Relasjoner og nettverk Workshop for Abbvie Oslo 3

Relasjoner og nettverk Workshop for Abbvie, Oslo, 3. februar 2015 Morten H. Abrahamsen, Ph. D

Program 09. 00 - 10. 30: partnere? 10. 30 - 12. 00: hvordan 13. 00 - 14. 30: 14. 30 - 17. 00: Hva kjennetegner markedsføring på bedriftsmarkedet? Hvordan kan vi etablere, utvikle og vedlikeholde relasjoner til leverandører, kunder og viktige Oppgaver og anvendelse: Kartlegge de viktigste relasjonene dere har, hvordan de kan utvikles og de kan forsterkes Hvordan henger relasjoner sammen i nettverk? Hvordan kan dere utnytte slike nettverk til å forsterke deres viktigste relasjoner? Oppgaver og anvendelse: Se etter utviklingsmuligheter Oppsummering og oppgaver til neste gang.

Hva er unikt med industrielle markeder? • B 2 C • Transaksjonsorienter • Kunden er individer og familier • Kjøp basert på egne behov • Direkte etterspørsel • Få involvert i kjøpsprosessen • Uformelle, ad hoc kjøp • Uendelig antall kunder og segmenter • Masse markedsføring og massekommunikasjon • B 2 B • Relasjonsorientert • Kunden er organisasjoner og institusjoner • Kjøp basert på andres behov • Indirekte etterspørsel • Mange involvert i kjøpsprosessen • Formelle kontrakter og forhandlinger • Få og identifiserbare kunder • Personlig salg og relasjoner Biong og Nes, 2009

Relationship marketing Transactional marketing Focus on single sales Focus on volume Short-term timescales Emphasis on product features and quality • Moderate but discontinous customer contact • • Focus on customer retention Focus on customer value Long-term timescales Emphasis on customer service • High level of continous customer contact • • (Ellis, 2011)

Key elements of relationship marketing Communication Commitment Customer service Trust Long-term perspective B 2 B RM Mutual benefits (Ellis, 2011)

Markedsføring dreier seg om å skape verdi for kundene! …og ta betalt for den!

Verdi = gjøre seg viktige for kunden! • Transaksjonsmarkedsføring • Oftest relatert til pris • Relasjonsmarkedsføring • Langsiktige samarbeidsforhold mellom leverandør og kunde der målet er verdiskaping i form av reduserte kostnader/og eller økte inntekter • Gjensidig avhengighet og tillit • Gjensidige investeringer i kundeforholdet

Hva er verdi? • For bedriften: (value F – Price F) > (Value a – Price a) • For kundene: Det vi får > det vi gir

Markedsføring • Tradisjonelt fokus på bedriftens valg av Segmentering Bedriften Posisjonering 4 P’er

Transaksjonsorientering Bedriften Kunden Aktive Passive

Men, hva finner vi? • • • Begrenset mengde kjøpere og selgere Begge parter er aktive Gjentatte transaksjoner – relasjoner over tid Tilpasninger Gjensidig avhengighet Samarbeid og konflikt

3 Myths in Business 1. The Myth of Action 2. The Myth of Independence 3. The Myth of Completeness (Ford et al, 2011)

1. The Myth of Action • The supplier acts and the customer reacts • The marketing actions of a supplier and the purchasing reactions of a customer can be analyzed separately from each other

Rather: Business Interaction • Each business sale and purchase is not an isolated event, but part of a continuing relationship between a supplier and a customer

2. The Myth of Independence • ”A company is able to act independently. It can carry out its own analysis of the environment in which it operates, develop and implement its own strategy based on its own resources, taking into account its own competences and shortcomings. ”

Rather: Interdependence • The management process in any company is interactive, evolutionary and responsive - management involves lots of reacting to the actions of others • Strategising is not simply concerned with competition • A company’s ”position” is based on its total set of relationships • A company’s network position changes and develops through interaction with other companies

3. The Myth of Completeness • Based on traditional ideas of strategy: • A belief that a company is a complete organisation able to operate on the basis of its own abilities and resources

