The expectations of customers are constantly increasing. How can a company findout which expectations from which target group it has to fulfill? The name of thegame: value-oriented customer management. The key resource for calculating thecustomer value is the customer him- or herself. The acquisition of these data is akey challenge for companies. And the necessary precondition to get access to it isto understand marketing more as a service – and not as a concept to “manipulate“the customers. A new philosophy of marketing is required.
1. Marketing as a Service:
Privacy and One-to-One Solutions
Two sides of the same coin
Prof. Dr. Ralf T. Kreutzer
Berlin School of Economics and Law
1
2. Crucial starting points on the customers‘ side: huge expectations!
Customer
Prof. Dr. Ralf T. Kreutzer
3. What does it mean for us?
Me Everything
appreciation as a must wide product range
high individualization good quality
expected
low prices
permission-based approach
good service
if information is that
important …
Everywhere Immediately
independent of time direct contact
independent of fast transactions
space short response times
Prof. Dr. Ralf T. Kreutzer
4. Speed has become critical success factor!
motivation
inquiry
Emergence of the
research of
“instant customer“
potential
providers and
their offers
disinterest
time in hours/days/weeks
1 2 3
frustration irritation
Prof. Dr. Ralf T. Kreutzer
5. Speed has become a critical success factor!
In your opinion, what are the biggest changes in marketing caused by the Internet?
90
increased speed of communication
75
individualization of communication
38
more frequent adaption of communication content
33
emergence of new KPIs to measure digital marketing ROI
24
change of decision-making routines
24
establishment of digital marketing departments
Santiago Campillo-Lundbeck, Horizont 25/2012, p. 18; study in Germany, Camelot Management Consultants, n = 100 managers, multiple answers possible
Prof. Dr. Ralf T. Kreutzer
7. How to overcome the information filter?
Relevance
Prof. Dr. Ralf T. Kreutzer
8. Are we able to deliver “relevance“ for our customers?
Approaches to achieve “uniqueness“ – a trigger for “relevance“
Unique Selling
Proposition
Positioning
Unique Advertising Unique Passion
Proposition Proposition
Prof. Dr. Ralf T. Kreutzer
9. Two important questions have to be answered!
Are we able to fulfill the expectations of all our (potential) customers?
No!
What do we need to fulfill – at least – the most important expectations of our
customers?
Data!
Prof. Dr. Ralf T. Kreutzer
10. What kind of data do we need?
purchasing behavior intentions
buying power
hopes
preferred buying channels
areas of interest lifecycle dreams
lifestyle information
fears
favoured sources of information
favorite brands
relationships – marital status/friends
Prof. Dr. Ralf T. Kreutzer
11. Which is the most relevant source to get this kind of data?
The customer
Prof. Dr. Ralf T. Kreutzer
13. Trust is the (new) currency in marketing and management!
Do we deserve the trust
of our customers?
Prof. Dr. Ralf T. Kreutzer
14. Do we know whether and where we generate „trust“?
Have we ever identified all the touch points of our customers?
Prof. Dr. Ralf T. Kreutzer
15. Do we know whether and where we generate „trust“?
Have we ever measured the impact of this large variety of touch points on
the customer experience with our company and our services – and
especially the emergence of “trust”?
Prof. Dr. Ralf T. Kreutzer
16. Do we know whether and where we generate „trust“?
Do we really know what our employees are doing at face-to-face touch
points – e. g. based on mystery shopping, mystery calling, mystery dining?
Prof. Dr. Ralf T. Kreutzer
17. Food for thought!
Have we ever thought of changing
customer touch points to
customer trust points?
Prof. Dr. Ralf T. Kreutzer
18. 1. Imperative!
We should exploit the room for improvement
in our customer touch or – much better –
customer trust point management!
Prof. Dr. Ralf T. Kreutzer
19. Marketing was yesterday – today it‘s about service!
Our competitors can copy more or less all our marketing activities!
Prof. Dr. Ralf T. Kreutzer
20. Marketing was yesterday – today it‘s about service!
Our competitor can‘t copy the relationship between our company – and
especially our employees – and our customers!
Prof. Dr. Ralf T. Kreutzer
21. Marketing was yesterday – today it‘s about service!
And the linking pin between our customers and our company is based on service.
Therefore be prepared for a little shift!
Prof. Dr. Ralf T. Kreutzer
22. Marketing and communication mentality – old school!
Company Customers
“One-to-mass“ or “one-to-many“ communication approach!
Prof. Dr. Ralf T. Kreutzer
23. Marketing and communication mentality – new school!
Customers Company
The customer becomes the “Master of Communication“!
Prof. Dr. Ralf T. Kreutzer
24. Food for thought!
Why don´t we use Facebook
more intensively to listen
to our customers
–
instead of shouting at them?
Prof. Dr. Ralf T. Kreutzer
25. A convincing example for realtime monitoring and targeting!
„Wow, I need vacation“
Prof. Dr. Ralf T. Kreutzer
26. A convincing example for realtime monitoring and targeting!
Prof. Dr. Ralf T. Kreutzer
27. A convincing example for realtime monitoring and targeting!
Prof. Dr. Ralf T. Kreutzer
28. A convincing example for realtime monitoring and targeting!
Prof. Dr. Ralf T. Kreutzer
29. This guiding principle gains more and more relevance!
Listen
Learn
Act
Control
Prof. Dr. Ralf T. Kreutzer
30. Service mentality – old school!
Company Customers
“One-to-mass“ or “one-to-many“ service approach!
