Researchers - HAMK by liuhongmeiyes


                   Presentation contents

•    STROI-network, (=build network)
•    Background of the research
•    Phases of the network lifecycle and potential CASE-companies
•    Phases of the research and perspectives
•    Research approach
•    Perspectives, targets, results and researches of the research
    –    P 1: Selection of the network business sector
    –    P 2: Definition of the network vision
    –    P 3: Competence of human resource
    –    P 4: Internal development and culture
    –    P 5: Customer perspective and marketing
    –    P 6: Measuring the network performance
•    Summary of the research planning
Objective is to develop management and leadership models for Finnish –
Russian business networks operating in Russia.

Project is sponsored by TEKES (Finnish Funding Agengy for Technology and
Innovation) and companies mentioned below.

Finnish research institutions are TTY (Tampere University of Technology),
VTT (Technical Research Centre of Finland) and HAMK University of
Applied Sciences. Russian research institutions are The State University
Higher School of Economics and St. Petersburg State University.
Common co-operation companies
Contact person                 Company                              Web-page
Mika Räty                      Konecranes Heavy Lifting Oy          (
Matti Mikkola                  KPM-engineering Oy                   (
Pertti Tammivuori              Lassila&Tikanoja Oyj                 (
Hannu Markkanen                GTT Oy                               (
Markku Lundström               Forssan metallityöt Oy               (
Jouni Haajanen                 Kehittämiskeskus Oy Häme             (

Olli Niemi                     NCC Oy                               (
Timo Laapio/Matti Niiranen     Peab Seicon Oy                       (
Jukka Pekkanen/Jani Kemppainen Rakennusteollisuus RT                (

Matti Mikkola/Janne Manninen   Stora Enso Timber                    (
Peter Nordgren                 Finndomo Oy                          (
Heikki Suhonen                 CRAMO Oyj                            (
Esa Kosonen/Marko Kallunki     Metsäliitto Osuuskunta, Finnforest   (
              Background of the research

 Creating a strategic network is prerequisite for the successful
 Strategic management and business networking is relative
  new in Russia
 Profiling Business Networks Oriented to Russia is the first
  phase of this research project, during which three level
  management patterns and evaluation tools have been
  developed (report and profiling tools available from HAMK)
    Risk Analysis for Business Operations in Russia
    Quick Test of Business Networks
    Skill Profiling Tool for Companies Operating in Business Networks
  Phases of the network lifecycle and potential
(€)         Introduction     Growth           Maturity   Developed
            Ncc, KPM-        Lassila&Tikan-   …          concept
Cash Flow   engineering, …   oja, CRAMO,
                             KoneCranes, …


     Phases of the research and perspectives
             Networked                                                        Company              Local Network
              Company                                                                                 Centre
                                                           Networked                Networked
                                                         Company (Hub)               Company

                                          Developm. activities

          Present situation
                                             P1              P4
                      Setting                     P2              P5
                      targets                          P3              P6

Stage 1:                      Stage 2:                                                   Stage 3: Result
Setting dev. targets           Perspectives of the operating research (P 1-6) in         Developing Strategic
                              networked companies:
                              P 1: Selection of the network business sector (VTT)
                               P 2: Definition of the network vision (VTT)
                               P 3: Competence of human resource (HAMK)
                               P 4: Internal development of the network and
                              culture (HAMK)
                               P 5: Customer perspective and marketing (HAMK)
                               P 6: Measuring the network performance (TTY)
           Research approach

                                                 5) Piloting within
                                                 involved in STROI-
                        3) Academic piloting     6) Future
                        within research group    development and
                                                 tailoring of
                        4) Piloting with adult   management
                        students                 models
1) Theoretical models                            7) Dissemination
2) Observations in                               those results
Companies and                                    which are
Business Networks                                accepted for
for Pilot models.                                publication in
                                                 Group of the
Perspectives of research, objectives, results and research institutions

Perspectives   P 1:            P 2:         P 3:          P 4:          P 5:          P 6:
(P1 - P6)      Business        Vision       Competence    Internal      Customer      Measuring
               sector                       of human      development   orientation   network
                                            resource                    and           performance

                                                                                                    RESEARCHERS OF THE NETWORK
Objectives     Growth is       Vision is    Managing      Network       Developing    Continuous

                                                                                                       OBJECTiIVES, RESULTS AND
of network     bigger than     based on     staff and     growth and    customer-     develop-
               average         derivative   learning      strategic     based         ment of
                               action                     development   network       network
Research       1.1, 1.2        2.1, 2.2     3.1, 3.2      4.1, 4.2      5.1, 5.2,     6.1
questions                                                               5.3, 5.4
Results        Operating       Making       Competitive   ”Agile” and   Functioning   System for
               in profitable   visions      and           learning      CRM system    measuring
               sector          based on     developing    network       and risk      the
                               customers    working                     manageme      performance
                               needs        conditions                  nt            of the
Research       VTT             VTT          HAMK          HAMK          HAMK          TUT
institutions                                GSOM          HSE           HSE           HSE

                               Management and leadership models of business for
                                        Russian oriented networks
  P 1: Selection of the network business sector
Researchers: Markku Riihimäki, Anna-Leena Perälä, Tuula Grönfors.

