1) The document discusses four approaches to studying channels of distribution: institutional, functional, managerial, and strategic.
2) It examines the functional approach which suggests that channel functions can be performed by different players to enhance power or profitability. For example, supermarkets allow customer self-service for cheaper prices.
3) The Internet revolution may fragment existing value chains and shift bargaining power as information monopolies become harder to maintain. This could create new business opportunities and branding challenges for companies.
From distribution-channel-from-distribution-channel-to2569Bryk Miroslaw
The document discusses distribution systems and supply chain management. It defines distribution channels as systems of interdependent organizations that build value as products move through. Supply chain management involves coordinating flows of materials, information, and finances among channel members. E-business allows more efficient management of information flows. The document then discusses challenges like the bullwhip effect and how information technologies can help address them.
Smarter Customer Analytics - Customer DNAJerry J. Stam
This document summarizes a case study of how a major US retailer used customer analytics to optimize their marketing budget. It involved (1) building a data-driven customer profile, (2) applying customer insights to optimize spending across channels, regions, and customers. Advanced customer clustering analyzed over 30 variables to segment customers into 12 highly differentiated groups with tailored marketing strategies, such as a "Brand Fanatics" group that represented 9% of customers but 30% of revenue.
The document is an executive report from IBM that discusses how effective customer analytics strategies can help drive top-line growth. It identifies four stages of organizational capabilities and associated customer analytics strategies. The first stage focuses on gaining insights from customer data to reduce costs. The second stage shares information internally and across channels to improve the customer experience. The third stage aims to move from reacting to data to predicting customer needs. The report provides examples of companies that have achieved growth by implementing analytics strategies aligned with their capabilities.
Social Media is often overlooked as a sales channel. This presentation gives some practical ideas on how to approach this channel and develop it for lead generation.
Bond Consulting Group provides consulting services to companies to help improve their operations and sales strategies. They have worked with clients in various industries including toy retail, jewelry manufacturing and distribution, industrial goods manufacturing, and tea retail. Their services include identifying cost savings opportunities, researching new distribution channels, benchmarking against competitors, and creating marketing plans and feasibility studies. They are currently looking to take on two new clients in January 2009.
Oracle in the Financial Service Industry CTI Group
This document discusses Oracle's solutions for the financial services industry. It covers Oracle's capabilities in areas like multi-channel banking, enabling process-centric financial institutions, payment services hubs, and real-time banking. The document provides an overview of Oracle's offerings for transaction processing, corporate administration, shared services, and security services that financial institutions require. It aims to demonstrate Oracle's comprehensive coverage of the various users, touchpoints, business functions, and technological components that make up a modern financial institution.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
Innovacio en l\'Accio Social - PereTarres - InfonomiaOscarArnau
The document discusses business models and their key components. It provides examples of different types of business models, including strategic partnerships, joint ventures, buyer-supplier relationships, and multi-sided platforms. The key elements of business models are described as the value proposition, key activities, key resources, customer relationships, customer segments, distribution channels, and revenue streams. Different cost structures and pricing strategies are also mentioned.
From distribution-channel-from-distribution-channel-to2569Bryk Miroslaw
The document discusses distribution systems and supply chain management. It defines distribution channels as systems of interdependent organizations that build value as products move through. Supply chain management involves coordinating flows of materials, information, and finances among channel members. E-business allows more efficient management of information flows. The document then discusses challenges like the bullwhip effect and how information technologies can help address them.
Smarter Customer Analytics - Customer DNAJerry J. Stam
This document summarizes a case study of how a major US retailer used customer analytics to optimize their marketing budget. It involved (1) building a data-driven customer profile, (2) applying customer insights to optimize spending across channels, regions, and customers. Advanced customer clustering analyzed over 30 variables to segment customers into 12 highly differentiated groups with tailored marketing strategies, such as a "Brand Fanatics" group that represented 9% of customers but 30% of revenue.
The document is an executive report from IBM that discusses how effective customer analytics strategies can help drive top-line growth. It identifies four stages of organizational capabilities and associated customer analytics strategies. The first stage focuses on gaining insights from customer data to reduce costs. The second stage shares information internally and across channels to improve the customer experience. The third stage aims to move from reacting to data to predicting customer needs. The report provides examples of companies that have achieved growth by implementing analytics strategies aligned with their capabilities.
Social Media is often overlooked as a sales channel. This presentation gives some practical ideas on how to approach this channel and develop it for lead generation.