Prof. Dr. Ralf T. Kreutzer
31. Service mentality – new school!
Customers Company
The customer becomes the “Master of Service“!
Prof. Dr. Ralf T. Kreutzer
32. What the „Master of Service“ could expect!
Prof. Dr. Ralf T. Kreutzer
34. Fulfill the undisclosed demands of your customers!
Social Seating
Prof. Dr. Ralf T. Kreutzer
35. Do we have to change key terms in marketing?
Customer Relationship Management
Customer Managed Relationship
Erich Joachimsthaler, Berlin, 2012
Prof. Dr. Ralf T. Kreutzer
36. 2. Imperative!
We have to check whether our organization
is fit to “welcome“ the
“Masters of Communication“
and the
“Masters of Service“!
Prof. Dr. Ralf T. Kreutzer
37. There´s also a new definition of ROI concerning these developments!
Risk of Ignorance
Prof. Dr. Ralf T. Kreutzer
38. Coping with these challenges requires much more information!
Background: ”law of disproportionalities of information”
The more information we have about consumers, decision-makers, or
companies, the more tailored services we can develop.
I. e., we need more information on customers’ interests and needs in order
to provide them with less, but more relevant information.
Prof. Dr. Ralf T. Kreutzer
39. Therefore we – and our customers – have to obey a new equation!
More
(relevant)
Less privacy
one-to-one
offers
Trust
Prof. Dr. Ralf T. Kreutzer
40. This could lead to …
A learning relationship!
A trusting relationship!
Don Peppers/Martha Rogers, Managing Customer Relationships, 2011; Don Peppers/Martha Rogers, Extreme Trust, 2012
Prof. Dr. Ralf T. Kreutzer
41. Trust “in the eyes of our customers“ requires …
The unified view of the
multi-dimensional customer!
Prof. Dr. Ralf T. Kreutzer
42. 3. Imperative!
We have to teach our customers the equation
“less privacy“ for “more relevant services“.
We have to create the data-based “unified
view of the multi-dimensional customer“!
We have to provide our employees at the
customer trust points with the necessary
information to generate trust and a one-to-
one service experience!
Prof. Dr. Ralf T. Kreutzer
43. Our overall challenge:
creation of a passion-driven “service excellence turbine“
Multi Unified
channel view
Innovation
Integrated manage-
communi- ment
cation
Customer
Marketing Customer
proximity
Service
retention Employee
status quo inte- Implemen- excellence
Analysis of gration
status quo
tation
Prof. Dr. Ralf T. Kreutzer
44. Are our employees prepared for this change?
Remember: all business is people business!
Jens Hartmann, Employer Branding, 2011
Prof. Dr. Ralf T. Kreutzer
45. Is our organization prepared for this change?
How do we organize the responsibility for customer relationships?
CFO CEO CPO
Relationship Manager Community Manager
Prof. Dr. Ralf T. Kreutzer
46. Is our organization prepared for this change?
How do we organize the responsibility for customer relationships?
CFO CEO CPO
Community Task Force
Prof. Dr. Ralf T. Kreutzer
47. Is our organization prepared for this change?
How do we organize the responsibility for customer relationships?
“Commissary
for cordiality“
Prof. Dr. Ralf T. Kreutzer
48. Is our organization prepared for this change?
How do we organize the responsibility for customer relationships?
CFO CEO CPO
What about the position of a
CCO – Chief Community Officer
or a
CEO – Chief Experience Officer
when customer relations are the key to success?
Prof. Dr. Ralf T. Kreutzer
49. Remember: Digital change has to be managed carefully!
Which challenges constrain your digital strategy?
81
need to acquire new skills
historically grown IT landscape
43
constrains integrated concepts
lacking expertise to connect mobile
43
platforms with ERP software of the company
generation gap among employees only
28
allows for evolution instead of revolution
14
digital strategy was formulated sequentially
9
concept is too focused and isolated
virtual sales channel constitutes a
9
threat for established channels
Santiago Campillo-Lundbeck, Horizont 25/2012, p. 18; study in Germany, Camelot Management Consultants, n = 100 managers, multiple answers possible
Prof. Dr. Ralf T. Kreutzer
50. But remember: It‘s easier to kill an organization than to change it!
CEO (Chief Executive Officer)
CDO (Chief Destruction Officer)
Tom Peters, The Circle of Innovation
Prof. Dr. Ralf T. Kreutzer
51. With Galileo Galilei we can state:
“And yet it moves!“
Are we ready to move with it?
Prof. Dr. Ralf T. Kreutzer
52. Thank you for your attention!
Prof. Dr. Ralf T. Kreutzer
Marketing and Management Consultant
Berlin School of Economy and Law
Badensche Str. 50-51
10825 Berlin
kreutzer.r@t-online.de
0049-171-8668285
Prof. Dr. Ralf T. Kreutzer