Historically, Mercedes-Benz was sold in the UK through a franchised network of some 138 dealerships.
Each of these was autonomous, with the exception of three dealerships owned by the distributor Daimler Chrysler UK (DCUK).
DaimlerChrysler had relatively little control over relationships between dealers and customers. Dealers managed their own relationships including customer research, data base management, acquisition and retention processes.
This presentation describes the challenges faced by the company initially and how did they overcome those challenges.
Segmentation, Targeting, positioning, differentiation, bases of segmentation, advantages of segmentation, types of targeting, Steps in Segmentation, Targeting, and Positioning
Integrated marketing communication is a strategic business process used to plan, develop, execute and evaluate coordinated, measurable, persuasive brand communications programs over time with consumers, customers, prospects, employees, associates and other targeted relevant external and internal audiences.
The Goal is to generate both short-term financial returns and build long-term brand and shareholder value.
NB:
It's not mine, but it could help anyone else
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
Segmentation, Targeting, positioning, differentiation, bases of segmentation, advantages of segmentation, types of targeting, Steps in Segmentation, Targeting, and Positioning
Integrated marketing communication is a strategic business process used to plan, develop, execute and evaluate coordinated, measurable, persuasive brand communications programs over time with consumers, customers, prospects, employees, associates and other targeted relevant external and internal audiences.
The Goal is to generate both short-term financial returns and build long-term brand and shareholder value.
NB:
It's not mine, but it could help anyone else
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
INTEGRATED MARKETING COMMUNICATION: AN INTRODUCTION by Amitabh MishraAmitabh Mishra
“IMC is an attempt to coordinate various marketing and promotional activities to make marketing communication to target customers more efficient and effective.”
“IMC insures that all forms of communication and messages are carefully linked together”
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
INTEGRATED MARKETING COMMUNICATION: AN INTRODUCTION by Amitabh MishraAmitabh Mishra
“IMC is an attempt to coordinate various marketing and promotional activities to make marketing communication to target customers more efficient and effective.”
“IMC insures that all forms of communication and messages are carefully linked together”
This is a presentation based on customer relationship management, which is now-a-days a very important issue for every company as well for the customers. For capturing more and more customers satisfyingly, every firm need to get into this CRM.
CRM evolution, multi-channel integration and customer response managementrahuls30
From knowing and connecting with the customer to reaching them via multiple channels, we've come a long way. There are views, opinions, feedback and all kinds of data streaming simultaneously from a large number of channels. And with new channels opening up, we are forced to ask "What next?" Presenting an exclusive whitepaper that features the growing challenges of dealing with a multi-channel response interface, streamlining data from various sources and efficiently engaging with your customers…
Customer Relationship Management or CRM is a model for managing a company’s interactions with current and future customers. It involves using technology to organize, automate, and synchronize sales, marketing, customer service and technical support.
It is a new business philosophy based on trust and value
It provides selling organisations with the platform to obtain a competitive advantage by embracing customer needs and building value-driven long-term relationships.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. CRM - Introduction
Customer relationship management (CRM) is a model for
managing a company’s interactions with current and future
customers. It involves using technology to organize, automate,
and synchronize sales, marketing, customer service and
technical support.
3. CRM – Introduction (contd.)
Builds a database that describes the customers and the
relationship they hold with the company
Provides enough detail so that the company can offer the client
the product/service that matches their need the best.
May contain information about their past purchases, who is
involved with the account and a summary of all conversations.
4. Mercedes – The Company
Mercedes-Benz is one of the world’s most successful
premium brands. Its technical perfection, innovative
design features and numerous car legends have made the
Mercedes star one the world’s best known trademarks
today
Other premium brands such as BMW, Lexus and Jaguar
were competing fiercely in the luxury car market where
Mercedes was traditionally very strong.
5. Mercedes – The Company
Historically, Mercedes-Benz was sold in the UK through a
franchised network of some 138 dealerships.
Each of these was autonomous, with the exception of three
dealerships owned by the distributor Daimler Chrysler UK
(DCUK).
DaimlerChrysler had relatively little control over relationships
between dealers and customers. Dealers managed their own
relationships including customer research, data base
management, acquisition and retention processes.
6. Mercedes – The Challenge
Autonomous Dealers: Mercedes-Benz was sold in the UK through
a franchised network of some 138 dealerships. Each of these was
autonomous, with the exception of three dealerships owned by the
distributor DaimlerChrysler UK (DCUK). DaimlerChrysler had
relatively little control over relationships between dealers and
customers. All dealers managed their own relationships including
customer research, data base management, acquisition and retention
processes.
Low Quality of Service: Although the technical quality of the
product was highly regarded, customers complained that the service
that they received was not of the same high standard. This translated
into declining customer satisfaction and increased defection.
7. Mercedes – The Challenge
Communication-Delivery Inconsistency: Customers reported that
there was an inconsistency between the communication that they
received and the service that was delivered.
Inadequate Enquiry System: Enquiries from the customer went
directly to the dealerships and were handled through their internal
processes. These were sometimes inadequate.
Uncoordinated communication received from dealerships:
Mercedes-Benz customers received communication from different
dealerships that was not always coordinated. Such communication
may not match customer needs at a particular point in time in their
purchase cycle and may result in conflicting or duplicated messages.
8. Mercedes – The Challenge
Isolated Database: Each dealership operated its own database. The
information in this database could be out of date, inaccurate and
missing important information.
