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Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets
Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets
von Constantinos C. Markides
  Gebundene Ausgabe
Preis: EUR 22,21

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5.0 von 5 Sternen Challenge: Being First Mover or Fast Second as a big firm?, 20. Mai 2005
This book is about why big, established companies should aim to be "Fast Second" rather than pioneers of radically new markets.
The authors challenge the new hypothesis that big firms need to be "ambidextrous" (i.e. able to use either hand with equal skill). An ambidextrous organization has successfully put in place multiple, contradictory structures, processes, and cultures within the same organizational infrastructure. By developing strong shared values and by putting in charge managers capable of managing variety and ambiguity, ambidextrous organizations can successfully balance the conflicting demands that the simultaneous pursuit of being First Mover (or colonizer) and being Fast Second (or consolidator) would place on them.
The skills, competencies, mindsets, and attitudes needed to succeed as a First Mover versus a Fast Second are like chalk and cheese. From First Mover to Fast Second, these are the 16 differences according to the authors:
1. From engineering or technology skills TO marketing, customer segmentation, and retailing skills
2. From emphasis on novelty, quality, and focus on lead users TO understanding of average user needs, good at spotting consensus
3. From young, restless, fascinated with science, technology, and the leading edge TO more interested in making money than in developing the latest technological wonder
4. From roots in science TO commercial roots
5. From focus on technological achievements and creating the best-performing product TO focus on price and quality and willing to settle for a product that is "good enough"
6. From manage information network in science community TO manage network of feeder entrepreneurial firms
7. From entrepreneurs who prefer autonomy and freedom and do not want to work in a big company TO organization people, happy within the structures and constraints of a large organization
8. From fast, agile, risk-taking experiments TO people who defend the existing business and don't take unnecessary risks
9. From entrepreneurial culture TO functional organization, formal management control systems
10. From first, fast mover TO judicious mover
11. From small is beautiful TO need resources to build the brand and distribution
12. From good at management of product design TO mastery of process engineering, procurement expertise, and mass-market management
13. From a culture of innovation and experimentation TO a culture of discipline and cost-control
14. From flexible TO disciplined
15. From short-term oriented TO long-term oriented
16. From fluid structures that allow easy flow of ideas and learning from mistakes TO managed hierarchy, focusing on mass marketing, customer segmentation, and manufacturing excellence
Not only are the necessary skills for each activity different, they also CONFLICT with each other. This means that firms that are good at being First Mover are unlikely to be good at being Fast Second. Looking at the list above, it's obvious that big firms have the skills and mindsets to be good Fast Second market players. Trying to teach them the skills of a First Mover will not usually work because their existing skills conflict with many of the skills they need to develop. Big firms should focus on what they are good at - the consolidation of radical markets into mass markets (Fast Second). They can achieve this by adopting an acquisition or network strategy with young start-up firms.
I got the book from Amazon the other day and finished it last night. It usually takes longer to read a strategy book, but this one is slim with only 170 pages. Being a business development manager, the topic of strategic innovation is very familiar and the arguments are surprisingly clear ... and very thought provoking, indeed. I'll highly recommend this book. It's a bold challenge to the conventional wisdom of the need to build radical innovation competence for big firms. It makes you rethink what you aim for ...
If you're interested in strategic innovation, do also consider Kim & Mauborgne's "Blue Ocean Strategy", Slywotzky's "How to Grow When Markets Don't", and Markides' "All the Right Moves".
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Direktmarketing
Direktmarketing
von Heinrich Holland
  Gebundene Ausgabe