A view on marketing strategy Mission SWOT anaysis Objectives Strategy Implementation • Corporate mission statement • Vision • Internal (Strengths and Weaknesses) • External (Opportunities and Threats) • Clear, consise, measurable, etc. • Segmentation, Targeting and Positioning • 4 P s • Excecution of market plan (who, what where, when and how)

Interconnectedness • A large part of what a company sells is made up of what it buys • Companies are becoming less complete • Core competencies are based in the network • Technologies are developed interactively

Oppgave 1: Utfordre egne perspektiver • Diskuter de tre ”mytene” om markedsføring. Hvor representative er disse for måten dere tenker på? • Gi konkrete eksempler

Why relationships? 1. The role, development and performance of companies will be explained by their ability to develop relationships • Traditionally it has been assumed to be a function of how they autonomously exploit a given set of resources. (Håkansson and Snehota, 1995)

2. The resource development appears to take place to a large extent between companies. • Traditionally it has been thought to take place within companies.

3. Efficiency in the performance of internal activities such as production is to a large extent dependent on the supplier and customer relationships of the company. • Traditionally it has been regarded as an internal technical matter.

4. The more successful the counterparts are, the better it is for the company. 5. The more a company can help its counterparts to develop and become successful, the greater are the chances it will become successful itself. • That is not the way a company has traditionally been advised to look at its counterparts

Hva kjennetegner relasjoner?

Characteristics of relationships • Continual change • • A relationship is never stable People have different perspectives and aims Interplay between Activity links, Resource ties and Actor bonds New problems always arise • Customer involvement • • Customers are always involved in conjunction with or independently of the supplier Customers are never passive Both parties have ideas about how the relationship should be managed Both parties will try to do it (often separately)! (Ford et al, 2011)

• Uniqueness • Never two identical relationships • Customers have different problems and want to be treated differently • Complexity • • Complex patterns of interaction on both customer and supplier side Combination of elements such as products, service, advice, logistics, etc. Parties ”co-evolve” over time Must continously assess and re-assess the relationship

Process characteristics • Adaptations: • Numerous and frequent mutual adaptations are a prerequisite of the development and continued existence • Cooperation and conflict • Conflicts over division of benefits bound to arise • Conflicts may be healthy! • Cooperative posture to avoid a «zero-sum» game (Håkansson and Snehota, 1995)

• Social interaction • Personal bonds and convictions are always present • Trust builds commitments • Routinization • Relationships become institutionalised over time • Routines, explicit and implicit rules of behaviour important mechanisms

Complexity

Hva er en relasjon?

Håkansson (1985)

Et rammeverk for å forstå relasjoner Aktivitetslenker Selger Ressursdeling Kjøper Sosiale bånd (Håkansson and Snehota, 1995)

The Substance of a Relationship • Actor bonds • Solid actor bonds support extensive interaction, mutual knowledge and develop a high level of mutual trust. Actor bonds connect actors and influence how actors perceive eachother • Activity links • Tight activity links co-ordinate different activities (technical, administrative, commercial, etc. ) of the two companies • Resource ties • Strong resource ties dedicate different resource elements (technological, material, knowledge, offerings, operations, facilities and organisation roles) to a counterpart

Aktiviteter • Alt som bedrifter gjør (sammen) • Tekniske, administrative, kommersielle aktiviteter som må kobles sammen med andre bedrifters aktiviteter • Eks. innkjøp, markedsføring, lager, logistikk • Både parallelle og sekvensielle aktiviteter må koordineres (linkes) • Finne muligheter for gjensidig utnyttelse

Ressurser • Alt som har verdi for andre • ”anything that holds value” • Teknologiske, materielle og immaterielle ressurser • Eks. personell, utstyr, fasiliteter, kunnskap, omdømme, kapital • Finne nye måter å utnytte ressurser på • Løsningen ligger often utenfor eget ”scope”