Bond Consulting Group provides consulting services to companies to help improve their operations and sales strategies. They have worked with clients in various industries including toy retail, jewelry manufacturing and distribution, industrial goods manufacturing, and tea retail. Their services include identifying cost savings opportunities, researching new distribution channels, benchmarking against competitors, and creating marketing plans and feasibility studies. They are currently looking to take on two new clients in January 2009.
Oracle in the Financial Service Industry CTI Group
This document discusses Oracle's solutions for the financial services industry. It covers Oracle's capabilities in areas like multi-channel banking, enabling process-centric financial institutions, payment services hubs, and real-time banking. The document provides an overview of Oracle's offerings for transaction processing, corporate administration, shared services, and security services that financial institutions require. It aims to demonstrate Oracle's comprehensive coverage of the various users, touchpoints, business functions, and technological components that make up a modern financial institution.
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
Innovacio en l\'Accio Social - PereTarres - InfonomiaOscarArnau
The document discusses business models and their key components. It provides examples of different types of business models, including strategic partnerships, joint ventures, buyer-supplier relationships, and multi-sided platforms. The key elements of business models are described as the value proposition, key activities, key resources, customer relationships, customer segments, distribution channels, and revenue streams. Different cost structures and pricing strategies are also mentioned.
State of the Global Services Market: 2013 Predictions Everest Group
What does the new year hold for the global services market? In what ways will industry-specific expertise drive service provider differentiation? How will Global In-house Centers (GICs) evolve and what value will organizations expect? What’s in store for cloud and how will the interplay between cloud and traditional IT Services progress?
TDMi Marketing & Sales Pipeline Intro by Scott BrazinaScott Brazina
Targeted awareness & demand generation marketing-sales program drives revenue & leads by marketing reaching the people most critical to the sales funnel
Deliver More Powerful, Personalized CommunicationsVivastream
This document discusses strategies for creating more powerful and personalized customer communications. It highlights how using customer data and analytics can help target the right messages to the right customers, increasing relevance and driving better results. Specific techniques mentioned include using segmentation and QR codes to bridge physical and digital channels, facilitating customer interactions and tracking responses. The document argues that a multi-channel approach combining mail, email and other channels can boost engagement when messages are personalized.
E-commerce involves direct selling of goods and services over the internet, agent services and research and development. E-commerce ventures target niche as well as broad customers. Examples of companies targeting niche customer’s includejbmountainbikes.com and southwest.com
The ValueLinks methodology is used to analyze value chains, develop upgrading strategies and plans, and facilitate collaborative action. It involves selecting a value chain, conducting strategic analysis, and implementing plans to address constraints. Training and capacity building are important to apply the methodology. Workshops introduce the approach to stakeholders and develop skills of practitioners, trainers, and facilitators. Networks help share experience and institutionalize the knowledge in countries.
This document discusses integrating traditional marketing strategies with frameworks for e-commerce marketing. It summarizes four frameworks for developing e-commerce strategies and maps their concepts to the traditional 4 P's marketing model of product, price, place and promotion. The frameworks address how information itself can be a product online, the importance of context and infrastructure in building customer loyalty, and opportunities to link customers directly or replace intermediaries in the value chain. The integrated framework is then applied in an analysis of e-commerce strategy for Nabisco.
The document discusses the ecosystem for data services in India. It notes that the ecosystem is more complex than for voice services, as it involves content owners, mobile application developers, and content aggregators in addition to service providers, technology providers, and handset manufacturers. The focus in data services is more on subscribers and providing them with enriching content and experiences, unlike voice where the focus is more on infrastructure. Successful portals that list mobile applications can benefit handset manufacturers, service providers, and developers by increasing revenue share and stickiness to their platforms.
Notes Version: Responding In Real Time & Other Winning Strategies For Insuran...Vivastream
This document summarizes a presentation on winning insurance marketing strategies. It introduces the two presenters, Jeff Rodis from Mutual of Omaha and Tim Hendricks from Vertis Communications, who have decades of experience in insurance operations and marketing. The presentation then discusses strategies for improving agent response times to new leads, going green to save costs and the environment, using personalized URLs and QR codes to drive online engagement, building an insurance brand through multichannel awareness campaigns, and connecting with Hispanic consumers through culturally relevant messaging. Case studies are provided for each strategy with results showing increased responses, sales, and cost savings.