7 von 10 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Ein Standardwerk für Direktmarketing Fachleute, 1. Mai 2005
Rezension bezieht sich auf: Direktmarketing (Gebundene Ausgabe)
Das Direkt Marketing ist besonders weit entwickelt in Deutschland [und in den USA]. Deswegen ist es oft eine große Inspiration deutsche Bücher über dieses Thema zu lesen. Das gilt auch für diese Publikation.
Haller hat nach 10 Jahren sein Standardwerk „Direktmarketing" völlig neu geschrieben. Meiner Meinung nach ist es sehr gelungen.
Viele klassische Marketing-Lehrbücher (4P Marketing-Mix) erwähnen das Direktmarketing nur kurz im Rahmen der Kommunikationspolitik. Aber Direktmarketing ist nicht nur Kommunikation, sondern eine ganz andere Denkweise.
Hier sind die wichtigsten Unterschiede: Vom Klassischen Marketing zum Direktmarketing:
ZIEL: Von Bekanntheit und Image zu Reaktion
ZIELGRUPPE: Von einseitiger Transaktion (Kunde kauft Leistung) zur langfristigen Kundenbeziehung (Kundenbindung)
MEDIEN: Vom Massenmarkt zu individuell bekannter Zielperson / Einzelperson.
KOMMUNIKATIONSFLUSS: Von Personengruppe zu Direktwerbemedien
KOMMUNIKATIONSWIRKUNG: Von Massenmedien ohne Responsemöglichkeit zu den Klassischen Medien als Direktwerbemedien genutzt mit Responsemöglichkeit.
PARADIGMA: Von einseitig zu zweiseitig / Dialog
PHILOSOPHIE: Von den hohen Streuverluste zu den geringen Streuverluste
KUNDENVESTÄNDNIS: Von Aufbau von Markenimages und Markenpräferenzen zu Individueller Kundenbetreuung.
In den letzten zehn Jahren seit der ersten Auflage hat sich das Direktmarketing grundlegend geändert. Die rasante Ausbreitung des Internet hatte die Fortschritte des Online-Direktmarketing zur Folge, und aus dem Kundenbindungsmanagement wurde in den letzten Jahren ein weit entwickeltes Customer Relationship Management. Aus den Grundlagen des Database-Marketing wurde das Data Warehouse mit neuen Analyseverfahren wie OLAP (OnLine Analytical Processing versus OLTP wie ERP Systeme) und Data Mining (Graben in Data nach Informationen bzw. Wissen).
Hier sind die drei großen Trends im Direktmarketing:
1) Vom Database-Marketing zum Data Warehouse und Data Mining.
2) Vom Kundenbindungsmanagement zum CRM-systeme und eCRM
3) Vom Offline Mailing zum Online-Direktmarketing
„In ten years all marketing will be direct marketing"... So wird's wahrscheinlich nicht gehen, aber Direktmarketing wird ständig Marktanteile gewinnen im Rahmen des Integrierten Marketings.
Es ist für mich ein Handbuch, das alle wichtige Themen des Direktmarketings aufdatiert. Deswegen darf man auch nicht auf 400 Seiten alles erwarten. Andere Autoren haben ganze Bücher gewidmet um Teilbereiche von Direktmarketing zu erläutern. Hier muss man eben selber weiterlesen.
Das Buch ist einfach zu lesen, weil es gut und übersichtlich gestaltet ist und außerdem angenehm illustriert mit Farbfotos.
Was ich besonders an das Buch mag ist, dass es für Praktiker geschrieben ist. Es ist sehr empfehlenswert...
Peter Leerskov,
Diplomkaufmann internationales Marketing und Management sowie Diplomkaufmann Schwerpunkt E-business


The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market
The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market
von Michael Treacy
  Taschenbuch
Preis: EUR 10,84

