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Kundenfindung/ Kundenbindung mit IT- Unterstützung Ralf Pietrzak 16. Juni 2000 Siehe auch Notizeseiten)

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Präsentation zum Thema: "Kundenfindung/ Kundenbindung mit IT- Unterstützung Ralf Pietrzak 16. Juni 2000 Siehe auch Notizeseiten)"—  Präsentation transkript:

1 Kundenfindung/ Kundenbindung mit IT- Unterstützung Ralf Pietrzak 16. Juni 2000 Siehe auch Notizeseiten)

2 Begriffsverwirrung ERP CRM E-commerce Unified Messaging One-to-One-Marketing Database Marketing Data Mining OLAP SQL Intranet Knowledge Management Workflow M-Commerce EDI EDIfact E-Procurement CORBA Supply Chain Management ? CSGW

3 Kundenfindung - Kundenbindung Qualifikation der Kontakte über Umsatzpotential Orientierung an der Kontaktmenge Kaltakquise oder Adressenkauf zentrales Adressmanagement zentrales Detailwissen Bisher getrennte Prozesse: Beurteilung und Pflege der Beziehungen nach Umsatz Transaktionsorientierung Halten des Stammgeschäftes über materielle Vergünstigungen statische Kontaktpflege

4 Kundenfindung/Kundenbindung mit IT-Unterstützung Kontinuierlicher Aufbau eines Data Warehouse Data Mining Umorientierung von Massenkontakten zu Kundenbeziehungen Knowledge Management dezentrales Kontaktmanagement Generieren von Zusatznutzen Ziel: dynamische Integration der Prozesse

5 Bedeutung der Kundenbindung Hintergrund: Kundenbindung rechnet sich Quelle:http://www.verkauf-aktuell.de/fb0206.htm

6 Bedeutung der Kundenbindung Insbesondere bei hohem Informationsgrad starkem Wiederholungsgeschäft und wirkt sich positiv aus auf die Kenntnis der Kundenstruktur Fehlertoleranz und Kooperationsbereitschaft Hintergrund: Kundenbindung rechnet sich

7 Management der Kundendaten Einheitliches Datenmanagement bisher unmöglich Kundendaten wurden bisher unter verschiedenen Aspekten getrennt erhoben und verwaltet: Nach Abteilungen Aussendienst: Persönliche Kontaktinformationen Innendienst: Kennzahlen für Controlling und Logistik Nach Medien Papier (Kontaktbericht, Bestellformulare, Fax) Getrennte Softwareplattformen Isolierte PCs, Netze Ziel:Integration der Kundendaten, gemeinsame Nutzung eines Data Warehouse

8 Management der Kundendaten Zwischenziel:Dateninput, generieren einer gemeinsamen Ebene Das Erfassen ALLER Kundendaten zu einem Gesamtbestand ermöglicht allen Berechtigten Das Erstellen aktueller Reports Die interaktive Auswertung des gesamten Datenbestandes Das Erkennen neuer Zusammenhänge Quelle:http://www.verkauf-aktuell.de/fb0206.htm

9 Nutzungskreislauf der Kundendaten Ziel: Output, Discovery /Verification von Hypothesen Gefahr: Garbage in, Garbage out Quelle:http://www.verkauf-aktuell.de/fb0206.htm

10 Nutzen der Kundendaten Ziel: Nutzen des qualifizierten Kundenkontaktes Konzentration auf Bindung der richtigen Kunden durch verbesserte Kenntnis des Kundenportfolios und der Marksituation richtige Bindung der Kunden durch angepasste Maßnahmen oder Generieren von Zusatznutzen Nutzen steigern Kosten reduzieren Direkten Wechsel erschweren

11 Generieren von zusatznutzen Ziel: Datenabgleich und Zugriff Transportebene Ortsunabhängig, Replikation Informationsebene Zugriffs- und Auswertungsmechanismen, Aktualität Prozessebene Workflow/ Auftragsbearbeitung, Tourenplanung, Logistik

12 Generieren von zusatznutzen Ziel: Nutzen von Synergieeffekten zur Bindung Mit dem Wissen um den Lösungsbedarf lässt sich das Angebotsportfolio gezielt erweitern. Bereits erfasste Daten können weiterverwendet und in der Verwendung aktualisiert werden Mittels elektronischer Medien können Convenience-Faktoren für den Kunden mit Synergieeffekten für den Anbieter geschaffen werden Unter Ausnutzung der erfassten Daten lässt sich ein integriertes Leistungspaket schnüren, das den Kunden als Partner einbindet.

13 Integrierte IT-Unterstützung Ziel: Datenabgleich und Zugriff Quelle: Meta Group

14 Dezentrales Kontaktmanagement Quelle: Meta Group


16 Backup CUSTOMER RELATIONSHIP MANAGEMENT Our research shows that the second most popular type of portal - and the fastest growing - is the sales/e-commerce class of portal. About one-third of all portals installed are wholly or partially devoted to sales activities. However, fewer than 10% of portal projects are sponsored by marketing/sales. To be successful, CRM projects must incorporate not only actual sales/e-commerce portals, but also "ownership" of these sites. Peter Burris While e-commerce channels create tremendous opportunities for businesses to provide self-service interfaces directly to customers, deployments of these interfaces can overemphasize transactional aspects of e-commerce (i.e., reducing costs) and miss opportunities for improved collaboration with customers. Collaborative CRM focuses on infusing or embedding the enterprise's business systems and processes into its customers' buying or business processes (e.g., FedEx enabling its customers to use and depend on its address book and tracking system). Increasingly, how well an organization collaborates with its customers will drive satisfaction levels, retention, and growth. Aaron Zornes During 2000/01, competitive pressures - due to global economic factors and the rise of Web channels and e-commerce - will drive Global 2000 organizations to automate/integrate individual, intra-enterprise customer-facing processes with back-office/supply-chain functions (e.g., quote-to-order), where value justification is demonstrable and efficient customer-centric fulfillment is required. Going forward, synchronizing CRM and supply chain activities will be critical to attracting/retaining customers and fulfilling demand. Barry Wilderman & Steven Bonadio Copyright © 2000 META Group, Inc. All rights reserved. Questions, problems, comments? richard.oberhofer@metagroup.com