Sosiale bånd • Etablere tillit og troverdighet • Samarbeid og konflikt (co-opetition) • Håndtere makt og avhengighet • Nærhet og avstand • Finne arenaer for samskaping (co-creation)

Cooperation and Conflict (Gadde & Håkansson, 1993)

Relasjoner utvikles ved at disse tre dimensjonene utvikles Viktige sp ørs • Hvorda mål: n kan vi fo renkle aktivitete r ? • Hvorda n kan vi u tnytte ressurser b e dre? • Hvorda n kan vi e tablere til og troverd lit ighet? Aktiviteter Ressurser Sosiale bånd

Hvordan? • Styrke aktivitets-dimensjonen (samarbeide om innkjøp, markedsføring, salg, lager. . ) • Styrke ressurs-dimensjonen (integrere produksjon, produkter, varer, tjenester, finans, teknologi, kunnskap, personal. . ) • Styrke den personlige dimensjonen (forpliktelser, avhengighet, tilpasning, tillit. . )

Oppgave 2: Analysere relasjoner • Ta for dere de en kunderelasjon • Bruk ARA-modellen til å lage en beskrivelse av denne relasjonen • Hvordan kan denne relasjonen styrkes ved å kombinere ARA på nye måter? • Hvordan kan dere bruke andre relasjoner for å styrke denne?

Hvordan utvikle relasjoner?

Relationship involvement Low-involvement High-involvement • Tendering of similar inputs • Few, but substantial relationships • Each purchase evaluated in isolation • Value created over time • Competition between similar suppliers • «Zero-sum game» • Limited coordiation, adaptation and interactio • Standardised activities • Interaction restricted to sales and purchasing dept. • Costs reduced by efficient adaptations • «A bigger cake» • Resources and activities must be combined • Interdependencies makes switching between suppliers difficult • Gains related to coordination, adaptation and interaction (Ford, 2011)

Relationship loyalty ladder Partner: Somebody in a mutual partnership with your organisation Partner Member: Somebody with a great affinity to your organisation, and who is truly loyal Member Advocate: Somebody who actively recommends your organisation to others Advocate Supporter: Someone who is positive towards your organisation, but only passively Supporter Client: Somebody who has done repeat business with you, but may be neutral or even negative towards your organisation Client Customer: Somebody who has done business with you, but only once Customer Prospect: Somebody who may be persuaded to do business with your organisation Prospect (Christopher et al. , 2002)

Relationship stages Dissolution Commitment Expansion Cost of continuation higher than benefits, less investments made Explicit or implicit relational continuity, satisfaction with dyad precludes other potential partners. Investment, durability and consistency Continual increase in benefits, mutual dependence and satisfaction Exploration Search, trial and effort. Partners consider obligations, benefits and burdens. Five substages: 1) Attraction, 2) Communication and bargaining, 3) Development and exercise of power, 4) Norm development and 5) Expectation development Awareness Feasible exchange partner? No interaction yet (Dwyer, Schurr and Oh, 1987)

Development stages Intensive mutual learning, building trust through investment and adaptation Investment of time for learning and distance reduction. No routines or commitment Routine and institutionalisation Stable stage Developing stage Exploratory stage Prerelationship stage What will we both get? How much investment? What adaptations? Learning? Trust? • • Wider experience Changed requirements Insufficient resources Lack of committment (Ford et al, 2011)

The Relationship as a Device • To achieve efficiency • activity links makes it possible to reduce costs of operations, logistics and other activities inside the companies • To achieve innovation • by combining a company’s own resources and activities with those of others into a new resource constellation • To influence others • through the actor bonds between the companies

The Relationship as an Asset • This facet emphasises both the costs and the value of a relationship • Bind together all of the other assets of a company and convert them into something of economic value • Because relationships are assets, it is vital to examine and manage them at least as carefully as other tangible, but more trivial physical assets

