Wolfgang Bussmann, Mercuri International, und Dr. Dirk Zupancic, Hochschule St. Gallen, über die Ursachen der Defizite deutscher Unternehmen im Key-Account-Management und über die Zukunft dieses Konzeptes.
This study addresses the important but yet unresolved question of how firms can create com-petitive advantage from their multichannel marketing strategy. More specifically, the authors investigate the antecedents of channel extension strategies and their performance implications. Results from an empirical study including top managers from 308 firms indicate that in addi-tion to environmental factors, a firm's channel expansion is directly related to its strategic channel management capability, and that this capability is more important in turbulent envi-ronments. Furthermore the study reveals that firms need an appropriate customer lock-in strategy to benefit from the addition of novel channel types or traditional channel expansion.
This study addresses the important but yet unresolved question of how firms can create competitive advantage from their multichannel marketing strategy. More specifically, the authors investigate the antecedents of channel extension strategies and their performance implications. Results from an empirical study including top managers from 308 firms indicate that in addition to environmental factors, a firm's channel expansion is directly related to its strategic channel management capability, and that this capability is more important in turbulent environments. Furthermore the study reveals that firms need an appropriate customer lock-in strategy to benefit from innovative channel additions or traditional channel expansion.
Im Zuge der Digitalisierung sehen sich Unternehmen mit einer zunehmenden Notwendigkeit zur Differenzierung konfrontiert. Um Kunden stärker an das eigene Unternehmen zu binden, konzentrieren sich viele Initiativen auf die Gestaltung besonderer Kundenerfahrungen. Der vorliegende Beitrag stellt auf Basis eines Innovationsprojektes der SAP einen ganzheitlichen Managementansatz für die Entwicklung organisationaler Fähigkeiten zur Kundenbegeisterung vor.
Key Account Management (KAM) is discussed. A recent study shows that nearly 2/3 of companies have significant potential for optimization in KAM, however the financial resources are in short supply. The paper presents 4 options of how to improve effective KAM approaches and keep the costs the same.