Key Market Developments in Q2-2011: Market Vista Report BriefingEverest Group
Everest Group research analysts will highlight the findings of the Q2-2011 Market Vista report. Prof. Mary Lacity, professor of information systems at the University of Missouri-St. Louis, will cover a special feature “What Service Providers Say About Clients…”
Market Vista report provides data and analysis highlighting the key trends and developments in the fast-evolving global offshoring and outsourcing market. Market Vista captures the key developments across outsourcing transaction trends, health of Global In-house Centers (GICs), location risks and opportunities, and service provider developments.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The document summarizes a presentation on how multinational ICT companies can benefit from entering the Base of the Pyramid (BOP) market in a commercially successful and sustainable way. It discusses 5 case studies of ICT companies partnering with local organizations to provide products and services to the BOP. The presentation analyzes the companies' business models, products/services, and partnerships. It finds that partnerships are often unconventional, and companies must understand local needs and cultures to succeed while benefiting the BOP.
BOP and ICT MNCs: Base of the Pyramid approach reflected on the strategy of m...Anand Sheombar
The Base of the Pyramid (BOP) comprises the majority of the world population. However, the majority seemed to be neglected by multinational companies, until recently. Since the landmark publications of Prahalad & Hart much more attention is attributed to the BOP.
This research examines the attention some multinational ICT companies have given to the BOP so far. A case study research was conducted of 5 projects involving multinational ICT companies, which were studied as separate case studies for this thesis, all in the geographical space of Africa.
Qualitative data was collected using the multiple case study method and the data was analyzed for emerging patterns. The cases were analyzed on three main units of analysis, namely the BOP businesses model & strategy, the products & services and the partnerships needed for engaging with the BOP community.
It was found that regarding BOP businesses model & strategy an assessment of the BOP business model qualities is useful. The study revealed in all cases a hybrid view of market creation and socio-economic development by (ICT) companies engaging with the BOP, dubbed a hybrid form of BOP 1.0 & 2.0 strategies. The research also suggests that for successful BOP ventures alignment is needed between “BOP Business model & strategy”, “Partnership” and the “BOP Product & Service development”. The BOP products and services development confirmed the presence of disruptive innovation and innovation blowback. It was found that problems with partnerships revolve around six core categories namely driving force factors, skill factors, input-output factors, socio-cultural factors, systems factors, and trust factors.
This thesis research was conducted by Anand Sheombar
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
"At the Smart Metering Networking Implementation Summit taking place April 26-28th, 2010 in Washington D.C will provide you with the opportunity to exchange strategies and best practices for implementing a more stable grid. Gain practical knowledge on how to create a strategy to overcome operational, technical and regulatory issues pertaining to full AMI deployment.
Key smart metering priorities that will be discuss at the Summit
•Tackle the complexity of full scale smart metering deployment •Build effective and efficient pricing strategies •Maximize the reliability and scalability of smart meters •“Befriend” your customers by integrating customer-centric pricing, billing solutions, and incorporating training and educational programs •Optimize spend and improve cost structure by building strategic partnerships with suppliers and vendors
"
Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo d...Mundo Contact
The document discusses putting the customer's voice at the center of a company's business agility framework. It emphasizes gathering customer data from across the enterprise to drive intelligent customer interactions. CRM is presented as the central system that can exploit customer insights and coordinate marketing campaigns across channels to increase sales and reduce churn.
This document discusses marketing strategies for furniture companies. It defines the marketing mix as the set of internal variables a company uses to influence demand. The marketing mix for furniture includes 10 factors: product, price, point of sale, publicity, promotion, public relations, pre-sales, post-sales, prompt delivery, and personnel. The document also discusses market segmentation, identifying different groups of consumers with common needs. Key variables for segmentation include geographic, socioeconomic, and consumer behavior factors.
The document discusses how companies can implement next best offer strategies using customer data and signals. It describes how customers' purchasing behaviors have become more complex, influenced by various online sources. It then outlines how SAS software can help companies analyze customer data and behaviors to generate targeted, personalized offers at optimal times through real-time decisioning across all channels. Case studies show how US Bank improved sales and increased customer value using next best offer strategies based on signal and event analysis.
The document discusses how strategy is changing in an era of big data, gamification, and sustainability. Some key points:
- Big data creates opportunities for customization but requires new skills to make sense of large amounts of information.
- Gamification improves customer engagement and insights through applying game design to non-game contexts.
- Sustainability requires a stakeholder approach and assessing social and environmental impacts beyond customers.
- Strategy still involves designing an organization's relationship to its environment, but the environment is more complex with more data, stakeholders, and shorter competitive advantages. Managers need critical thinking skills and adaptability.
This document discusses agile marketing strategies for tech startups. It recommends that startups (1) understand their target customer segments and position themselves accordingly, (2) develop a deep understanding of the entire market ecosystem including customers, partners, and competitors, and (3) continuously engage with customers to understand perceived value and feedback that into their analysis in an iterative process. Case studies are provided on startups that successfully leveraged ecosystem partnerships and a narrow customer focus.
