Prof. Dr. Ralf Kreutzer - Marketing as a Service
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Prof. Dr. Ralf Kreutzer - Marketing as a Service

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The expectations of customers are constantly increasing. How can a company findout which expectations from which target group it has to fulfill? The name of thegame: value-oriented customer ...

The expectations of customers are constantly increasing. How can a company findout which expectations from which target group it has to fulfill? The name of thegame: value-oriented customer management. The key resource for calculating thecustomer value is the customer him- or herself. The acquisition of these data is akey challenge for companies. And the necessary precondition to get access to it isto understand marketing more as a service – and not as a concept to “manipulate“the customers. A new philosophy of marketing is required.

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Prof. Dr. Ralf Kreutzer - Marketing as a Service Prof. Dr. Ralf Kreutzer - Marketing as a Service Presentation Transcript

  • Marketing as a Service:Privacy and One-to-One Solutions Two sides of the same coin Prof. Dr. Ralf T. Kreutzer Berlin School of Economics and Law 1
  • Crucial starting points on the customers‘ side: huge expectations! CustomerProf. Dr. Ralf T. Kreutzer
  • What does it mean for us? Me Everything  appreciation as a must  wide product range  high individualization  good quality expected  low prices  permission-based approach  good service  if information is that important … Everywhere Immediately  independent of time  direct contact  independent of  fast transactions space  short response timesProf. Dr. Ralf T. Kreutzer View slide
  • Speed has become critical success factor! motivation inquiry Emergence of the research of “instant customer“ potential providers and their offers disinterest time in hours/days/weeks 1 2 3 frustration irritationProf. Dr. Ralf T. Kreutzer View slide
  • Speed has become a critical success factor! In your opinion, what are the biggest changes in marketing caused by the Internet? 90 increased speed of communication 75 individualization of communication 38 more frequent adaption of communication content 33emergence of new KPIs to measure digital marketing ROI 24 change of decision-making routines 24 establishment of digital marketing departmentsSantiago Campillo-Lundbeck, Horizont 25/2012, p. 18; study in Germany, Camelot Management Consultants, n = 100 managers, multiple answers possibleProf. Dr. Ralf T. Kreutzer
  • Information overload of target persons in communication 1-2%Prof. Dr. Ralf T. Kreutzer
  • How to overcome the information filter? RelevanceProf. Dr. Ralf T. Kreutzer
  • Are we able to deliver “relevance“ for our customers?Approaches to achieve “uniqueness“ – a trigger for “relevance“ Unique Selling Proposition Positioning Unique Advertising Unique Passion Proposition PropositionProf. Dr. Ralf T. Kreutzer
  • Two important questions have to be answered!Are we able to fulfill the expectations of all our (potential) customers?No!What do we need to fulfill – at least – the most important expectations of ourcustomers?Data!Prof. Dr. Ralf T. Kreutzer
  • What kind of data do we need? purchasing behavior intentions buying power hopes preferred buying channels areas of interest lifecycle dreams lifestyle information fears favoured sources of information favorite brands relationships – marital status/friendsProf. Dr. Ralf T. Kreutzer
  • Which is the most relevant source to get this kind of data? The customerProf. Dr. Ralf T. Kreutzer
  • What‘s the precondition to get data from our customers? TrustProf. Dr. Ralf T. Kreutzer
  • Trust is the (new) currency in marketing and management! Do we deserve the trust of our customers?Prof. Dr. Ralf T. Kreutzer
  • Do we know whether and where we generate „trust“? Have we ever identified all the touch points of our customers?Prof. Dr. Ralf T. Kreutzer
  • Do we know whether and where we generate „trust“? Have we ever measured the impact of this large variety of touch points on the customer experience with our company and our services – and especially the emergence of “trust”?Prof. Dr. Ralf T. Kreutzer
  • Do we know whether and where we generate „trust“? Do we really know what our employees are doing at face-to-face touch points – e. g. based on mystery shopping, mystery calling, mystery dining?Prof. Dr. Ralf T. Kreutzer
  • Food for thought! Have we ever thought of changing customer touch points to customer trust points?Prof. Dr. Ralf T. Kreutzer
  • 1. Imperative! We should exploit the room for improvement in our customer touch or – much better – customer trust point management!Prof. Dr. Ralf T. Kreutzer
  • Marketing was yesterday – today it‘s about service!Our competitors can copy more or less all our marketing activities!Prof. Dr. Ralf T. Kreutzer
  • Marketing was yesterday – today it‘s about service!Our competitor can‘t copy the relationship between our company – andespecially our employees – and our customers!Prof. Dr. Ralf T. Kreutzer
  • Marketing was yesterday – today it‘s about service!And the linking pin between our customers and our company is based on service.Therefore be prepared for a little shift!Prof. Dr. Ralf T. Kreutzer
  • Marketing and communication mentality – old school!Company Customers “One-to-mass“ or “one-to-many“ communication approach!Prof. Dr. Ralf T. Kreutzer
