How a Lean Agile Business Model Can Help Company A Provide Better Digital Marketing Service for SMEs
Viinikka, Eeva-Lotta (2019)
Viinikka, Eeva-Lotta
Haaga-Helia ammattikorkeakoulu
2019
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201902182463
https://urn.fi/URN:NBN:fi:amk-201902182463
Tiivistelmä
In this study, the author wished to find out the benefits a Lean agile organizational model, which is a combination of Lean and Agile organisational models, could offer to Company A especially in the way they serve their small and medium sized enterprise customers and how could this model provide solutions in the most visible challenges a SME is facing in their marketing endeavours. The research question for this study is; “How could digital mar-keting service provider’s Lean agile business model bring value to the SME customers?”.
In the first part of the study the author has gathered theoretical background information to support the study and which provides insight on the perspective the author is approaching the study question from. The aspects theoretical information is provided from are digital marketing, SMEs, Lean organisational model and Agile organisational model, and what it means to combine these models together.
This study is conducted with phenomenographic qualitative research methodology, as the author’s focus is to understand a phenomenon, rather than to measure it. The findings are concentrating on the relativism of the study content, which has been gathered through semi-structured theme interviews.
In the study, the author finds that Lean agile organization model can provide Company A a better grounding in serving their small and medium sized customers in their upmost im-portant need, growth. Through this model Company A can create even deeper customer relationships through better communication and teamwork that extends outside the borders of their own inhouse teams. The Lean agile organisation model can also improve one of the most important customer relationship values, trust, as it can not only make reaction time more efficient but enable better service through active participation in the customer com-pany’s operation. Moreover, the model would not only increase the service and work quality of Company A but also teamwork orientation, and operational efficiency.
In the first part of the study the author has gathered theoretical background information to support the study and which provides insight on the perspective the author is approaching the study question from. The aspects theoretical information is provided from are digital marketing, SMEs, Lean organisational model and Agile organisational model, and what it means to combine these models together.
This study is conducted with phenomenographic qualitative research methodology, as the author’s focus is to understand a phenomenon, rather than to measure it. The findings are concentrating on the relativism of the study content, which has been gathered through semi-structured theme interviews.
In the study, the author finds that Lean agile organization model can provide Company A a better grounding in serving their small and medium sized customers in their upmost im-portant need, growth. Through this model Company A can create even deeper customer relationships through better communication and teamwork that extends outside the borders of their own inhouse teams. The Lean agile organisation model can also improve one of the most important customer relationship values, trust, as it can not only make reaction time more efficient but enable better service through active participation in the customer com-pany’s operation. Moreover, the model would not only increase the service and work quality of Company A but also teamwork orientation, and operational efficiency.