The Relationship as a Problem • Relationships are unruly • can never be fully controlled by one party, it involves reaction to the actions of a counterpart • … undetermined • their development depends on how the parties involved view each other’s capabilities and motives and how they interpret their own actions and those of others • … demanding • developing a relationship always demands time and effort. • … exclusive • developing a relationship means giving priority to a specific counterpart and this tends to exclude others • … ”sticky ” • through developing a single relationship, a company can become related to a wider network of companies

Variety of supplier relationships High REGULARITY Low Simple relationships Complex relationships • Regularity enables design of routines • Low involvment makes changes of suppliers easy when necessary • Efficiency improvements through mutual adaptations • Cost reductions and increased revenues over time Market exchange Complex buying situations • Increasing efficiency from price • Appropriate for procurement pressure of complex systems and • Requiring low regularity equipment bought at irregular intervals Low High INVOLVEMENT Carbone (1999)

Relationship audit 1. What is the current development stage? • • Why do we have this relationship? Value to both parties? How dependent are you on each other? What conflict and cooperation exists?

2. Atmosphere of the relationship • • • How commited is each company to the current relationship? What is the disctance between the parties? How dependent are the parties on eachother? What conflict and cooperation exists between the parties? Any unresolved issues that needs to be monitored? How does this relationship contributes to the overall preformance of the company?

3. Current operations • How does the current management of the relationship by the parties fit with their overall strategies? • Is the current pattern of interaction between supplier and customer appropriate?

4. Potential of the relationship • • What do we see as a potential? What is requested to fulfill its potential? What involvement does each company want to have? What are threats to the relationship?

Oppgave 3: Videreutvikle relasjoner • Ta for dere de en kunderelasjon • Hvordan kan denne relasjonen videreutvikles? Benytt «relationship audit» og andre modeller for å beskrive potensialet

Industrielle nettverk

Nettverk: koble relasjoner på tvers Ressursdeling Leverandør Aktivitetsdeling Sosiale bånd Ressursdeling Mellomledd Aktivitetsdeling Sosiale bånd Kunde

Relasjoner henger sammen! Leverandør Konkurrent B Underleverandør Bedrift Leverandør A Kunde B Kunde A Sluttkunde Andre = Nettverk!

Business Networks: Basic Assumptions Perspective A • • Designed Formal Within a business sector Relationships as ”chosen” Center/”locomotive” Common Goal Perspective B • • Emergent Informal Across business sectors Relationships as ”inevitable” No center No common goal

A network perspective Network = Connected relationships

So, what is a Business Network? • A business network consists of two ”building blocks”: • companies and business relationships. • The companies and business relationships are interconnected, and together form a complex, web-like structure.

A traditional value chain Raw materials Horizontal integration Producer Wholesaler Retailer Vertical integration

Network capabilities • Mobilising and motivating • Suppliers must be encouraged to achieve performance improvements • Customers must be given priority • Organising and interacting • • • Internal activities must be coupled with the supplier Syncronising and linking activities Combining and developing resources Mobilising and organising knowledge Mutual learning • Monitoring and modifying • Asees costs and benefits • Adaptation to changing conditions (Ford, 2011)

Nettverksferdigheter • Hva er mitt nettverk? • Hva er min rolle i nettverket? • Hvilke ressurser kan jeg tilby? • Hvilke aktiviteter kan jeg utføre? • Hvordan kan nettverket bli styrket av min tilstedeværelse? • Hvordan kan jeg mobilisere andre?

• Hvordan henger mine relasjoner sammen med andre relasjoner? • Hvilke relasjoner kan jeg bruke til å styrke andre relasjoner? • Hva skjer med nettverket når jeg forsøker å påvirke det? • Hvordan vil andre svare?

Kompetansenivåer Nettverks ferdigheter Relasjonelle ferdigheter Relationa Firmaspesifikke ferdigheter Baser på Grant (1995)

Ferdighetsnivåer Ko ble De le Lære Nettverks ferdigheter Relasjonelle ferdigheter M ere obilis Relationa Firmaspesifikke ferdigheter Utfordr e

Oppgave 4: Analysere nettverket • Beskriv nettverket deres • Hvordan henger relasjonene sammen (ARA)? • Ta for dere en relasjon dere vi jobbe med • Hva er konsekvensene for de andre relasjonene dersom dere endrer denne? • Kan dere bruke andre relasjonen til å styrke denne? Ser dere noen farer?