Marketing is the process of identifying, stimulating, and satisfying customer needs and wants. It has evolved from a production focus to a customer focus, positioning products in customers' minds through branding and using customer input. The goal is to build lasting customer relationships through personal selling and technology to retain customers. Basic marketing frameworks include analyzing the marketing environment, communications processes, message effectiveness, customer profiles, buying stages, product adoption rates, competitive positioning, and developing marketing communications strategies.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent investments and acquisitions positioning them as a provider of smarter commerce solutions that integrate buying, marketing, selling, and service capabilities. Key points include IBM expanding its global business services with new smarter commerce consulting and software offerings, $2.5 billion in commerce-related acquisitions and investments since 2010, and a focus on helping companies better manage their value chain and put the customer at the center.
State of the Global Services Market: 2013 Predictions Everest Group
What does the new year hold for the global services market? In what ways will industry-specific expertise drive service provider differentiation? How will Global In-house Centers (GICs) evolve and what value will organizations expect? What’s in store for cloud and how will the interplay between cloud and traditional IT Services progress?
TDMi Marketing & Sales Pipeline Intro by Scott BrazinaScott Brazina
Targeted awareness & demand generation marketing-sales program drives revenue & leads by marketing reaching the people most critical to the sales funnel
Deliver More Powerful, Personalized CommunicationsVivastream
This document discusses strategies for creating more powerful and personalized customer communications. It highlights how using customer data and analytics can help target the right messages to the right customers, increasing relevance and driving better results. Specific techniques mentioned include using segmentation and QR codes to bridge physical and digital channels, facilitating customer interactions and tracking responses. The document argues that a multi-channel approach combining mail, email and other channels can boost engagement when messages are personalized.
E-commerce involves direct selling of goods and services over the internet, agent services and research and development. E-commerce ventures target niche as well as broad customers. Examples of companies targeting niche customer’s includejbmountainbikes.com and southwest.com
The ValueLinks methodology is used to analyze value chains, develop upgrading strategies and plans, and facilitate collaborative action. It involves selecting a value chain, conducting strategic analysis, and implementing plans to address constraints. Training and capacity building are important to apply the methodology. Workshops introduce the approach to stakeholders and develop skills of practitioners, trainers, and facilitators. Networks help share experience and institutionalize the knowledge in countries.
This document discusses integrating traditional marketing strategies with frameworks for e-commerce marketing. It summarizes four frameworks for developing e-commerce strategies and maps their concepts to the traditional 4 P's marketing model of product, price, place and promotion. The frameworks address how information itself can be a product online, the importance of context and infrastructure in building customer loyalty, and opportunities to link customers directly or replace intermediaries in the value chain. The integrated framework is then applied in an analysis of e-commerce strategy for Nabisco.
The document discusses the ecosystem for data services in India. It notes that the ecosystem is more complex than for voice services, as it involves content owners, mobile application developers, and content aggregators in addition to service providers, technology providers, and handset manufacturers. The focus in data services is more on subscribers and providing them with enriching content and experiences, unlike voice where the focus is more on infrastructure. Successful portals that list mobile applications can benefit handset manufacturers, service providers, and developers by increasing revenue share and stickiness to their platforms.
Notes Version: Responding In Real Time & Other Winning Strategies For Insuran...Vivastream
This document summarizes a presentation on winning insurance marketing strategies. It introduces the two presenters, Jeff Rodis from Mutual of Omaha and Tim Hendricks from Vertis Communications, who have decades of experience in insurance operations and marketing. The presentation then discusses strategies for improving agent response times to new leads, going green to save costs and the environment, using personalized URLs and QR codes to drive online engagement, building an insurance brand through multichannel awareness campaigns, and connecting with Hispanic consumers through culturally relevant messaging. Case studies are provided for each strategy with results showing increased responses, sales, and cost savings.
Key Market Developments in Q2-2011: Market Vista Report BriefingEverest Group
Everest Group research analysts will highlight the findings of the Q2-2011 Market Vista report. Prof. Mary Lacity, professor of information systems at the University of Missouri-St. Louis, will cover a special feature “What Service Providers Say About Clients…”
Market Vista report provides data and analysis highlighting the key trends and developments in the fast-evolving global offshoring and outsourcing market. Market Vista captures the key developments across outsourcing transaction trends, health of Global In-house Centers (GICs), location risks and opportunities, and service provider developments.
