Strategic Design of B2B e-Marketplace Business Models ab 58 EURO 10 Strategic Design Considerations. 1. Auflage
Diploma Thesis from the year 2003 in the subject Computer Science - Commercial Information Technology, grade: 1.3 (A), European Business School - International University Schloss Reichartshausen Oestrich-Winkel (Information Systems), 108 entries in the bibliography, language: English, abstract: The pressure on today's companies to outperform their competitors has been amplified by ever-growing customer demands. Diversification of products and operations in various markets entail heightened levels of uncertainty and risk in the wake of a pronounced economic downturn. Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet such challenges with new forms of collaboration. Especially considering its drawbacks, the success of Electronic Data Interchange (EDI) has confirmed the demand for interfirm connectivity. Combined, current forms of collaboration are limited both in scale and scope, as few companies have had the vision and drive to prepare themselves for what is ahead of proprietary one-to-one exchanges. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. Still, collaboration in its current forms may not be sufficient: considering the present dominance of customer demands, an increasing number of individual solutions must be mass-tailored to order. At first sight, this leaves companies with no choice but to at least ne
Bachelor Thesis from the year 2008 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,2, Maastricht University (School of Business and Economics), course: -, language: English, abstract: 1. General introduction Up to now, it has always been the task of marketing to be close to the customer and to know how to reach him in order to ultimately increase sales of the company's product or service. This focus on customer acquisition is widespread among companies, and many companies consider this to be sufficient in order to survive in the business world. Nonetheless, a vital flaw of this common view is that there is more than just focusing all efforts on acquiring new customers - That is, convincing the customer that it pays for him/her to continue doing business with the provider, which is called customer retention. Enter Customer Relationship Management (CRM). Throughout this paper, the definition of a CRM will be equivalent to the interpretation by Payne and Frow (2005), who state that CRM is a strategic approach that is concerned with creating improved shareholder value through the development of appropriate relationships with key customers and customer segments (Payne and Frow, 2005a). In the 1990s, organizations recognized the need for not relying on customer acquisition all alone, and stressing the relationship with the customer became imperative in the business world's strategic orientation. Unfortunately, implementing CRM systems turned out to require more work than the plain desire to be chosen as a provider over and over again. A great source of uncertainty was the vague definition of relationship management itself. Another pitfall was how to establish a CRM system in an organization. As relationship management was not up to executives' expectations, many companies were disappointed by the results - And yet, there were companies that succeeded in implementing a CRM system. Taking a closer look at the markets all over the world shows that all leading companies within their industries possess CRM systems, no matter whether it is in a B2B or B2C setting. This paper aims to convey how a company can use latest research findings to enhance a CRM system in order to maximize benefits and minimize drawbacks and critically portray the pros and cons of relationship management. Therefore, the following pages endeavour to answer the problem statement: The advantages and disadvantages of relationship management: How can a company integrate recent research findings in order to make its CRM system more efficient?
Markets are transitioning from place to space-but as the collapse of the initial B2B boom demonstrated, the journey won't be easy. Pioneering market makers from eBay and British Petroleum to the Dutch Flower Auctions and ChemConnect are leading the way to create new value through markets. Their experiences make two things increasingly clear: Success in the marketspace will require new ways of operating, and participation won't be optional. Ajit Kambil and Eric van Heck-respected authorities on electronic markets-argue that online auctions and exchanges will soon be an essential part of business practice. They explain why companies must adopt electronic markets now if they hope to compete in the future. And they prove that success lies not in achieving 'first-mover' advantage in new markets, but in creating winning strategies to design and use markets to manage the supply chain, connect with customers, increase efficiency, and make decisions. Based on the authors' decade-long study of nearly one hundred successful and failed electronic markets in the United States, Europe, and Asia, the book reveals how market makers are rewriting the rules of commerce. They offer a strategic blueprint for designing, implementing, and profiting from electronic markets. Making Marketsshows how companies can: Creatively use markets in procurement, resale, and clearance, and in more novel applications such as prediction, risk management, and decision making. Design, deploy, and stimulate the successful adoption of online auctions and exchanges. Utilize technology to support-not replace-human interaction. Leverage information to become more profitable buyers and sellers. Innovate in trade processes from pricing, payment, and authentication to logistics and product representation. Grow markets through partnerships, alliances, and mergers. This highly practical guide will help companies create the ultimate market: one that captures the feel and trust of a physical community but leverages the power and efficiency of technology to benefit all participants. AUTHORBIO: Ajit Kambil is Associate Partner and Senior Research Fellow at Accenture's Institute for Strategic Change. Eric van Heck is a Professor at Erasmus University's Rotterdam School of Management, The Netherlands.