Nettverksbilder

Network pictures A cognitive dimension • Companies interact based on their perceptions of the relevant network • The network is therefore both a real entity and a conceptual entity • Actors make sense of the network by their network pictures!

Who is in the centre of this network?

Network change = changing perceptions • If you want to change the network, you need to change other peoples perceptions of it • Network pictures are subjective • However, for change to occur there must be some alignment of network pictures

Increasing the scope for action Network horizon Network identification • The firm’s network horizon—the part of the network that a firm is aware of and thereby can take into account. • To shape the means that define commitments and forms of belonging (the ability of imaging a networked ‘Us’); • To shape the network theories/pictures of others (helping ‘Them’ in imaging ‘Us’) Holmen and Pedersen 2003 Huemer et al 2004

Hva er mitt nettverk?

• Vi har forskjellige oppfatninger av nettverket vårt • Forskjellige nettverksbilder!

Min påstand • Forståelse av (egne og andres) nettverksbilder gir bedre beslutninger!

Network pictures and networking Network pictures Networking Network outcomes

Network Paradoxes (Håkansson & Ford, 2000) 1. Opportunities - Limitations 2. Influencing - Being influenced 3. Controlling - Being out of control

The First Network Paradox • Both opportunities and constraints • The diversity of the network gives every decision-maker myriad opportunities to act • Can not think of its own interests in isolation • Many network designers, even though companies often see themselves as the ”sun in the universe” • Change can only be achieved through the network • Any change in a network involves costs, both for those involved in the change and perhaps for others elsewhere in the network

The Second Network Paradox • Influence or being influenced • ’The chicken and egg dilemma’: • A company’s relationships are the outcomes of its own decisions and actions • A company is the outcome of those relationships and of what has happened in them • Meaningless to determine what came first • Both situations exist simultaneously and both premises are equally valid

The Second Network Paradox • Strategy is inter-active. Not just a question of generating a plan internally, but to generate plans with others • Both parties necessary for relationship development • least committed company restricts development • most committed company drives development • Nodes and threads are interdependent

The Third Network Paradox • Control and letting go of control • Companies try to manage their relationships and control the network that surrounds them to achieve their own aims • The more a company achieves this ambition of control, the less effective and innovative will the network be – and ultimately the less successful they will be

Oppgave 5: Strategiske valg • Ta utgangspunkt i disse tre nettverks paradoksene • Hvordan vil nettverket ditt vil reagere når du ønsker å påvirke og endre det? • Gi konkrete eksempler.

4. Network • What is the network position of the relationship from the perspective of both parties? • What is the role of the relationship in the portfolios of the supplier and customer? • What is the interplay between this relationship and others?

Vurdere Relasjon Beskrive nettverket Mulige endringer Utvikle strategi Stegvis prosess for å anvende nettverksbilder til å oppnå målbare resultater (Abrahamsen, 2013)

1. Vurdere relasjonen • Hvordan deler vi aktiviteter, ressurser og sosiale bånd? • Hva er hovedutfordring med å utvikle relasjonen videre?

2. Beskrive nettverket • Hvordan henger denne relasjonen sammen med andre relasjoner? • Hva er mitt nettverk? • Hva tilfører jeg? Vær relevant! • Hvilke ressurser tilbyr jeg? • Hvilke aktiviteter utfører jeg? • Hvorfor skal andre samarbeide med meg?

3. Mulige endringer • Hvordan vil nettverket mitt se ut om 2 – 5 år? • Hvilke aktører har kommet til? • Hvilke relasjoner har endret seg?

4. Utvikle strategi • Hva betyr dette for meg? • • • Mobilisere? Koble? Dele? Lære? Utfordre? • Hvordan vil andre svare når jeg forsøker å påvirke nettverket?