Research questions:
 1.1 Preparing a forecast model for a total demand of the markets for different kind products
   of building, real estate and environmental sector in Russia, primarily targets for St. Petersburg
   and Moscow regions.
 1.2 Topical knowledge of different perspectives (political atmosphere, supplying the
   products and competition situation, customer behaviour and decision making, technology
   development, taking environment into consideration…)
Research objects: Products / networked companies / business lines
                New regional building
                 – Small houses (wooden houses)
                 – Residential buildings
               As single targets business and industry building
               Service business (life cycle services and maintenance, services during building)
Outcome: Forecast model for a total demand of the products which are as a target for the
        research. Working model for defining the product range and reliazation network for
        companies operating with building, real estate and environmental sectors.
      P 2: Definition of the network vision
Researchers: Markku Riihimäki, Anna-Leena Perälä, Tuula Grönfors and Kalle Kähkönen

Research questions:
 2.1 Building up a model to produce a vision for a network working in Russia.
 2.2 During vision processing, the common carrying idea as well as more detailed strategic
     part objectives and guidelines are developed for the operating networked company.
     Applying Vision building model improved by VTT
          Preparing a co-operational model for supporting the vision fulfillment.
             The model helps to receive the marketing situation information for conclusion base
             from customers and network.
          Which kind of vision working model can be applied in strategic networks operating in
             Russia and their target visioning?
     Outcome: The internal competition strategy developing               6. Switching the vision in
              tool and working model for                                    practical operating and its controlling
                                                                    5. Clearing differentiating vision
               building up network vision.                             and crystallizing
                                                                                4. Clearing the competition benefit similar to
                                                                                   the needs

                                                                           3. Customer profiles – prioritizing, grouping

                                                                     2. Forming the visioning group – parties and targets

                                                                1. Recognizing the point of departures – base for need-based vision
   P 3: Competence of human resource
Researchers: prof. Vera Minina, Seppo Niittymäki, Lauri Tenhunen, Anastasia Krupskaja and
             Elena Dmitrienko

Objects and research questions:
    3.1 Human capital in Finnish construction oriented companies in Russia
              How the competition benefit of human capital can be reached?
              How the employee competence and human capital are measured?
     Outcome: Profiling tool of human capital
     3.2 Human resource management in Finnish companies in Russia: cross-cultural aspects /
     differences between HRM in Finnish and Russian construction oriented companies
              Differences of HR management in Finland and Russia
              HR management and leadership differences becoming from culture, motivation
               base, education and recruiting
     Outcome: Model of HR management applicable in the Russian market
        P 4: Internal development of the network
                       and culture
Researchers:  Lauri Tenhunen, Seppo Niittymäki, prof. Nikolai Filinov, prof. Alex Settles, prof. Nedejda Bek
              and Nina Vladimirova
Research questions:
 4.1 Strategic Management and Organizational Behavior: Have Russian Firms Adopted the Learning
    Organization Model?
             How in a limited sample of Russian firms the concept of learning organization has been
               developed? Which kind of practice of strategic planning and execution is nowadays in Russia?
 4.2 Strategic process of business networked companies, strategy planning and implementation
             What are the specifics of Russian and Finnish companies `strategic process?
             Does network configuration influence strategic behaviour of Finnish and Russian companies
                 and strategic decision-making during Russian market capturing?
             Does strategic behaviour depend on specifics of particular business segment of Russian
                 building industry?
 4.3 Strategy implementation and BSC (Balanced Scorecard)
            What are the best ways of strategy implementation?
            What significant tools of strategic management can be added to BSC?
            Can the scenario planning be examined as one of the relevant methods of bringing in balance
               strategy and operation systems in companies?
            What are the peculiarities of all of the above in contemporary Russian environment?
  P 5: Customer perspective and marketing 1(2)
Researchers: prof. Olga Tretyak, Marina Weck, Seppo Niittymäki, Ekaterina Buzulukova,
             Aleksander Rozhkov and Nikita Popov