Presentation IT MNCs and the BOP for TNO IT4D group December 2009Anand Sheombar
The document summarizes a presentation on how multinational ICT companies can benefit from entering the Base of the Pyramid (BOP) market in a commercially successful and sustainable way. It discusses 5 case studies of ICT companies partnering with local organizations to provide products and services to the BOP. The presentation analyzes the companies' business models, products/services, and partnerships. It finds that partnerships are often unconventional, and companies must understand local needs and cultures to succeed while benefiting the BOP.
BOP and ICT MNCs: Base of the Pyramid approach reflected on the strategy of m...Anand Sheombar
The Base of the Pyramid (BOP) comprises the majority of the world population. However, the majority seemed to be neglected by multinational companies, until recently. Since the landmark publications of Prahalad & Hart much more attention is attributed to the BOP.
This research examines the attention some multinational ICT companies have given to the BOP so far. A case study research was conducted of 5 projects involving multinational ICT companies, which were studied as separate case studies for this thesis, all in the geographical space of Africa.
Qualitative data was collected using the multiple case study method and the data was analyzed for emerging patterns. The cases were analyzed on three main units of analysis, namely the BOP businesses model & strategy, the products & services and the partnerships needed for engaging with the BOP community.
It was found that regarding BOP businesses model & strategy an assessment of the BOP business model qualities is useful. The study revealed in all cases a hybrid view of market creation and socio-economic development by (ICT) companies engaging with the BOP, dubbed a hybrid form of BOP 1.0 & 2.0 strategies. The research also suggests that for successful BOP ventures alignment is needed between “BOP Business model & strategy”, “Partnership” and the “BOP Product & Service development”. The BOP products and services development confirmed the presence of disruptive innovation and innovation blowback. It was found that problems with partnerships revolve around six core categories namely driving force factors, skill factors, input-output factors, socio-cultural factors, systems factors, and trust factors.
This thesis research was conducted by Anand Sheombar
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
"At the Smart Metering Networking Implementation Summit taking place April 26-28th, 2010 in Washington D.C will provide you with the opportunity to exchange strategies and best practices for implementing a more stable grid. Gain practical knowledge on how to create a strategy to overcome operational, technical and regulatory issues pertaining to full AMI deployment.
Key smart metering priorities that will be discuss at the Summit
•Tackle the complexity of full scale smart metering deployment •Build effective and efficient pricing strategies •Maximize the reliability and scalability of smart meters •“Befriend” your customers by integrating customer-centric pricing, billing solutions, and incorporating training and educational programs •Optimize spend and improve cost structure by building strategic partnerships with suppliers and vendors
"
Poniendo en primer lugar la voz del cliente dentro de su modelo corporativo d...Mundo Contact
The document discusses putting the customer's voice at the center of a company's business agility framework. It emphasizes gathering customer data from across the enterprise to drive intelligent customer interactions. CRM is presented as the central system that can exploit customer insights and coordinate marketing campaigns across channels to increase sales and reduce churn.
This document discusses marketing strategies for furniture companies. It defines the marketing mix as the set of internal variables a company uses to influence demand. The marketing mix for furniture includes 10 factors: product, price, point of sale, publicity, promotion, public relations, pre-sales, post-sales, prompt delivery, and personnel. The document also discusses market segmentation, identifying different groups of consumers with common needs. Key variables for segmentation include geographic, socioeconomic, and consumer behavior factors.
The document discusses how companies can implement next best offer strategies using customer data and signals. It describes how customers' purchasing behaviors have become more complex, influenced by various online sources. It then outlines how SAS software can help companies analyze customer data and behaviors to generate targeted, personalized offers at optimal times through real-time decisioning across all channels. Case studies show how US Bank improved sales and increased customer value using next best offer strategies based on signal and event analysis.
The document discusses how strategy is changing in an era of big data, gamification, and sustainability. Some key points:
- Big data creates opportunities for customization but requires new skills to make sense of large amounts of information.
- Gamification improves customer engagement and insights through applying game design to non-game contexts.
- Sustainability requires a stakeholder approach and assessing social and environmental impacts beyond customers.
- Strategy still involves designing an organization's relationship to its environment, but the environment is more complex with more data, stakeholders, and shorter competitive advantages. Managers need critical thinking skills and adaptability.
This document discusses agile marketing strategies for tech startups. It recommends that startups (1) understand their target customer segments and position themselves accordingly, (2) develop a deep understanding of the entire market ecosystem including customers, partners, and competitors, and (3) continuously engage with customers to understand perceived value and feedback that into their analysis in an iterative process. Case studies are provided on startups that successfully leveraged ecosystem partnerships and a narrow customer focus.
