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2015 | Buch

Digital Darwinism

Branding and Business Models in Jeopardy

verfasst von: Ralf T. Kreutzer, Karl-Heinz Land

Verlag: Springer Berlin Heidelberg

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Über dieses Buch

Digital Darwinism is a key challenge for all companies and brands. Not all companies and managers are aware of the challenges lying ahead. This book helps to identify the need for change and adaption based on a framework of findings and additional tools to position you and your company in the digital rat race.

Inhaltsverzeichnis

Frontmatter
1. Why the Digital Revolution Is Challenging You and Why You Have to Act Now
Abstract
Until recently, we were able to laugh our heads off at the following definition of social media marketing as an important aspect of the digital revolution. Social media marketing is like teenager sex: everybody is talking about it, nobody really knows how it works, and when it happens, we ask: that was it?
Ralf T. Kreutzer, Karl-Heinz Land
2. Digital Darwinism and the Social Revolution: What Basic Needs of Man Represent the Fuel of the Revolution on the Part of the Customer?
Abstract
Today, we can justifiably speak of a social revolution, because the possibilities of the Internet help provide millions of users a previously unimaginable attentive ear and thus a plentitude of power. The central lever of the new power the customers have is their worldwide network. However, this is where we have to be careful not to let the power users, who dominate social media with their actions and opinions, dominate us in our actions and reactions. No matter what, it is, however, the companies’ responsibility to establish an effective online counterprevailing power, in order to not end up being the chased in social media.
Ralf T. Kreutzer, Karl-Heinz Land
3. Big Data and Technology: Drivers of the Information Revolution on the Part of the Companies and Accelerators of the Era of Cooperation
Abstract
Back in 1957, Peter F. Drucker spoke of the so-called infoworkers in his legendary book Landmarks of Tomorrow: A Report on the New Post-Modern World. This is what Drucker called those employees who generated their added value within the company solely with the help of information. But it is not until now that we have really arrived in the information era. That is why the term infoworker is experiencing a renaissance at the moment. A forecast for 2020 states that at that point in time, more than 85 % of the world’s working population will be working as infoworkers (cf. Schmidt, Göbbel, & Bchara, 2012, p. 38). The change in the world of employment with a new form of networking the employees with each other but also the networking between employees and customers as well as other service partners is based on the availability of information at all times. And how does the corresponding saying go for the existing supply of information?
Ralf T. Kreutzer, Karl-Heinz Land
4. How the Social Revolution Is to Be Managed
Abstract
We are in the middle of the social revolution! By using social media, on the one hand, social relationships develop between the users, who encounter each other on the same hierarchy level. On the other hand, opinion leader-opinion follower relationships are developed, which become established by the mutual creation, further development, and distribution of contents via social networks as well as via blogs and communities. The low barriers of entry when using social media—such as low costs, easy possibilities of uploading contents, and simple handling (high usability)—promote the sharing of them. At the same time, the classic opinion leaders (such as journalists and analysts) become less important even if their own loss in importance has still not become evident to them and they regard a commitment to social media as being partially less relevant (cf. Wüst, 2013, for current study results).
Ralf T. Kreutzer, Karl-Heinz Land
5. How Marketing Becomes the ROI Driver Within the Company
Abstract
In Fig. 1.​2 it already became clear that 56 % of the CMOs felt insufficiently prepared to take over the responsibility for the ROI. In order to overcome this deficit, important benchmarks will be conveyed in this chapter. A key term to this end for the entire company and for marketing in particular is the customer value. It is imperative to recognize the customer value in both of its perspectives of significance: On the one hand, it is the value a company provides its customer and motivates him to make a purchase (hereinafter “value for the customer”). On the other hand, it involves the value a customer generates for the company (hereinafter “customer value”). Both value contributions must be put into balance because otherwise, no company can survive in the long run (cf. Fig. 5.1). As a consequence, the important do ut des principle (i.e., “I give so that you might give”) must be taken into consideration with regard to the balance between the “value for the customer” and “customer value.” The equation thus reads as follows: the customers develop the greatest “customer value” for us when we generate the greatest “value for the customer.”
Ralf T. Kreutzer, Karl-Heinz Land
6. Confidence: The Latest Currency in Marketing and Management
Abstract
In Chap. 5, we dealt in detail with how marketing can become the ROI driver in a company. In the course of this, the do ut des principle was addressed. However, it is not only found—on a high degree of abstraction—in terms of the balance between the “value for the company” and “customer value.” It also has a long-term influence on many concrete measures of the company itself if it, for example, involves the provision of information for the company as a requirement for individual customer care. It is imperative that potential customers and customers have to provide “additional information” in order to be able to experience “added individual support.” This important insight has still not been accepted neither in the broad segments of politics nor by the “consumer protectors” nor by many customers themselves. The substance of this insight culminates in the law of disproportionality of information (Kreutzer, 2009, p. 69):
Ralf T. Kreutzer, Karl-Heinz Land
7. Social CRM: The New Rules of the Game in Leading Customers
Abstract
Before dealing with the particulars of social CRM, the concept of classical CRM first needs to be specified. As distinguished from the product life cycle, customer relationship management is based on the concept of the customer relationship life cycle. This involves the development of the relationship of individuals or a company or a corresponding group of individuals or companies to a specific company. Such an analysis helps us to recognize how this relationship (e.g., as measured by the customer value) between a customer and a company develops over time. We can differentiate three core phases (cf. Fig. 7.1):
Ralf T. Kreutzer, Karl-Heinz Land
8. Why Marketing Is Becoming a Service
Abstract
The traditional understanding of service by companies is as follows. The senior management responsible for service developed the so-called Service Level Agreements. These can be valid for their own staff or for external service providers. They stipulated, for example, on which days a customer service center is available (e.g., from 9.00 a.m. to 6 p.m., Monday to Friday; often explicitly not at weekends or on public holidays) and what the hours of business are. In addition, it was defined for the agents in the customer service centers, for example, how long a call had to last and which text blocks are to be used for customer correspondence. Whether this motivation corresponded with the needs of the customers or their customer value (cf. Chap. 5) was frequently not brought up or not sufficiently dealt with. The result of this was a situation as can be seen in Fig. 8.1. The company sees itself as a conductor—and the customers accept the services the way they are offeredor they simply don’t.
Ralf T. Kreutzer, Karl-Heinz Land
9. The Necessity of Change Management: Why Our Traditional Communication and Organizational Structures Are Becoming Obsolete
Abstract
The exploitation of the potentials of the upcoming changes will not be successful without a comprehensive change management to master die digital transformation. The position we are currently at in this process can be seen in Fig. 9.1. Are we still the “observers” watching the “new stuff” with interest without already being real “listeners” who, for example, have set up a web monitoring system? Or do we fall into the “analyst of changes” category, with which a more profound investigation of the challenges defined by social media with regard to the own business model is involved? Or has there already been a “piloting of first test projects”—the necessary intermediate stage towards “strategic and organizational anchoring” of the questions about the social revolution? Or have we already achieved an “active participation as day-to-day routine” and adjusted our structures, processes, and range of services to the integration of the potentials of social media in a holistic way?
Ralf T. Kreutzer, Karl-Heinz Land
Backmatter
Metadaten
Titel
Digital Darwinism
verfasst von
Ralf T. Kreutzer
Karl-Heinz Land
Copyright-Jahr
2015
Verlag
Springer Berlin Heidelberg
Electronic ISBN
978-3-642-54401-9
Print ISBN
978-3-642-54400-2
DOI
https://doi.org/10.1007/978-3-642-54401-9