2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A must-read for Customer Perspective in Balanced Scorecard, 11. April 2005
This book's concepts for strategic marketing management are so widely accepted that the popular Balanced Scorecard concept of Kaplan and Norton in 2001 decided to adopt the ideas for the "customer perspective".
The authors manage to take Michael Porter's two generic competitive strategies - Differentiation and Cost Leader - and elaborate on these to an extent never presented so elegantly before. In the process, they discover a third generic strategy - Customer Intimacy.
Thus, Treacy and Wiersema distinguish between focusing on the following value dimensions:
- Operational excellence (cost leadership / focus on supply chain management)
- Product leadership (innovation / focus on product lifecycle management)
- Customer Intimacy (service leadership /focus on customer relationship management)
These are the FOUR RULES that govern market leaders' actions:
Rule 1: Provide the best offering in the marketplace by excelling in a specific dimension of value
Rule 2: Maintain threshold standards on the other dimensions of value
Rule 3: Dominate your market by improving value year after year
Rule 4: Build a well-tuned operating model dedicated to delivering unmatched value
Expanding on the fourth rule - operating models - may the best long-term contribution of this book. The authors explain in detail and via case stories how the operating models differ for each of the three value propositions. In practice, I've learned that by explaining the operating models, many people can easier find themselves depicted than in the overall generic dimensions of cost, service or product leadership.
OPERATIONAL EXCELLENCE or Cost Leadership - Best total cost - operating model:
Key success factor: Formula!
Golden rule: Variety kills efficiency
Culture: Disciplined teamwork; Process focused; Conformance, "one size fits all" mindset
Organization: Centralized functions; high skills at the core of the organization
Core processes: Product delivery and basic service cycle; built on standard, no frills fixed assets
Management Systems: Command and control; Compensation fixed to cost and quality; transaction profitability tracking
Information Technology: Integrated, low-cost transaction systems; Mobile and remote technologies
PRODUCT LEADERSHIP - Best product - operating model:
Key success factor: Talent!
Golden rule: Cannibalize your success with breakthroughs
Culture: Concept, future driven; Experimentation, "out of the box" mindset; Attack, go for it, win
Organization: Ad-hoc, organic, and cellular; High skills abound in loose-knit structures
Core processes: Invention, Commercialisation; Market exploitation; Disjoint work procedures
Management Systems: Decisive, risk oriented; Reward individuals' innovation capacity; Product lifecycle profitability
Information Technology: Person-to-person communications systems; Technologies enabling cooperation and knowledge management
CUSTOMER INTIMACY - Best total solution - operating model:
Key success factor: Solution!
Golden rule: Solve the client's broader problem
Culture: Client and filed driven; Variation: "Have it your way" mindset
Organization: Entrepreneurial client teams; High skills in the field
Core processes: Client acquisition and development; Solution development; Flexible and responsive work procedures
Management Systems: Revenue and share-of-wallet driven; Rewards based in part on client feedback; Lifetime value of client
Information Technology: Customer databases linking internal and external information; Knowledge bases built around expertise
If you're interested in Customer Intimacy, you may want to add Wiersema's additional book on only this strategy to your shopping basket. I highly recommend both paperback books ... great value for money ;-)
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Leading Change
Leading Change
von John P. Kotter
  Gebundene Ausgabe

2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen The leading change process model, 11. April 2005
Rezension bezieht sich auf: Leading Change (Gebundene Ausgabe)
Organisations need change. We all know that. But how can an organisation adopt great ideas, tools, and methods, absorbing them in a way to stimulate change and get superior results?
Harvard-professor John P. Kotter has been observing this process for almost 30 years. What intrigues him is why some leaders are able to take these tools and methods and get their organizations to change dramatically - while most do not.
How many times have we not seen somebody get very excited about some new tool (CRM, e-business, etc.)? Yet two years later there is no performance improvement at all. Often because most of the organisation has rejected the change needed to make it happen.
When people need to make big changes significantly and effectively, Kotter finds that there are generally eight basic things that must happen:
1. INSTILL A SENSE OF URGENCY. Identifying existing or potential crises or opportunities. Confronting reality, in the words of Execution-authors, Charan and Bossidy.
2. PICK A GOOD TEAM. Assembling a strong guiding coalition with enough power to lead the change effort. And make them work as a team, not a committee!
3. CREATE A VISION AND SUPPORTING STRATEGIES. We need a clear sense of purpose and direction. In less successful situations you generally find plans and budgets, but no vision and strategy; or the strategies are so superficial that they have no credibility.
4. COMMUNICATE. As many people as possible need to hear the mandate for change loud and clear, with messages sent out consistently and often. Forget the boring memos that nobody reads! Try using videos, speeches, kick-off meetings, workshops in small units, etc. Also important is the teaching of new behaviours by the example of the guiding coalition
5. REMOVE OBSTACLES. Get rid of anything blocking change, like bosses stuck in the old ways or lack of information systems. Encourage risk-taking and non-traditional ideas, activities, and actions. Empowerment is moving obstacles out of peoples' way so they can make something happen, once they've got the vision clear in their heads.
6. CHANGE FAST. Little quick wins are essential for creating momentum and providing sufficient credibility to pat the hard-working people on the back and to diffuse the cynics. Remember to recognize and reward employees involved in the improvements.
7. KEEP ON CHANGING. After change organizations get rolling and have some wins, they don't stop there. They go back and make wave after wave of other actions necessary for long-term, significant change. Successful change leaders don't drop the sense of urgency. On top of that, they are very systematic about figuring out all of the pieces they need to have in place before they declare victory.
8. MAKE CHANGE STICK. The last big step is nailing big change to the floor and making sure it sticks. And the way things stick is through culture. If you can create a totally new culture around some new way of managing, it will stay. It won't live on if it is dependent on one boss or a couple of enthusiastic people who will eventually move on.
We can divide these eight steps in three main processes. The first four steps focus on de-freezing the organization. The next three steps make change happen. The last step re-freezes the organization on the next rung on the ladder.
I've personally used Kotter's change process in several e-business projects. It has helped me a lot. I highly recommend that you buy this easy-to-read and affordable book. Alternatively, read his Harvard Business Review article from Mar/Apr 1995 on the same subject.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
von Robert S. Kaplan
  Gebundene Ausgabe
Preis: EUR 30,95