Marketing is the process of identifying, stimulating, and satisfying customer needs and wants. It has evolved from a production focus to a customer focus, positioning products in customers' minds through branding and using customer input. The goal is to build lasting customer relationships through personal selling and technology to retain customers. Basic marketing frameworks include analyzing the marketing environment, communications processes, message effectiveness, customer profiles, buying stages, product adoption rates, competitive positioning, and developing marketing communications strategies.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent investments and acquisitions positioning them as a provider of smarter commerce solutions that integrate buying, marketing, selling, and service capabilities. Key points include IBM expanding its global business services with new smarter commerce consulting and software offerings, $2.5 billion in commerce-related acquisitions and investments since 2010, and a focus on helping companies better manage their value chain and put the customer at the center.
Capturing intelligence while managing relationshipsIntergen
Focuses on how to provide sales representatives with the tools to manage customer relationships and to capture valuable field intelligence via direct observations. Enabling immediate transmitting of field information via mobile devices to headquarters. to enable category managers, trade promotion managers, finance and logistics instant-connect views, so that business managers can intelligently and swiftly reorder field priorities to energize a launch, or avoid a supply chain issue. Presented at the NZ Retail Show during April 2011.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs better. The document proposes a managed analytics framework to help companies capture more value by leveraging their data assets to gain insights into customer behavior and demands. This would allow companies to realign themselves around the consumer and adapt to changing market dynamics.
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs. The document proposes a managed analytics framework to help companies capture more value by leveraging their data assets to gain insights and a deep understanding of customers to better meet their demands.
The document discusses the need for companies to shift from a supply-driven to a consumer-centric, demand-driven model through the use of analytics. It outlines how consumers have more options and information available, while companies have lost touch. New entrants are exploiting this by understanding consumer needs. The document proposes a managed analytics framework to help companies capture value by deriving insights from data to better meet consumer demand and transform their business.
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsRizwan Tayabali
Multi-channel retailing is a deceptively easy concept. Simple in terminology, but complex to
explain and even more so to deliver. This paper provides an overview of what it is about, covering the
drivers, benefits, challenges and organizational changes needed to get there.
Empirical Research: Supply Chain and BYOD – Hand in Hand for the FutureRahul Bansal
This study is aimed at reducing the investments of companies in buying devices for the employees and help employees to use their own devices to improve their efficiency at work and in turn improving the efficiency of the Supply Chain
This document discusses key technology trends impacting the retail industry in 2016, as identified by IBM. It covers four main dynamics of transformation: analytics, cloud computing, mobile and social engagement, and security. Analytics and cognitive computing allow retailers to gain insights from big data to personalize customer experiences. Cloud computing enables speed, agility and flexible infrastructure upgrades. Mobile and social technologies connect retailers with customers in real-time and on-the-go. Security is a growing concern as data volumes increase and attack sophistication rises. The document provides an overview of IBM solutions that address these trends, such as analytics platforms, cloud services, and security offerings to help retailers adapt to ongoing disruption and digital transformation in retail.
In order to craft your value proposition, you need to make certain assumptions about your target market. It is important to validate these assumptions through market research techniques and analysis.
In this lecture, market research experts introduce the principles of market research and analysis, including analytical frameworks such as the PEST analysis and Porter’s Five Forces.
This document describes an enterprise framework for ensuring stakeholder investments are protected and investor interests are maximized. It discusses features like focusing on strategic decisions rather than operations, functional integration across departments, and knowledge management. The framework utilizes a management accounting and control system (MACS) and can be implemented using different business models like product licensing, software as a service, or consulting services. It contains over 500 features focused on different industries and business functions. The goals are flexibility, disruptive technology, and a focus on key areas like people performance, communications, asset management, and processes.
This document discusses the growing role of statisticians in technology and business analytics. It provides a biography of the author, Febriandi Rahmatulloh, who works as a customer experience analytic expert. It then outlines several areas where statisticians can apply their skills, such as in research, government, private business, and international organizations. It discusses the interdisciplinary nature of being a statistician and lists technical statistics methods commonly used in business analytic processes. It also provides examples of business questions statisticians help answer and emphasizes the importance of clearly presenting analytic results. The conclusion states that opportunities for statisticians will remain wide due to technology growth and the need to combine statistics with other disciplines like business and IT.
