent in business relationships (Johansonand Mattsson, 1987; Buttle et al., 2002)
• These are technical, time, knowledge, legal, economic,geographic, social, cultural, ideological andpsychological bonds
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DIGITAL BONDS
• Besides traditional technological bonds based onmanufacturing, new ones have emerged that are based on theinternet-based and mobile communication and transactionsystems
• These systems and adaptations made to businessrelationships to accommodate these changes create newtypes of sub-bonding that are labeled digital bonds
• Mobile technology bonds can be seen as subset of digitalbonds
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DEVELOPMENT OF DIGITAL BOND(JBBM SALO WENDELIN 2013)
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DIGITAL BONDSCATEGORIZATION (SALO, 2010)
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DIGITAL BONDSCATEGORIZATION (SALO, 2010)
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ELEMENTS INFLUENCING THE DIGITIZATIONPROCESS OF BUSINESS RELATIONSHIPS
AccelerantsCompany and relationship specific
capabilities and needsSimple adopted technology solution
Fit between existing and adoptedtechnologies as well as corporate
strategy
InhibitorsMissing mutual benefits
Radical organizational andenvironmental changes
Lack of trust and commitment
Change in business relationship+Performance increase
+Behavioral changes; increased trust andcommitment
-Decrease in adopted tools- Dissolution
Adoption of digital tools
AntecedentsClose business relationship
Existing trust and commitmentWillingness to adopt digital tools
Salo, 2005
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B u s i n e s sr e l a t i o n s h i p
D i g i t a l i z e db u s i n e s s
r e l a t i o n s h i p
P h y s i c a l
Physical
D i g i t a l
Digital
P r o c e s sc h a r a c t e r i s t i c s
Structural
characteristics
D i g i t a lb u s i n e s s
r e l a t i o n s h i p( D B R )
-Continuity
-Com
plexity
-Symm
etry-Inform
ality
-Digitalinfrastructure
- A d a p t a t i o n - C o o p e r a t i o n a n d c o n f l i c t- S o c i a l i n t e r a c t i o n - R o u t i n i z a t i o n- D i g i t a l c o m m u n i c a t i o n
B u s i n e s sr e l a t i o n s h i p
D i g i t a l i z e db u s i n e s s
r e l a t i o n s h i p
P h y s i c a l
Physical
D i g i t a l
Digital
P r o c e s sc h a r a c t e r i s t i c s
Structural
characteristics
B u s i n e s sr e l a t i o n s h i p
D i g i t a l i z e db u s i n e s s
r e l a t i o n s h i p
P h y s i c a l
Physical
D i g i t a l
Digital
P r o c e s sc h a r a c t e r i s t i c s
Structural
characteristics
D i g i t a lb u s i n e s s
r e l a t i o n s h i p( D B R )
-Continuity
-Com
plexity
-Symm
etry-Inform
ality
-Digitalinfrastructure
- A d a p t a t i o n - C o o p e r a t i o n a n d c o n f l i c t- S o c i a l i n t e r a c t i o n - R o u t i n i z a t i o n- D i g i t a l c o m m u n i c a t i o n
DEGREE OF BUSINESS RELATIONSHIP DIGITIZATIONVARIES BY A RELATIONSHIP
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OUTCOMES OF DIGITIZATION
•Technical
•Social
•Financial
•Relationship specific
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KEY ISSUES TO REMEMBER WHENDIGITIZING BUSINESS RELATIONSHIPS
1) Select appropriate business relationship (Bensaou, 1999;Fiocca, 1982; Kraljic, 1983)
2) Map transaction and information flows
3) Form the required relationship specific digitalinfrastructure
4) Initiate digital activities
5) Follow up, re-organize, and digitize more activities ifneeded.
Salo,2006
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TOOLS TO EVALUATE RELATIONSHIPIMPORTANCE (BUYERS PERSPECTIVE)
Kraljic 1983
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TOOLS TO EVALUATE RELATIONSHIPIMPORTANCE (SELLERS PERSPECTIVE)
Fiocca 1982
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TOOLS TO EVALUATE RELATIONSHIPIMPORTANCE (SELLERS PERSPECTIVE)
Fiocca 1982
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SUMMARY•Business needs and values
•Value of digitization (benefits-costs)
‒ Pain point analysis – learning and virtuous digitization cycle
•Relationship / network selection and management
•Digital infrastructure creation and tools for that
CRM, SCM, ERP, integration, mobile apps
•Digital process / activity creation
•Follow up, evaluation and screening for new pain points - or loosening existing digitalbonds(undoing)
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TASK: IDENTIFY, ANALYZE AND CREATE APLAN TO MANAGE RELATIONSHIPS ANDNETWORKS WITH DIGITAL TOOLS
Ponder from your point of view:
What type of relationships do you and what is the role of theserelationships and networks?
What type of relationships and networks can you identify?
What is the role of ”your company” in those relationships andnetworks?
Which partners seem to be strategic and which second tiers partnersand why?
Are the relationships and networks manageriable? If no – if yes why?
What is the role of digital tools in managing those relationships andnetworks?
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Maatalous-metsätieteellinen tiedekunta
TASK: DIGITALIZATION OFBR/NET
Pick a relationship / network discussed at earlier task
Focus on:
Balance of needs and values in therelationship/network
How could this relationship or network be furtherdeveloped by streamlining the relationship with digitaltools?
‒Pain point analysis, stepwise plan,implementation, focus, and follow up
Future of the digital tools adoption and digital toolsusage in that relationship?