2 von 2 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Templates for translating strategy into action, 11. April 2005
Whether you like Kaplan & Norton's concept of the balanced scorecard or not, we probably can agree that they have had huge adoption of their ideas in many of the biggest firms in the world.
Kaplan & Norton's focus on creating easy-to-understand frameworks for implementing strategy is admirable. They have published their ideas in articles and books over they last 10 years. This book - Strategy Maps - is the third book in their campaign for making strategy happen.
The first book from 1996 introduced the BALANCED SCORECARD (BSC). A tool that translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The performance measures were arranged into four PERSPECTIVES. Viewed horizontally, like in a grid, each perspective represents the set of objectives desired by a particular stakeholder (Financial, Customer, Internal Process/Organization, Learning & Growth/Employees). The perspectives, when taken together, permit a complete view of the strategy and "tell the story of a strategy" in a clearly understandable framework.
In 2001, the second book introduced the STRATEGY-FOCUSED ORGANIZATION that places strategy at the centre of its management processes - not only for measurement purposes. Strategy is now central to the firm's agenda. There are five principles to a Strategy-Focused Organization: Mobilize Change through Executive Leadership; Translate the Strategy to Operational Terms [that is, balanced scorecard and strategy map]; Align the Organization to the Strategy; Make Strategy Everyone's Job; Make Strategy a Continual Process.
Finally in 2004, this book expands the concept of the STRATEGY MAP, which is a visual representation of an organization's strategy and the processes and systems necessary to implement that strategy. A strategy map is basically a one-page graphical summary, showing employees how their jobs are linked to the organization's overall objectives.
This book adds some new contributions to the concept of strategy maps:
TEMPLATES. The main benefit of this book may be the (very) many templates that should stimulate most readers to build their own customised strategy map. Being a relatively experienced balanced scorecard practitioner myself, I certainly enjoyed the inspiration from the templates. Most benefit is derived from the templates that describe the basic components of how value gets created in the internal process perspective as well as the learning and growth perspective. I can highly recommend the strategy map templates reflecting the firm's generic competitive strategy - lowest-cost vs. product leader vs. customer intimacy.
STRATEGIC THEMES, which are based on a few selected key value-creating processes. The authors introduce a taxonomy that classifies internal value-creating processes into four clusters that each may have literally hundreds of sub-processes that create value in some way:
- operations management (i.e. producing and delivering. Also known as supply chain management)
- customer management (or CRM)
- innovation of products and processes (such as Product-Lifecycle Management etc.)
- regulatory and social: conforming to regulations and societal expectations
INTANGIBLE ASSETS FRAMEWORK, which attempts to describe, measure, and align the three intangible assets in the learning and growth perspective to the strategic processes and objectives in the internal perspectives. The three types of intangible assets are:
- Human capital: employees' skills, talent, and knowledge.
- Organization capital: culture, leadership, employee alignment, teamwork, and knowledge management
- Information capital: Databases, information systems, network, and technology infrastructure
I have worked in practice with the balanced scorecard since 1998. This book is a natural follow-up to the authors' previous work. I fully acknowledge the critical issues mentioned by some of the reviewers. So if you don't want to work with balanced scorecard, let this book go.
But if you are already working within this strategy framework in your organization, you really shouldn't miss this book. It expands on many of the interesting ideas that you probably already know. It also brings you up to date with their current thinking. That's why I rate it four stars.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Managing with Dual Strategies: Mastering the Present - Preempting the Future
Managing with Dual Strategies: Mastering the Present - Preempting the Future
von Derek F. Abell
  Gebundene Ausgabe

