6. Die neue Management Herausforderung
in der Kundenansprache
Standardisierung
Mass‐
hoch Mass‐ Customization
Marketing
Segment‐
Marketing
One‐to‐One
Marketing
niedrig
Individualisierung
hoch
Dallmer, Handbuch Direct Marketing
7. Die neue Management Herausforderung
in der Kundenansprache
Share of Customer
Mass‐
Customization
Produkt‐ Kunden‐
fokus fokus
Mass‐
Marketing
Share of Market
Dallmer, Handbuch Direct Marketing
9. Von Produkt‐ zur Kundenorientierung
Product Customer Needs
Price Customer Cost
Place Convenience / Access
Promotion Communication
McCarthy: Basic Marketing: A managerial approach, 1960
Schullz, Stanley I. Tannenbaum, Robert F. Lauterborn, Integrated Marketing Communications, 1993
10. Lineares, einseitiges
Kommunikationsmodell „Push“
Agentur Media Fulfillment
Einzigartiges Produkt/ Angebot
Marketer Kunde /
Messages and Belohnungen Pot. Kunde
D. Schultz et al., Building Customer-Brand Relationships , 2009, p. 5
11. Bi‐direktionales
Kommunikationsmodell „Pull“
Employees/Recommenders/Distributers/Influencers
Web Search
Agentur Media Fulfillment
Competitors
Competitors
Einzigartiges Produkt/ Angebot
Marketer Kunde /
Messages and Belohnungen Pot. Kunde
Competitors
Competitors
Word‐of‐Mouth New Forms of Media
D. Schultz et al., Building Customer-Brand Relationships , 2009, p. 6
13. • Konversations‐ und Prozessorientiert
Evolution imCRM •Kundeneinbindung zum besseren
Kundenverständnis, der Vertrauensbildung,
dem Aufbau von Brandloyalität, der
• Transaktions‐und Prozessorientiert Problemerkennung und der besseren
• Technisch gestützte Kundenprozesse um Kundensegmentierung.
Sales‐ Marketing‐ Supportaktivitäten zu
organisieren (Shaw) •Besseres Verständnis über Kunden + seine
Community durch Netzwerkbeziehungen
CRM 2.0
CRM 1.0
Kunde Kunde
Kunde Kunde
Kunde Kunde Kunde Kunde
Kunde Kunde
Konkurrenz Supplier / Partner
Konkurrenz Supplier / Partner
Kunde Kunde
Kunde Kunde
Eigenes
Kunde Unternehmen Kunde
Eigenes
Kunde Unternehmen Kunde
Kunde Kunde
16. Dell Communities Blog‘s ,Forums, IdeaStorm
Objective
Kundeninsight
Plattformen für
Problemlösungen und Ideen
Kundenbonding, pos. Marken‐
wahrnehmung
Target
Segmentierte Kundengruppen +
zukünftige Kunden
SM Strategie
Beteiligung + Lernen von und
mit Kunden
„Be were your customer is“
Resultate
Ca. 1.7 M registrierte Mitglieder
2.300‐2.500 Posts/Woche
21. Social CRM functional architecture
Social Media = Kommunikationskanal bei dem mit Hilfe von Socially‐enabled Marketing, Sales und
Customer Service Prozessen Value generiert wird.
Markt‐
Social Content d. Unternehmens Ext. Social Media Netzwerke
Market
gerichtete (Corporate Blogs, Forums, Branded / (Facebook, MySpace, Twitter,
Social Tools unbranded Social Networks, etc.) Linkedin, etc.)
Social Channel
Interface
Traditionelle Website Letter
Face to face
Channel Interfaces Phone / E‐mail
SMS Internal Social Tools Fax
(Internal blogs, wikis, sharing platforms, social
Interne POS Business
networks, innovation portal, etc.)
Collaboration Tools Partner
Social CRM Layer
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Traditionalle Processes Marketing Sales Service F&E
basierend auf Cipriani 2009
22. Types of Social CRM Interaction
Social Questions &
Service complaints
Social Market
Market‐ Sales Information
triggered social
Social Customer
interactions Marketing Preferences
(outside‐to‐outside) Market
Social Content d. Existierende Social Media
Unternehmens (Facebook, Xing, Twitter,
Corporate Blogs, Forums, Linkedin, etc.)
branded / unbranded Social
Networks, etc.)
Business‐ Customer‐facing
triggered social employee
interactions Monitoring /
(inside‐to‐outside Data Mining
inside‐to‐inside)
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Marketing Sales Service F&E
23. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
26. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
30. Types of Social CRM Interaction
Social Questions &
Service complaints
Social Market
Market‐ Sales Information
triggered social
Social Customer
interactions Marketing Preferences
(outside‐to‐outside) Market
Social Content d. Existierende Social Media
Unternehmens (Facebook, Xing, Twitter,
Corporate Blogs, Forums, Linkedin, etc.)
branded / unbranded Social
Networks, etc.)
Business‐ Customer‐facing
triggered social employee
interactions Monitoring /
(inside‐to‐outside Data Mining
inside‐to‐inside)
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Marketing Sales Service F&E
31. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
33. Types of Social CRM Interaction
Social Questions &
Service complaints
Social Market
Market‐ Sales Information
triggered social
Social Customer
interactions Marketing Preferences
(outside‐to‐outside) Market
Social Content d. Existierende Social Media
Unternehmens (Facebook, Xing, Twitter,
Corporate Blogs, Forums, Linkedin, etc.)
branded / unbranded Social
Networks, etc.)
