Tiina Valjakka - Academia.edu (original) (raw)
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Papers by Tiina Valjakka
This paper describes the development of new business opportunities through a strategic network. T... more This paper describes the development of new business opportunities through a strategic network. The case network is a Finnish metal industry network of seven small and mediumsize enterprises (SMEs). The objective of the research is to recognise and define the mechanisms of how multilateral strategic networks generate new business. The strategic cooperation is seen as a means for SME networks to compete. Network strategy is the tool to create common understanding on strategic issues, e.g. growth strategy, in the network. The Partnet project, within which this research is conducted, consists of three different enterprise networks, each of which has started to evolve towards a strategic network. Juha Lemponen Oy is one of the three core companies and the core of the case network. The network of Juha Lemponen created a vision of the future of the network including agreement on the growth strategy. The network gained a new customer with whom they had a chance to start practising the new ...
Customer understanding is a dynamic capability that can be developed. It involves turning custome... more Customer understanding is a dynamic capability that can be developed. It involves turning customer knowledge into meaningful insight and utilizing it within the organization’s business. Customer understanding is essential for companies’ success. Insight of customer needs and value is imperative for customer understanding. Customer value should be understood as a broader concept than just financial value. We emphasize the significance of experience as value. We discuss the influence of emotion, risk, customers’ level of interest, customer’s goals, economic cycles and pricing on service buying behavior. We discuss ways to make buying easier for the customer. We look at the dynamism of customer needs. Customers’ needs change in time as customers interact with other actors and the environment. Important opportunities for innovation are created when companies tap into the phenomenon of customers’ needs change. We show seven case examples of business model renewals into service businesses...
Purpose – In b-to-b relationships, value co-creation requires inter-organizational collaboration ... more Purpose – In b-to-b relationships, value co-creation requires inter-organizational collaboration and combining of resources. The purpose of this paper is to increase knowledge about value co-creation in b-to-b relationships by investigating factors facilitating collaboration and the realization of mutual value in b-to-b relationships. Methodology/approach – The research methodology used in this study is a qualitative case study. The cases consist of the relationships of four companies representing industrial and KIBS services. One of the case companies and its customer are selected for more in-depth analysis and the case description. Qualitative research data are gathered by in-depth interviews and additional data by attending company working groups. Findings – As a result, we found several facilitating factors of value-co-creation in b-to-b relationships, such as long-term commitment to development, a joint roadmap, and transparency of all operations. We propose that the facilitati...
This paper describes the development of new business opportunities through a strategic network. T... more This paper describes the development of new business opportunities through a strategic network. The case network is a Finnish metal industry network of seven small and mediumsize enterprises (SMEs). The objective of the research is to recognise and define the mechanisms of how multilateral strategic networks generate new business. The strategic cooperation is seen as a means for SME networks to compete. Network strategy is the tool to create common understanding on strategic issues, e.g. growth strategy, in the network. The Partnet project, within which this research is conducted, consists of three different enterprise networks, each of which has started to evolve towards a strategic network. Juha Lemponen Oy is one of the three core companies and the core of the case network. The network of Juha Lemponen created a vision of the future of the network including agreement on the growth strategy. The network gained a new customer with whom they had a chance to start practising the new ...
Customer understanding is a dynamic capability that can be developed. It involves turning custome... more Customer understanding is a dynamic capability that can be developed. It involves turning customer knowledge into meaningful insight and utilizing it within the organization’s business. Customer understanding is essential for companies’ success. Insight of customer needs and value is imperative for customer understanding. Customer value should be understood as a broader concept than just financial value. We emphasize the significance of experience as value. We discuss the influence of emotion, risk, customers’ level of interest, customer’s goals, economic cycles and pricing on service buying behavior. We discuss ways to make buying easier for the customer. We look at the dynamism of customer needs. Customers’ needs change in time as customers interact with other actors and the environment. Important opportunities for innovation are created when companies tap into the phenomenon of customers’ needs change. We show seven case examples of business model renewals into service businesses...
Purpose – In b-to-b relationships, value co-creation requires inter-organizational collaboration ... more Purpose – In b-to-b relationships, value co-creation requires inter-organizational collaboration and combining of resources. The purpose of this paper is to increase knowledge about value co-creation in b-to-b relationships by investigating factors facilitating collaboration and the realization of mutual value in b-to-b relationships. Methodology/approach – The research methodology used in this study is a qualitative case study. The cases consist of the relationships of four companies representing industrial and KIBS services. One of the case companies and its customer are selected for more in-depth analysis and the case description. Qualitative research data are gathered by in-depth interviews and additional data by attending company working groups. Findings – As a result, we found several facilitating factors of value-co-creation in b-to-b relationships, such as long-term commitment to development, a joint roadmap, and transparency of all operations. We propose that the facilitati...