The New Psychology of Selling The sales profession is in the midst of a perfect storm. Buyers have more power--more information, more at stake, and more control over the sales process--than any time in history. Technology is bringing disruptive change at an ever-increasing pace, creating fear and uncertainty that leaves buyers clinging to the status quo. Deteriorating attention spans have made it difficult to get buyers to sit still long enough to 'challenge,' 'teach,' 'help,' give 'insight,' or sell 'value.' And a relentless onslaught of 'me-too' competitors have made differentiating on the attributes of products, services, or even price more difficult than ever. Legions of salespeople and their leaders are coming face to face with a cold hard truth: what once gave salespeople a competitive edge--controlling the sales process, command of product knowledge, an arsenal of technology, and a great pitch--are no longer guarantees of success. Yet this is where the vast majority of the roughly $20 billion spent each year on sales training goes. It's no wonder many companies are seeing 50 percent or more of their salespeople miss quota. Yet, in this new paradigm, an elite group of top 1 percent sales professionals are crushing it. In our age of technology where information is ubiquitous and buyer attention spans are fleeting, these superstars have learned how to leverage a new psychology of selling--Sales EQ--to keep prospects engaged, create true competitive differentiation, as well as shape and influence buying decisions. These top earners are acutely aware that the experience of buying from them is far more important than products, prices, features, and solutions. In Sales EQ, Jeb Blount takes you on an unprecedented journey into the behaviors, techniques, and secrets of the highest earning salespeople in every industry and field. You'll learn: * How to answer the 5 Most Important Questions in Sales to make it virtually impossible for prospects to say no * How to master 7 People Principles that will give you the power to influence anyone to do almost anything * How to shape and align the 3 Processes of Sales to lock out competitors and shorten the sales cycle * How to Flip the Buyer Script to gain complete control of the sales conversation * How to Disrupt Expectations to pull buyers towards you, direct their attention, and keep them engaged * How to leverage Non-Complementary Behavior to eliminate resistance, conflict, and objections * How to employ the Bridge Technique to gain the micro-commitments and next steps you need to keep your deals from stalling * How to tame Irrational Buyers, shake them out of their comfort zone, and shape the decision making process * How to measure and increase you own Sales EQ using the 15 Sales Specific Emotional Intelligence Markers * And so much more! Sales EQ begins where The Challenger Sale, Strategic Selling, and Spin Selling leave off. It addresses the human relationship gap in the modern sales process at a time when sales organizations are failing because many salespeople have never been taught the human skills required to effectively engage buyers at the emotional level. Jeb Blount makes a compelling case that sales specific emotional intelligence (Sales EQ) is more essential to success than education, experience, industry awareness, product knowledge, skills, or raw IQ; and, sales professionals who invest in developing and improving Sales EQ gain a decisive competitive advantage in the hyper-competitive global marketplace. Sales EQ arms salespeople and sales leaders with the tools to identify their most important sales specific emotional intelligence developmental needs along with strategies, techniques, and frameworks for reaching ultra-high performance and earnings, regardless of sales process, industry, deal complexity, role (inside or outside), product or service (B2B or B2C).