Business‐ Customer‐facing
triggered social employee
interactions Monitoring /
(inside‐to‐outside Data Mining
inside‐to‐inside)
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Marketing Sales Service F&E
34. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
39. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
41. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
42. „Social Media Listening Command
Center“
Objective
Informieren: Kundenfeedback in
Echtzeit bereitstellen
Zuhören & Agieren: frühe Warnsignale
erkennen und schnell handeln
Sicherstellen, daß effektive
Kundeninteraktionen stattfinden
Unterstützend – Infos und Support für
die Communities mit Einfluß im Netz
Target
Alle relevanten Abteilungen im
Unternehmen
Kunden/potentielle Kunden
Communities / influencer
SM Strategie
Schaltzentrale
43. Types of Social CRM Interaction
Social Questions &
Service complaints
Social Market
Market‐ Sales Information
triggered social
Social Customer
interactions Marketing Preferences
(outside‐to‐outside) Market
Social Content d. Existierende Social Media
Unternehmens (Facebook, Xing, Twitter,
Corporate Blogs, Forums, Linkedin, etc.)
branded / unbranded Social
Networks, etc.)
Business‐ Customer‐facing
triggered social employee
interactions Monitoring /
(inside‐to‐outside Data Mining
inside‐to‐inside)
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Marketing Sales Service F&E
44. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
47. Herausforderung B2B im Social
Marketing
Lingner und Lingner, MDAX-Studie untersucht Dialogbereitschaft im Social Web, 2010
48. Krones AG einer der führenden Hersteller von Maschinen und
Anlagen für die Prozess‐, Abfüll‐und Verpackungstechnik.
49. Krones Ziele im Web
Facebook Twitter Xing Youtube
Entscheider ansprechen (insbesondere zukünftige)
Zielsegmente ansprechen: z.B. Maschinenbediener,
Weinblogger
Recruting neuer Mitarbeiter
Identifikation der Mitarbeiter mit dem
Unternehmen stärken
C. Schmidt, Social Media Officer, Krones AG, 2010
52. Im Dialog mit Anwendern
Facebook „Krones Academy“
Facebook im Doppelpack: Krones und Krones Akademie ca. 2000
Fans
Recruiting , Mitarbeiter und Kundenbindung
64. Mymuesli Fanpage
Zielsetzung
Kundenerlebnis bieten
Informieren:
Kundenfeedback in
Echtzeit bereitstellen
Zuhören & Agieren:
frühe Warnsignale
erkennen und schnell
handeln
Target
Kunden
potentielle Kunden
SM Strategie
Facebook als
Kommunikations‐
zentrale
65. Mymuesli on Twitter
Zielsetzung
Informieren: Support‐
und Sales/Marketing‐info
in Echtzeit bereitstellen
Zuhören & Agieren: frühe
Warnsignale / Ideen
erkennen und schnell
handeln
Target
Kunden
potentielle Kunden
SM Strategie
Twitter als
multidirekionaler
Kommunikationsweg
66. Types of Social CRM Interaction
Social Questions &
Service complaints
Social Market
Market‐ Sales Information
triggered social
Social Customer
interactions Marketing Preferences
(outside‐to‐outside) Market
Social Content d. Existierende Social Media
Unternehmens (Facebook, Xing, Twitter,
Corporate Blogs, Forums, Linkedin, etc.)
branded / unbranded Social
Networks, etc.)
Business‐ Customer‐facing
triggered social employee
interactions Monitoring /
(inside‐to‐outside Data Mining
inside‐to‐inside)
Socially‐enabled Socially‐enabled Socially‐enabled Socially‐enabled
Marketing Sales Service F&E
Marketing Sales Service F&E
67. Ansatzpunkte für Social Customer
Relationship Management
Marketing Sales Service/Support Innovation
Social Marketing Social Sales Social Support Social Innovation
Insight Insight Insight Insight
Rapid Social Rapid Social Rapid Social Crowedsourced
Marketing Response Sales Response Support Response F&E
Social Event Socially‐enabled
Sales Referal
Management Service
Social Campaign Proactive Lead
Tracking Generierung
based on Altimeter Group 2010
69. New B‐Models – some Characteristics
Grenzen zwischen Hersteller und Kunde verwaschen
Company moves from being the producer/distributor of
products/services to become the aggregator of products,
services, tools, experiences to allow the customer to meet
the needs of their personal value chain (personal agenda)
User and producer are engaged in the cooperation of value
The users have the tools to configure and/or customize their
personal experience with the product
User + producer encourage each other
User becomes the advocate of the experience around the
product
P. Greenberg, CRM, 2009, p. 112
70. “The Cluetrain Manifesto” (2001)
• “These networked conversations are enabling powerful
new forms of social organization and knowledge
exchange to emerge.
• As a result, markets are getting smarter, more
informed, more organized. Participation in a networked
market changes people fundamentally.
• People in networked markets have figured out that they
get far better information and support from one
another than from vendors. So much for corporate
rhetoric about adding value to commoditized
products.”
71. Bildrechte
Frau m. Megaphone:
http://www.adpic.de/lizenzfreie_bilder/Berufe%
20_und_%20Branchen/Dienstleistung/Geschaef
tsfrau_mit_Megafon_221192.html