5.0 von 5 Sternen Dual planning: Strategy-for-Today and Strategy-for-Tomorrow, 11. April 2005
Derek Abell is an internationally recognized professor at the Swiss IMD business school. He has shown THOUGHT LEADERSHIP on strategy in books like Defining the Business (1980) and Strategic Market Planning (1979).
This book summarizes Abell's complete experience on strategic planning. And I promise you; he has a lot to offer!
This fall of 2004, a leading Danish business school still used this book as curricula for their MBA-level course on business development. I have many newer strategy books on my bookshelf, but I agree fully with their choice.
Abell's core idea is that TO SUSTAIN EXCELLENCE, COMPANIES NEED DUAL STRATEGIES - ONE FOR THE PRESENT AND ONE FOR THE FUTURE.
The distinction between a PRESENT ("today for today") and FUTURE ("today for tomorrow") orientation is not the usual short-term, long-term distinction - in which the short-term plan is simply a detailed operations and budgeting exercise made in the context of a hoped-for long-term market position. Present planning also requires strategy - a vision of how the firm has to operate now (given its competencies and target markets) and what the role of each key function will be. The long-term plan, by contrast, is built on a vision of the future - even more important, on a strategy for getting there.
Planning for today requires a clear, precise definition of the business - a delineation of target customer segments, customer functions, and the business approach to be taken; planning for tomorrow is concerned with how the business should be redefined for the future.
Planning for today focuses on shaping up the business to meet the needs of today's customers with excellence. It involves identifying factors that are critical to success and smothering them with attention; planning for tomorrow can entail reshaping the business to compete more effectively in the future.
Planning for today seeks to achieve compliance in the firm's functional activities with whatever definition of the business has been chosen; planning for tomorrow often involves bold moves away from existing ways of conducting the business.
Planning for today requires an organization that mirrors current business opportunities; planning for tomorrow may require reorganization for future challenges.
IN SHORT, PLANNING FOR TODAY IS ABOUT MANAGING CURRENT ACTIVITIES WITH EXCELLENCE; PLANNING FOR TOMORROW IS ABOUT MANAGING CHANGE.
I've read this book three times since it was published (okay, I may be somewhat slow). And each time, I add to my knowledge on working with strategy. Having worked very much with strategic management in practice over the last 15 years, I find it amazing that I cannot make more people read this book. But I won't give up. If you don't have time to read the full book, then consider reading Abell's article on the same subject in Sloan Management Review, spring 1999. However, the article doesn't include much on Abell's heavy toolbox presented in the book.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


All the Right Moves: A Guide to Crafting Break- Through Strategy
All the Right Moves: A Guide to Crafting Break- Through Strategy
von Constantinos C. Markides
  Gebundene Ausgabe
Preis: EUR 28,39

1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen The inventor of WHO-WHAT-HOW strategic positioning, 11. April 2005
Markides is a professor at the London Business School. The basic idea in this excellent strategy book is as follows:
STRATEGIC POSITIONING is simply the sum of a company's answers to three questions:
> WHO should I target as customers?
> WHAT products or services should I offer them?
> HOW can I best deliver these products and services to these customers?
Strategy is all about making tough choices in these three dimensions (who, what, and how). Remember that deciding what NOT to do is just as important as deciding what to do...
The next issue is then to construct the appropriate organizational environment that will support the choices made. Also in this area, Markides contributes with a refreshingly clear and practical approach.
Markides argues that even the best of strategies will only have a limited life. Thus, companies must continually evaluate their performance and position in order to be able to quickly create and colonize new strategic positions. Strategy is a dynamic concept - not static. A very practical approach to innovate strategic thinking is to keep starting the process at different points: who/what/how, who/how/what, what/who/how, what/how/who, how/what/who, how/what/who, and finally how/who/what.
Thus, The marketing philosophy always starts externally at the customer (who?) and works backwards towards solutions (what?), and finally adapts the firm's delivery system (how?). But a strong trend during the last decade has been on the internal perspective on core competences, such as procurement or production. This method means that we start with own unique capabilities in the delivery system (how?), which then is translated into solutions (what?) and finally customers (who?). Radical innovation often is created this way, e.g. the "walkman". In practice of business development, we usually have to work in both directions.
This book is not a dry academic's dusty words. Markides uses a wealth of case stories on strategic positions. Being a Dane, I find it very nice indeed that the companies cited often are of European origin.
Nirmalya Kumar's brilliant book "Marketing as Strategy" (2004) expands on Markides' ideas in this book. They both are indebted to professor Derek Abell for the original concept presented in the landmark strategy book: "Defining the business" (1980).
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Making It Personal: How to Profit from Personalization Without Invading Privacy
Making It Personal: How to Profit from Personalization Without Invading Privacy
von Bruce Kasanoff
  Gebundene Ausgabe