17 Backup VALUE MANAGEMENT Amazon.com's launch of a brick-and-mortar office for its political action committee in Washington, DC, is a good example of legal best practices. Firms should not leave intellectual property, patent, and branding issues to chance. The duty of every executive is to protect and leverage all assets of the firm, including fiduciary, information, and technology. Jonathan Poe Businesses must realign their enterprise architecture around a value creation vision to thrive in the evolving e-economy. As business process cycles continue to shrink (to 12-18 months [2000+], compared to 5-7 years in the 1970s and 1980s), growing dependence on e-commerce is escalating requirements for corporate agility, while commerce chain and customer relationship management demand better integration. Carole Macpherson Although most IT organizations believe features and price alone drive the value perception of their business relationships, customers that report that their value expectations were not met rarely reported that the cause was linked to features or functions. Research from Regis McKenna indicates that issues like price and technical functionality accounted for less than 5% of dissatisfied customers. Shortcomings in areas like credibility, responsiveness, and support (issues more closely associated with preferred and strategic relationships) appeared to be the prime causes of disappointment. Al Passori Copyright © 2000 META Group, Inc. All rights reserved. Questions, problems, comments? richard.oberhofer@metagroup.com

18 Backup INFRASTRUCTURE DEVELOPMENT Traditionally, organizations have chosen between disk cloning (e.g., Symantec's Ghost, Altiris RapiDeploy) and native installation (e.g., On Techology ON Command CCM, Novadigm's EDM) methodologies to implement standardized PC builds. Increasingly, Global 2000 organizations will combine these methods, utilizing cloning to quickly blast out base configurations and packaged native installation to personally configure line-of-business applications on those builds. Kurt Schlegel Alcatel recently filed suit against Cisco for patent infringement related to routing and switching technologies. As Alcatel attempts to distance itself from its Cisco reseller past, the lawsuit highlights its efforts to compete head-to-head with Cisco as a campus networking vendor. Chris Kozup With recent client reports of inadequate support from Netscape/iPlanet for directory services products, users should watch their interactions with this vendor and tighten SLAs in contracts still in negotiation. Change may be required as competitive products mature (2001/02). Bruce Robertson Copyright © 2000 META Group, Inc. All rights reserved. Questions, problems, comments? richard.oberhofer@metagroup.com

19 Backup OPERATIONS EXCELLENCE Through 2001, 20% of IT organizations will evolve internal consulting organizational structures to remove dependency from key people, establishing knowledge-sharing facilities and defining consulting services and products. By 2002, 30% of IT operations groups will establish consulting methodologies, develop work estimation tools, and institute a resource office or the equivalent to allocate assignments effectively. This will result in improved customer satisfaction, meeting chargeable time targets, and recognizing key consultants' skills. Wissam Raffoul Through 2005, event consolidation requirements include operation across secure environments, collaboration between cooperating parties, integration of externalized events, and automation and forwarding events to alternative (e.g., Net appliance) devices. Turnkey management service providers (MSPs) will also drive feature development. Herb VanHook Global mergers-and-acquisitions initiatives are challenging IT organizations to realize cost savings through IT facilities rationalization and economy-of-scale realization. IT organizations should develop global service delivery strategies based on "follow-the-sun" support models or the equivalent, to integrate hubs and adopt common operational practices. This will reduce cost while delivering service levels in line with current and emerging business needs. Wissam Raffoul Copyright © 2000 META Group, Inc. All rights reserved. Questions, problems, comments? richard.oberhofer@metagroup.com

20 Backup COMMERCE CHAIN MANAGEMENT Early (electronic) commerce chains (1998-2001) have mirrored existing or traditional business practices and relationships in geographic scope. By 2004/05, these commerce chains will evolve to not only encompass many of their smaller (and more numerous) participants, but they will also have extended traditional business models to involve new participants in historically inaccessible markets/locales. Kip Martin Navigation of suppliers and catalog information is proving to be a differentiating factor for Net marketplace software vendors. Demos and small implementations are easily handled by most players; however, as the volume of suppliers and catalog items increase, content navigation issues begin to emerge. Volume and scalability issues do not apply only to database and server technologies, but also to usability. Organizations should thoroughly investigate software vendors and evaluate extensibility on all levels. John Brand The progression of (electronic) commerce chains from local, regional, or even national scope to encompass participants in multiple nations presents challenges heretofore of minimal concern to commerce chain pioneers. Given the risks and resource requirements of e-commerce technologies, they are first deployed with larger or more strategic trading partners first and secondarily with smaller (in size and transaction volume) trading partners, becoming the logical extension (and integration) of commerce chain participants' sell-side and buy-side EC solutions. Kip Martin Copyright © 2000 META Group, Inc. All rights reserved. Questions, problems, comments? richard.oberhofer@metagroup.com

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