  • Marketing and communication mentality – new school! Customers Company The customer becomes the “Master of Communication“!Prof. Dr. Ralf T. Kreutzer
  • Food for thought! Why don´t we use Facebook more intensively to listen to our customers – instead of shouting at them?Prof. Dr. Ralf T. Kreutzer
  • A convincing example for realtime monitoring and targeting! „Wow, I need vacation“Prof. Dr. Ralf T. Kreutzer
  • A convincing example for realtime monitoring and targeting!Prof. Dr. Ralf T. Kreutzer
  • A convincing example for realtime monitoring and targeting!Prof. Dr. Ralf T. Kreutzer
  • A convincing example for realtime monitoring and targeting!Prof. Dr. Ralf T. Kreutzer
  • This guiding principle gains more and more relevance! Listen Learn Act ControlProf. Dr. Ralf T. Kreutzer
  • Service mentality – old school!Company Customers “One-to-mass“ or “one-to-many“ service approach!Prof. Dr. Ralf T. Kreutzer
  • Service mentality – new school! Customers Company The customer becomes the “Master of Service“!Prof. Dr. Ralf T. Kreutzer
  • What the „Master of Service“ could expect!Prof. Dr. Ralf T. Kreutzer
  • „Masters of Service“ generate crowdservice!Prof. Dr. Ralf T. Kreutzer
  • Fulfill the undisclosed demands of your customers! Social SeatingProf. Dr. Ralf T. Kreutzer
  • Do we have to change key terms in marketing? Customer Relationship Management Customer Managed RelationshipErich Joachimsthaler, Berlin, 2012Prof. Dr. Ralf T. Kreutzer
  • 2. Imperative! We have to check whether our organization is fit to “welcome“ the “Masters of Communication“ and the “Masters of Service“!Prof. Dr. Ralf T. Kreutzer
  • There´s also a new definition of ROI concerning these developments! Risk of IgnoranceProf. Dr. Ralf T. Kreutzer
  • Coping with these challenges requires much more information! Background: ”law of disproportionalities of information” The more information we have about consumers, decision-makers, or companies, the more tailored services we can develop. I. e., we need more information on customers’ interests and needs in order to provide them with less, but more relevant information.Prof. Dr. Ralf T. Kreutzer
  • Therefore we – and our customers – have to obey a new equation! More (relevant) Less privacy one-to-one offers TrustProf. Dr. Ralf T. Kreutzer
  • This could lead to … A learning relationship! A trusting relationship!Don Peppers/Martha Rogers, Managing Customer Relationships, 2011; Don Peppers/Martha Rogers, Extreme Trust, 2012Prof. Dr. Ralf T. Kreutzer
  • Trust “in the eyes of our customers“ requires … The unified view of the multi-dimensional customer!Prof. Dr. Ralf T. Kreutzer
  • 3. Imperative! We have to teach our customers the equation “less privacy“ for “more relevant services“. We have to create the data-based “unified view of the multi-dimensional customer“! We have to provide our employees at the customer trust points with the necessary information to generate trust and a one-to- one service experience!Prof. Dr. Ralf T. Kreutzer
  • Our overall challenge:creation of a passion-driven “service excellence turbine“ Multi Unified channel view Innovation Integrated manage- communi- ment cation Customer Marketing Customer proximity Service retention Employee status quo inte- Implemen- excellence Analysis of gration status quo tationProf. Dr. Ralf T. Kreutzer
  • Are our employees prepared for this change?Remember: all business is people business!Jens Hartmann, Employer Branding, 2011Prof. Dr. Ralf T. Kreutzer
  • Is our organization prepared for this change?How do we organize the responsibility for customer relationships? CFO CEO CPO Relationship Manager Community ManagerProf. Dr. Ralf T. Kreutzer
  • Is our organization prepared for this change?How do we organize the responsibility for customer relationships? CFO CEO CPO Community Task ForceProf. Dr. Ralf T. Kreutzer
  • Is our organization prepared for this change?How do we organize the responsibility for customer relationships? “Commissary for cordiality“Prof. Dr. Ralf T. Kreutzer
  • Is our organization prepared for this change?How do we organize the responsibility for customer relationships? CFO CEO CPO What about the position of a CCO – Chief Community Officer or a CEO – Chief Experience Officer when customer relations are the key to success?Prof. Dr. Ralf T. Kreutzer
  • Remember: Digital change has to be managed carefully!Which challenges constrain your digital strategy? 81 need to acquire new skills historically grown IT landscape 43 constrains integrated concepts lacking expertise to connect mobile 43 platforms with ERP software of the company generation gap among employees only 28 allows for evolution instead of revolution 14 digital strategy was formulated sequentially 9 concept is too focused and isolated virtual sales channel constitutes a 9 threat for established channelsSantiago Campillo-Lundbeck, Horizont 25/2012, p. 18; study in Germany, Camelot Management Consultants, n = 100 managers, multiple answers possibleProf. Dr. Ralf T. Kreutzer
  • But remember: It‘s easier to kill an organization than to change it! CEO (Chief Executive Officer) CDO (Chief Destruction Officer)Tom Peters, The Circle of InnovationProf. Dr. Ralf T. Kreutzer
  • With Galileo Galilei we can state: “And yet it moves!“ Are we ready to move with it?Prof. Dr. Ralf T. Kreutzer
  • Thank you for your attention!Prof. Dr. Ralf T. KreutzerMarketing and Management ConsultantBerlin School of Economy and LawBadensche Str. 50-5110825 Berlinkreutzer.r@t-online.de0049-171-8668285Prof. Dr. Ralf T. Kreutzer