How information gives you competitive advantageSandeep Gunjan
Information technology is transforming competition by changing industry structures, creating competitive advantages, and spawning new businesses. IT permeates organizations' value chains at every point, automating and linking activities. It enhances product quality by increasing information content. IT lowers costs and enables customization for differentiation advantages. New industries emerge from opportunities created by IT, and new businesses form within existing industries. To compete, managers must assess their industry's information intensity, predict IT's impacts, and develop plans to leverage IT for advantages.
Embedded analytics and digital transformationGuha Athreya
Embedded Analytics
Opportunities at the confluence of AI and BI
Accelerating democratization of data
Business process transformation
Multi-disciplinary framework
Best Practices
Module 5 Strategic Issues of Information Technology.pptxhello1506hello
This document discusses strategic issues related to information technology. It covers topics like aligning IT strategy with corporate strategy, examples of technology strategies from Blockbuster and Napster, the value chain framework, steps for an effective IT strategy, and creating and sustaining competitive advantages through strategic use of IT. The document provides overviews of these topics in different sections and subsections.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
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1. Channel variations...
Four developmental approaches to the study
of channels of distribution in marketing:
Institutional
Functional
Managerial
Strategic
the Internet revolution
Manufacturer Manufacturer Manufacturer
Wholesaler
Jobber
Retailer Retailer
Consumer Consumer Consumer
It is a bit tricky that separation exists
between:
Physical flow of goods, title flow,
payment flow, information flow and
promotion flow.
Marketing objectives Consumer behavior
Other corporate considerations, e.g.
*resources, *image, *existing channels
Financial considerations
Market considerations (geographic)
Product considerations
- replacement rate - gross margin
- adjustment required - search time
Competitor strategies
The Functional approach...
Q: What do channel members do, actually?
A: They add value. Negotiat
ion
h
Researc Warehousing
Promotion
Service
Contact Matching
on
uti
trib
Financin dis
g Risk-taking
1
2. The Functional approach...
The functional approach suggests that the
channel functions must be performed by
somebody, but that different players in the
channel can take on these functions to enhance
their power or profitability…
E.g. Supermarkets do not provide the personal
service that corner stores do. But customers
serve themselves so get the groceries cheaper
- selection and wrapping (maybe delivery)
functions are performed by different players.
So, the Institutional approach to
channels can be represented as a series,
and the Functional as a pipeline...
Functions
Channel management This relates
closely relates to
customer retention
and loyalty
In a sense, information is power, although it
is not just the information, it is using the
information that gives power.
Ultimate power in the channel comes from
having the relevant information (about
product/service technology or customers’
needs), hence strong brands are an important
weapon against down-channel consumer
knowledge.
2
3. The Internet revolution:
an aside…
At the heart of the revolution is a simple
concept about the economics of information:
Richness The traditional
trade-off
(customization,
interactivity)
Evans &
Wurster, HBR Reach
Internet may also
The Internet revolution
spell doom for linear
channels
Networks make the
“Hyperarchy” possible - indeed,
with Internet, intranet,
extranet hyperarchies are
already fact
1) Existing value chains will fragment into
multiple businesses, each of which will
have its own source(s) of competitive
advantage.
E.G. Car dealerships.
2. Some new businesses will benefit from
network economies of scale, which could
give rise to monopolies. E.G. Internet
telephony, auction sites. First mover
doesn’t have to win (Netscape vs.
Microsoft), but in reaching economies of
scale critical mass is vital.
3
4. 3. As value chains fragment and
reconfigure, new opportunities will arise
for purely physical business. Consider
Amazon.com. What is their sustainable
competitive advantage and who will be
the eventual winner in the book
business, do you think?
4. When a company focuses on different
activities, the value proposition underlying
it’s brand identity will change. Consider
retail banking. CA could shift from
ubiquity to performance, or trust. (New
branding opportunities will emerge from
this latter, navigational aspect.)
5.Bargaining power may shift
as a result of radical reduction in the
ability to monopolize information
e.g. retail pricing
6.Customers’ switching costs
may drop, thus companies will have to
find new ways of generating
brand loyalty
7. Incumbents could easily
become victims of their own obsolete
infrastructure and their
own psychology
Switching
costs
Key A/c Relationship Client
Manager strength retention
Perceived Customer
value satisfaction
4
5. The Salesperson
Sales Person Sales Costs
Highly educated Hiring
Well-trained Training
Resources Sales Call
o Automobile o $300 - 500*
o Handphone o Sunk costs
o Personal Computer Replace, $50,000*
* Churchill, 1993;
o Expense Account Kotler, Armstrong, 1999
Our research asks two questions:
What are the characteristics of good a/c managers?
Do these characteristics actually predict sales
success?