E-Business Management: Integration of Web Technologies with Business Models contains a collection of articles by leading information systems researchers on important topics related to the development of e-business. The goal is to enhance the understanding of the state of the art in e-business, including the most current and forward-looking research. The book emphasizes both business practices and academic research made possible by the recent rapid advances in the applications of e-business technology. The book should help graduate students, researchers, and practitioners understand major e-business developments, how they will transform businesses, and the strategic implications to be drawn. By illustrating in detail the major e-business developments and research, E-Business Management focuses on addressing e-business management from the perspective of information systems research. In order to cover the subject matter in sufficient breadth and depth, the book is organized into the following five main sections: -e-Business Fundamentals; -e-Business Best Practices; -Marketing, Customer Relations, e-Services, and Personalization; -Formation of New Intermediaries and e-Markets, and -B2B and Supply-Chain Management: New Business Models and Valuation.
Win. Grow. Social Sales. What if you could increase your win rate by 10%, 20% or 50% ? The world of sales is changing: Information overload, buyer networks, social business and collaborative CRM are transforming the way we interact and engage with customers. With «Social Sales», you can focus on what is really important: The people and social relationships behind the opportunity. It provides a fresh approach to master the complexities of B2B sales by capitalizing on the social capital of your company. This book is targeted to sales, account, marketing and business managers applying «Social Sales» to hunt and farm new business. The objective is to support sales teams to win strategic opportunities and grow within their target accounts. If you believe, that people and relationships are the driving forces of sales success in your business, this book is designed for you.
Plain English guidance for strategic business analytics and big data implementation In today's challenging economy, business analytics and big data have become more and more ubiquitous. While some businesses don't even know where to start, others are struggling to move from beyond basic reporting. In some instances management and executives do not see the value of analytics or have a clear understanding of business analytics vision mandate and benefits. Win with Advanced Analytics focuses on integrating multiple types of intelligence, such as web analytics, customer feedback, competitive intelligence, customer behavior, and industry intelligence into your business practice. * Provides the essential concept and framework to implement business analytics * Written clearly for a nontechnical audience * Filled with case studies across a variety of industries * Uniquely focuses on integrating multiple types of big data intelligence into your business Companies now operate on a global scale and are inundated with a large volume of data from multiple locations and sources: B2B data, B2C data, traffic data, transactional data, third party vendor data, macroeconomic data, etc. Packed with case studies from multiple countries across a variety of industries, Win with Advanced Analytics provides a comprehensive framework and applications of how to leverage business analytics/big data to outpace the competition.
'If you are holding this book in your hand, this is your call to arms. For the new process of marketing and demand generation to work in your B2B organization, you need to start doing the little things to aid in transforming your organization based on the truth the buyer is in control and, for the most part, they don't really care about your products or services. Right now, there is a moment in time where smart organizations that understand how to communicate with customers will lead the transformation into a new marketing process. You have the power to make that change. This book is the first place to start.' from the Foreword by Joe Pulizzi, Founder, Content Marketing Institute and Author, Epic Content Marketing 'Driving Demand provides B2B marketers with two truly hard things to find: a strategic framework for their demand generation program and specific tactics that provide a real 'how-to' on execution. Driving Demand is an essential book for any B2B marketing organization.' Craig Rosenberg, Chief Analyst, TOPO 'Carlos deftly breaks down both the new and classic challenges to building programs that continuously deliver demand through sales and marketing, all while actually differentiating your product or service from the pack. This book is as thorough as it is accessible. I would recommend it to anyone who needs to create demand and doesn't want to follow victim to the usual shortsighted traps organizations often fall into.' Jesse Noyes, Vice President of Product Marketing, Content & Communications, Kapost 'Compelling! For B2B marketing leaders assessing the challenge of Demand Generation Transformation and asking, 'Is it worth it?' Driving Demand is the manifesto that proves the value and provides the roadmap to manage change as you get the job done.' Ardath Albee, author, Digital Relevance: Developing Content and Strategies that Drive Results 'At this point, there is no doubt that all B2B marketing organizations need modern demand generation strategies. All too often, these companies think buying technology is all that's needed but that's just not true. Driving Demand is a must-read blueprint for everything ELSE that's required for success, including aligning people, process, and content with technology, including tips for the hard issues of change management and transformation.' Jon Miller, CEO and Co-Founder of Engagio