5.0 von 5 Sternen How to balance Personalization, Privacy & Profit, 11. April 2005
There are very few books on the personalization issue so far. This is one of them. And it's very good.
The central DILEMMA of Kasanoff's book is this:
No one can enjoy the benefits of personalization if he is not willing to share the personal information necessary to make those benefits possible. And yet, by sharing that information, the person is risking his privacy in the bargain.
And the issue is much more complicated than most publications suggest: "Just as different customers have different needs from your business, different people have different levels of sensitivity with respect to protecting their own privacy".
Kasanoff refers to a story that we have all already heard, but this time it has a different ending: "We would all like to get back to the old-fashioned service where you return to your local merchant and he remembers that you buy large white eggs and that you like a special kind of fabric. But we wouldn't think so wistfully about this type of relationship if the merchant had run off and shared intimate details of your life with the blacksmith, the saloon owner, and the dressmaker".
Here are the four primary INDIVIDUAL BENEFITS OF PERSONALIZATION:
1. SAVE TIME: Eliminate repetitive tasks; remember transactional details; and recognize habits.
2. SAVE MONEY: Prevent redundant work; eliminate service components unnecessary to the person; identify lower cost solutions that meet all other specifications.
3. BETTER INFORMATION: Provide training; filter out information not relevant to a person; provide more specific information that is increasingly relevant to a person's interests; increase the reliability of information; replace "average" information with information specific to that person's environment.
4. ADDRESS ONGOING NEEDS, CHALLENGES, OR OPPORTUNITIES: Provide one-stop services; allow flexibility in work hours, job responsibilities, and benefits; accommodate unique personal preferences; recognize and reward achievement with special treatment.
Here are 11 WAYS TO MAKE IT PERSONAL, i.e. this is how a firm can deliver the benefits of personalization:
1. COMBINE: Merge information a person already has with that of others, to provide additional insights.
2. COMPARE: Show how prices, quality, or specifications of one option match up to others.
3. CONNECT: In most large firms, data exist in "silos" or departments. Firms can connect this data, providing a more accurate picture of the firm's interactions with that person. The flip side of this is that connecting previous disparate data removes a level of privacy.
4. EXPLAIN: Clarify how, when, or why to use a product or service, or to perform a task, precisely when a person needs such help.
5. FIND: Locate a person, product, or service based on supplied specifications.
6. MONITOR: Track the status of events, news, or actions of others.
7. RECOMMEND: Suggest a course of action based on historical data, the current environment, or predictive models.
8. REMEMBER: Most people are still more frustrated about what firms forget about them than what they remember. Mantra: "Never make a customer tell us the same thing twice".
9. REVEAL: Highlight a pattern or conclusion that was not previously evident.
10. SORT: Change the order or grouping of information, making it easier for people to see patterns.
11. TRIGGER: Prompt an action when certain criteria are met, such as the purchase of an item when its price falls below $150.
Finally, Kasanoff suggests that by making two changes in the ways employees are compensated; any company can simultaneously become more profitable and achieve the right balance between privacy and personalization.
Change #1: COMPENSATE EMPLOYEES TO SATISFY MORE NEEDS OF EXISTING CUSTOMERS.
In Kasanoff's experience - and I agree -, most privacy abuses stem from efforts by firms to use personal information to acquire new customers, not to better serve existing customers.
Change #2: DEVELOP MODULAR CAPABILITIES
To make the first change, companies need to accommodate the differences between individuals. Mass customization or Modular capabilities make it profitable for a firm to support personalized relationships. Customization becomes routine and cost-efficient, and in many cases costs will go down, not up. Much of the savings comes from the elimination of waste and the reduction of inventory levels.
Kasanoff was one of the original partners of the Peppers & Rogers Group that coined the term "one-to-one".
Having May 2004 finalised my Graduate Diploma in E-business with a thesis on Online Personalization, I must say that this book was one of my key sources, especially on the complex issue of balancing Personalization, Privacy and Profit.
If you're really interested in personalization, you may want to read my online review of: "The Power of One: Gaining Business Value from Personalization Technologies" by Nirmal Pal, Arvind Rangaswamy (2003).
A final quote from the foreword by Peppers & Rogers:
"Big brother is almost here. His sister is the telemarketing operator who called you during dinner last night. His nephew runs a sweepstakes and magazine-subscription service just outside of London. The same rapid advances in information technology that are pushing businesses into a new paradigm of competition - the one-to-one marketing paradigm - are simultaneously generating more and more opportunities for the abuse of consumer privacy by mass marketers. Making databases of sensitive, individual consumer information available to marketers interested only in next quarter's sales is like providing chain saws to a tribe of slash-and-burn farmers."
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