Salesperson’s Attitude: Salespeople did not always appreciate that
it was essential to record correct and complete customer information
if effective contact was going to be sustained.
9. Mercedes – The Challenge
Keeping the track of the Customer maximizes Lifetime Value:
“When consumers change addresses or change names due to marriage
or divorce, etc., their auto company is probably the last place they’ll
think to inform of the change. it’s very hard to keep track of customers
through these life changes. And that’s a big problem for an auto
company, especially a luxury auto company like Mercedes-Benz. If
we’re going to maximize the lifetime value of that relationship, it’s
crucial to be able to keep track of our customers through these life
changes. If we can’t find them, we can’t tell them about our new
models and lines. And then, when it comes time for them to replace
that old Mercedes, we might not be able keep them within the
Mercedes family”, says Mark Juron, Mercedes’ general manager.
10. Mercedes – The Challenge
Inconsistent Customer Record:
“And Mercedes-Benz buyers are even harder to track than the average
person. Because of their high incomes, lifestyles and career paths, they
tend to be promoted and transferred more often and have the means to
buy new houses frequently. They’re frequently on the move. Many
times, Mercedes would end up with two or three different versions othe
same person on their mailing file”, Juron says.
This lead to the requirement of an “de-dupe” file system.
11. Mercedes – The Solution
Adopting New Distribution Model : In 2000, DCUK decided to
adopt a new distribution model for Mercedes-Benz passenger cars.
They re-organized the market into thirty five new, larger
geographical areas and invited a number of existing dealerships to
enter into new retailer agreements. This entailed these dealerships
taking over responsibility for the retail sales and service of
Mercedes in specific geographic territories or ‘market areas’ (MAs).
Project Management Team was Established : Within DCUK, a
project management team was established, drawn from managers in
marketing and operations. The project management team set about
identifying the key CRM processes and determining how each
process would be implemented throughout the new retail structure.
12. Mercedes – The Solution
Every aspect of the customer relationship needed to be carefully
examined, to ensure value was created at every opportunity: for the
customer, the 392 Handbook of CRM: Achieving Excellence in
Customer Management MAs and DCUK.
Benchmark Mercedes-Benz : The first step was to benchmark
Mercedes-Benz against other leading marques as well as best in
class organizations. This research suggested that there were several
areas where greater value could be delivered to the customer during
both the sales process as well as during the ownership experience.
New Retail Agreements started working : Under the new retail
agreements entered into by the MAs, DCUK gained closer control
of the valuable Mercedes-Benz brand.
13. Mercedes – The Solution
Anew approach to the marketing structure within each MA was set
out, which involved a centralized CRM and marketing team – one for
each MA. Each team was given the responsibility of database
management, customer support and regional marketing.
DCUK, working closely with one MA on a pilot programme, mapped
out each of the critical customer processes.
* These included prospect management (enquiry through to sale);
* customer contact (communications throughout the period of customer
ownership);
* complaint management (acknowledging that complaints are an
opportunity for improvement and also for forging deeper understanding
with customers).
14. Mercedes – The Solution
Better Relationship between customer and salesperson : Instead
of a salesman owning a customer, each relationship was carefully
managed centrally through the new CRM marketing team set up
within each MA.
Each communication channel
was carefully integrated so
that the customer
received relevant messages by
an appropriate channel at
various critical points during
the ownership cycle.
16. Mercedes – The Result
To win the hearts and minds of leaders and employees, it was
critical that there would be some quick wins from CRM. These
results could be broadcast through the dealer network to
encourage others. One MA was chosen to test out processes and
to confirm the benefits. Quickly the financial benefits to the MA
were established as well as steady improvements in key measures
of customer satisfaction and customer loyalty.
Cross selling and up selling opportunities were used to advantage
and the MA reported that relationships with customers were
extended and deepened.
17. Mercedes – The Result
The MA could justify the significant expenditure on CRM
systems and processes by the impressive financial returns as well
as improvements in critical customer measures.
Communicating these results to other MAs reinforced the
business case for adopting CRM. Every opportunity was used by
DCUK to share the experiences of dealers in implementing CRM.
Winning the CRM margin has become highly important for
dealers and is ensuring that the CRM initiative stays at the
forefront of people’s minds. Staff are aware how their individual
efforts contribute towards the success of CRM.
18. Mercedes – The Result
The initial results of the CRM implementation have
been very encouraging. There is a great enthusiasm
within both the MAs and DCUK for improving the
customer experience and establishing closer
relationships with customers.
“It is our belief that the Mercedes-Benz experience has
to predominate everything we do—everything that
touches the customer,” says Juron.
19. Mercedes – The Result - LIVE
“ Mercedes Benz Canadian Autoshow Tour Uses RFID
CRM & Social Program”
(RFID World Canada) Bash Interactive, announced their launch of
a RFID-tap-to-like Facebook & joint E-Brochure CRM program for
the Mercedes Benz Canadian Autoshow Tour. The Mercedes Benz
RFID, E-Brochure and Tap to Like program officially launched in
Montreal, Quebec on January 2012, and will be also used in the
Toronto Autoshow starting February 17th, and the Vancouver
Autoshow starting April 3rd.
20. Mercedes – The Result - LIVE
The leading-edge RFID CRM
& Social Program enables
attendees of the Mercedes
Benz Canadian Autoshow to
interact with the exhibit by
“Tapping to Like’ Vehicles,
Tapping to Take & Upload
Pictures, and receiving a
Customized Electronic
Brochure with the models of
vehicles they selected.