The Technology Sales Linker
Technology Transfer
Source Utilization
of Transfer of
Knowledge Mechanism Knowledge
(Supplier) (Receiver)
Seller Buyer
Source: Creighton and Denning (1972)
Method of Information Documentation
The Distribution System
Formal Organisation of the User
Selection Process for Projects
Source of FORMAL FACTORS
Knowledge Utilization of
Knowledge
(Supplier)
(Receiver)
INFORMAL FACTORS
Capacity of the Receiver
Information Linkers in Receiving org
Credibility as viewed by Receiver
Perceived Reward to the Receiver
Willingness to be helped
5
6. The Opinion leader
“A person
who enhances interpersonal
communication in the exchange of ideas,
transmission of marketplace information
and diffusion of new products or
technology”
The Technology Linker
“An individual or group of individuals who
serve as a link between the source of
knowledge and its application.”
(Creighton and Denning, USN, 1972).
Little further research until 1990’s in Asia:
1996, MBA project, NTU
1996, FYP project, NTU
1997, Ch.13, Business Opps. in Vietnam
2001, Marshall & Reday articles in
Journal of Technology Transfer,
Journal of Euromarketing
Application of TL scale to Motorola and Singtel
Low 8
7
6
Linker 5
Score
4
3
2
High 1
1 2 3 4 5 6 7 8 9 1 2 3 4 5 7 8 9
Singapore Telecom Motorola
1 =Marketing, 2 = Sales, 3 = HRM, 4 = Admin
5 = Finance, 6 = Audit 7 = Information Systems
8 = Engineering 9 = Operations
6
7. Research Methods
TSL Scale Items
OL, 5, Established scales
TL
Innovation, 7, (TRI – Parasuraman, 00)
Geocentrism, 4, (I made them up)
Accountability,3, (Barrick & Mount, 98)
TSL
4, (Costa & McCrae, 92)
5, (Costa & McCrae, 92)
5, (Helmreich & Spence 78)
6, (Schwepker, 99)
Sales
Sales Technology Opinion
Proficiency Sales Leadership
Linker
Technology
Linker
Accountability Geocentricism Innovativeness
Respondent Companies
12 multiple-product industries
Services (banking & IT solutions)
Products (electronics and semiconductors)
Business to Business (custom supply chain
management, shipping)
Retail (coms, TV, projection, LCD)
3 independent judges scored
mean of 2.43
Scale 1-7. 1 is high 7 is low technology
7
8. Sales
Sales Technology Opinion
Proficiency Sales Leadership
Linker
Moderated Model
Technology
Linker
Accountability Geocentricism Innovativeness
Sales
Sales Opinion
Proficiency Leadership
Non-moderated
Model Technology
Linker
Accountability Geocentricism Innovativeness
The characteristics of a
good sales person?
TSLs TLs
o Persuasive OLs
Innovative
o Competitive Communicator
Geocentric
o Tactful Info Source
Accountable
o Confident
The empirical evidence
about relationships
They are usually managed by teams
Team leaders (KAMs) are usually drawn
from, or quickly become, senior or middle
management
They are usually sales people, but their
role spans typical functional boundaries
(hence, they are often referred to as
“marketing-oriented boundary spanners”)
8
9. The
KAM
model
Technical Technical
K
Sales A Buying
centre
M
Finance Finance
Seller Buyer
1) Relational
performance:
“Relational performance contributions describe
activities that are performed by actors in
order to influence other people’s attitudes,
behavior and decisions so that a relationship
with a targeted customer will be developed
and maintained.”
Exchange of information
Searching for appropriate actors
Bringing actors together
Coordinating activities
Getting negotiation results
2) Relational
power sources
“How actors come to control resources that are
needed for effective relationship management.”
Social skills - especially communication,
conflict management skills, flexibility, &
empathy
Network knowledge
The power source relationships portfolio is
an extensive set of good personal
relationships with those in charge of the
relevant resources.
9
10. Key findings...
(March last year, Germany, heavy engineering,
chemicals, electronics)
Market share and sales increase when there
is a Relationship Promoter (i.e. KAM) in the
supplier or in the buying company (i.e.
loyalty increases & retention rates improve)
Market share is enhanced further if both
companies have a Relationship Promoter...
Current research at the AUT – still in
progress: Preliminary findings only.
Customer loyalty and retention rate
increases in direct proportion to the
strength of the relationship
Key
activities...
So:
Select the client(s) to become key
account(s)
Select and train an appropriate KAM
Establish who is in the buying center and
what their evaluative criteria are
Establish their satisfaction levels and
monitor them
10