With the rapid growth of social networking, sensor networks and huge storehouses of business, scientific and government information, we have access to a wealth of information. In this interview Moshe Rappoport, Executive Briefing Consultant at IBM Research - Zurich, explains the huge potential for new insights, more targeted marketing and better decision-making and outlines the future trends.
Technische Lösungen und Anwendungen werden für den Handel immer
wichtiger. Im Interview erläutert Guido Stillhard, CEO, Verwaltungsrat und Mitinhaber der JLS DIGITAL AG, die aktuellen Trends und prognostiziert, dass der Stellenwert digitaler Lösungen zukünftig weiter zunehmen wird.
For their online shops, multichannel retailers must decide whether to adopt a prototypical design (with channel-specific attributes) or a homogenous design (with cues corresponding to their physical stores). While most retailers use a prototypical design, we propose that the effectiveness of a web design depends on customers' cognitive shopping orientations (i.e., specific schemas of store-based or web-based experiences) and their situational processing intensity (i.e., the level of cognitive processing). Three experiments reveal that a homogenous design increases online shop patronage among store-oriented customers if processing intensity is high; a prototypical design does not affect patronage among web-oriented customers. To capitalize on a homogenous design, multichannel retailers should activate customers' cognitive processing, such as with non-competitive pricing or task involvement. If store-based orientation or cognitive processing is low across the customer base, a prototypical design works as well as a homogenous design. Because retailers can induce a store-based orientation through highly visible physical cues in stores, multichannel retailing may evolve to a competition for customers' mindsets.
Companies increasingly use open innovation and co-creation processes on the Internet. Despite this rising trend in management, the different forms of open innovation on the Internet have only scarcely been investigated from a macroperspective that systematically categorizes customer-supplier interactions based on a conceptual framework. Using a cross-case study design, we characterize and differentiate six types of customer-supplier processes on the Internet regarding underlying value propositions, value network configurations, and modes of interaction. These co-creation processes can be categorized according to their value propositions that follow different stages of the consumption circle. Each value proposition, as a cohesive element, determines a different value network configuration. We examine how network leaders create different modes of interactions in these value networks that we analyze regarding power, relationship, and coordination mechanisms. Across cases, open innovation on the Internet changes the architecture of the value chain from a single-directed stream to a loop of knowledge exchange that includes almost every vertical stage. Companies therefore cannot assign customer input to a certain functionality but rather must decipher it through interdisciplinary approaches that involve the cooperation of multiple areas. The macro-perspective framework can help companies to identify in which areas they can use open innovation and how to establish co-creation processes in the newly evolving value networks.
Viele Einzelhändler zögern, ihr Filialgeschäft durch Online-Vertrieb zu ergänzen. Eine Studie zeigt, wie die geschickte Verknüpfung aller Vertriebskanäle für mehr Umsatz und eine höhere Kundenzufriedenheit sorgt.
Bei der Elektronikhandelskette Media-Saturn gibt es zwar Web-Seiten mit dem Katalog des jeweiligen Sortiments - nur kaufen können die Kunden diese Waren dort nicht. Für viele Konsumenten ist dies nicht mehr zeitgemäss. So gehen dem Marktführer die etwa 3,4 Milliarden Euro E-Commerce-Umsatz in dieser Branche verloren und fliessen in andere Kassen. Das Geschäft machen reine Online-Händler oder lokale Ladenbetreiber, die ihren Handel geschickt durch Katalog und Online-Shop ergänzen.
Service and Innovation Processes on the Internet in a Customer-Firm Relationship Framework
This project analyses service and innovation processes on the Internet, capable of generating implicit knowledge in a value network of collaborating actors. Although the impacts of the Internet on data exchange in the form of explicit knowledge are clearly visible, explorations of the Internet's influence as an integral "knowledge technology" remain in its infancy. Whereas current co-creation applications on the Internet center mainly on mutual production issues, the service aspects of customer relationships become increasingly important (Rust and Lemon 2001). A myopic concentration on single Internet features tends to overwhelm a process view of activities, which is necessary to create sustainable value (Porter 1996). As Normann and Ramírez (1993) note, "the secret" of a company's value inheres in the "fit of knowledge and relationships." That is, relational aspects play a major role in the innovation and exploitation success of a company (Dyer and Singh 1998). This project attempts to foster a deeper understanding of the role of the Internet in different types of service and innovation processes within a framework of customer-firm interactions. A cross-case study reveals that operant resources on the Internet build around the buying process of the customer while also drawing a circle through the value chain. The architecture of the value chain changes from a single-directed stream to a loop of knowledge exchange that includes almost every vertical stage. Firms cannot assign customer input to a certain functionality but rather must decipher it through interdisciplinary approaches that involve the cooperation of multiple areas.
Kunden wechseln immer häufiger zwischen mehreren Informationens- und Einkaufskanälen. Der Trend von der kanaltreuen zur multioptionalen Nutzung verändert den Handel und rückt das Cross-Channel Management (CCM) in den Fokus. Die Initiativen von Unternehmen mit mehreren Kanälen gewinnen gegenüber reinen Online-Händlern immer stärker an Bedeutung, weil sie geschickt mehrere Einkaufswelten miteinander vernetzen. Anhand von empirischen Ergebnissen und Beispielen bringen wir mehr Transparenz in diese komplexe Management-Aufgabe. Wie wird Cross-Channel Management von Kunden in Deutschland und in der Schweiz wahrgenommen und welchen Einfluss hat CCM auf den Erfolg eines Unternehmens?