Research questions:
    5.1 Building Trust in Counterweight to Risks in Inter-Organisational
     Relations of Business Networks in Russia
            What are the risks in the inter-organisational relations of networks
              in Russia?
            What is the relationship between trust and identified risks?
            What are the preconditions and managers’ actions for trust-building?
     Outcome: The model that outlines the trust-building process in
           counterweight to the risks involved in inter-organisational
           relationships of networks in the Russian business environment.
  5.2 Supplier relationship management organization: structures and people
           Supply priorities (strategy/policy). Criteria for supplier selection and evaluation.
           Supplier relationship management organization: structures and people.
           The content of relationships: communication with suppliers, collaborative planning process
           Third party influences on individual relationships with suppliers. The role of government
            (industry regulators), competitors, customers, key suppliers.
           The role of industry and macro environmental factors.
     Outcome: Operating model of building confidence for balancing the network risks
    P 5: Customer perspective and marketing 2(2)
 5.3 Customer perspective in network business
           Customer Relationship Management (CRM) in B2B (Business to Business) networks: theoretical
           Managing of customer relationships in B2B business: practical examples from Russia
           Building a management model of customer relationships in B2B business in Russia
            (interconnection of the strategy, business processes, IT & organizational development)
           Customer perspective in Russian business culture: inner and outer customer relationship in
            company network
           Success factors & key performance indicators (KPI) of CRM
     Outcome: CRM model for building, environmental and real estate sectors
    5.4 Relationship building and forming networks in Russian market
             What are the steps of creating networks and relationships building ?
             What are the key characteristics of ideal partner in network?
             What is the shortest way of developing successful relationships in Russian market?
             What are risk factors in Russia?
             What is the role of key people and their links in creating networks and sustainable
     Outcome: Management model of strategic network for building, environment and real
           estate sectors
      P 6: Measuring the network performance

Researchers: Liisa Oksanen, Seppo Niittymäki, prof. Teuvo Tolonen and Antti Lönnqvist

Result questions:

     6.1 Measuring the performance of the network
           Which kind of measuring tools are suitable for measuring the performance
             of the network in Russia?
           How the benefits of networking can be measured and how the developing
             evaluation will be implemented
          Outcome: Performance measuring model for networked Finnish companies
                    operating in Russia.

 16                                   Liisa Oksanen                          10/02/2013
Perspective:   Strategic development                              Object, e.g.           Measuring instrument, e.g.    Object, e.g..       Action                           Budget
                      of the network

 Network                                                          Turnover               Growth                        +25 %               Effectiveness of budgeting       xxx e
       Perfo                                                      Profit                 Turnover from new             + 20 %              and controlling systems
       rman                                                                              products
                                                       Profita-                          Profit                        10 % of turnover
       ce                                               bility
 (KK6=P6                                                                                 Uncertain claims              change-%

 Customer                                                         Product positioned     Comparison prices for         +10 %               Effectiveness of customer        xxx €
 (KK5=P5                                                          in high quality        competitors, €/m2                                 relationship marketing
 =WP8)                                                            sector,                Fulfillment of the risks      < 10 % of targets   Competitor analysis
                                                                  Quick Response         Quality measurement tool…     Reasons             Expansion of marketing
                                                                                         Contracts/offers              analyzed %          section
                                                                                                                                           Controlling the offers , CRM
                                                                  Amount and growth      Joined in network ./..        %, pcs              Educating and rewarding the      xxx €
                                                                  of the companies in    departed from network                             members of the network           xxx €
                                                                  the network            % turnover, pcs                                   Removing the risk factor
ment of the
               Development of the strategic network

                                                       Trust      Quick Response         Fulfillment of the risks      <10 %               Defining the controlled tasks
                                                                                         Quali tative measurement      Uncertainty
                                                                                                 tools                 (payments,
                                                                  Permanence of the      Netto addition of the key     %, pcs              Follow-up of the salary          xxx €
Learning                                                          staff in the network   persons                       <5%                 development on the branch,
      and                                                                                Permanence of the experts                         surveying the new potential
      Gro                                             Develop-                           Fulfillment of the risks                          resources
      wht                                              ment                              Work satisfaction…

Defining                                                          The decisions are      Fulfillment of the expected   m2, m3, pcs,...     Development of the               xxx e
vision                                                            based in the           amounts                                           parameters for forecasts and
                                                        Vision    forecasted models      Quality measurement tool,                         of evaluation of the
                                                       based in                          e.g. co-operation partner                         applicability of these
                                                      forecasts                                                                            parameters.

Business                                                          Operating better       Fulfillment of the growth     %-aim               Follow-up of the development     xxx e
sector                                                            than average in        Quality measurement tool,                         of the sector expectations and
selection                                             Growing     growing sector         e.g. development of the                           their changes
(KK1=P1                                                sector                            expectation network

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