e-volve! Revolutionieren Sie Ihr Business!
e-volve! Revolutionieren Sie Ihr Business!
von Rosabeth M Kanter
  Gebundene Ausgabe

3.0 von 5 Sternen Still relevant for e-business managers in traditional firms, 11. April 2005
This book is to some extent out-of-date. It is written in the dot-com era. And there is indeed a lot of hype on the young start-ups' heroic characteristics such as speed, flexibility, and courage that traditional large companies couldn't compete with in the short run. Today, we all know that these characteristics didn't stand the test of time in a ruthless competitive landscape.
But I'll still recommend this book for a special target audience: People, who are working on an e-business project for a traditional corporation will still get much inspiration from Moss-Kanter's book. Also in retrospect, I find that her best sections in the book were those on describing the tough change management processes that she found in successful "old economy" firms like Williams-Sonoma, Honeywell, and Reuters. In all these companies, a strong conventional company culture made it extremely difficult for the e-business team to navigate towards success. In 2005, many companies have still not made much of their business model online.
This is also a very important book for me personally. I read this book on a vacation to Cyprus in May 2001 just before taking on a long 3-year assignment as an e-business manager for a large industrial firm in Denmark. I experienced most of the difficulties that Moss-Kanter describes in her book.
I find the merit of this book in the very colourful case stories of traditional organizations' struggle with e-business initiatives. The author conducted more than 300 interviews of both traditional companies and dotcoms, successes and failures alike, in a research project before writing this book.
As you may know, Harvard professor Moss-Kanter is a leading expert on change management. Her chapter on the "change wheel" is in a class of its own.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


Managing Customer Relationships: A Strategic Framework
Managing Customer Relationships: A Strategic Framework
von Don Peppers
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5.0 von 5 Sternen Taking One-to-One marketing to the CEO's agenda, 27. Januar 2005
Having last summer finalised an e-business thesis on Online Personalization, I must say that this book is an impressive source on the strategic level for what is synonymously called CRM, One-to-One marketing, relationship marketing, etc.
What I like about Peppers & Rogers is that they don't pretend to be the only ones to have seen this shift in customer-focused organizations (although they were first-movers in US by coining the term One-to-One in 1993). Peppers & Rogers accept readily that many other people have interesting perspectives to add. Thus, this book includes many contributions from marketing wizards like Philip Kotler, Seth Godin, Bruce Kasanoff, and Patricia Seybold.
The book is the sixth from the authors. If you have read some of the previous publications, you'll already be familiar with their core concepts like the IDIC-model (Identify-Differentiate-Interact-Customize), as well as Learning Relationships and customer Lifetime Value.
I believe that Peppers & Rogers' most important contribution is to change a company's focus from customer acquisition to customer retention. That is: Stop spending all you money getting new customers and start spending more on keeping and growing existing customers. This is where the learning relationships come in. The basic idea of Managing Customer Relationships, the authors concisely describe in plain English:
The Learning Relationships work like this: If you're my customer and I get you to talk to me, and I remember what you tell me, then I get smarter and smarter about you. I know something about you my competitors don't know. So I can do things for you my competitors can't do, because they don't know you as well as I do. Before long, you can get something from me you can't get anywhere else, for any price. At the very least, you'd have to start all over somewhere else, but starting over is more costly than staying with me.
Being a Dane, I'm proud to see the reference made on page 172 that the relationship theory can be traced back to the Scandinavian School of Relationships Management (e.g. Gronroos and Gummeson). Back in the 1980's, both were required reading in Scandinavian business schools. They often researched service firms and B2B-networks and based on this knowledge, they emphasised the contents and types of the business relationships and the required strategies to make these relationships work. It wasn't until the 1990's that CRM-initiatives took off in the United States - and usually they have been very technology-driven. Today, we all accept that you need both the relationship mindset and the technology-enabler. So the two approaches may ultimately achieve the same goals.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business


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