marcom10 capital id 2
DESCRIPTION
Presentation from Dennis Steen about "Crossing the Chasm in Marketing Resource Management” in Amsterdam (june 2010)TRANSCRIPT
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“Crossing the Chasm in Marketing
Resource Management”
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Titel
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“Crossing The Chasm” in MRM!
InnovatorsEarly
Adopters
Early
Majority
Late
MajorityLaggards
Area under the curve represents number of customers
“The Chasm”
Technology Adoption Lifecycle
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Plan
Measure
Analyze
Develop
ShareExecute
Automatisering van marketingcommunicatie
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Randstad: Voorbeeld van een Business Case
Presentatie in New York
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Over ID managerover de ‘Business Case’
BRAND TOOLKITBRAND TOOLKIT
ASSET MANAGEMENT
ASSET MANAGEMENT
PLANNING & BUDGETINGPLANNING & BUDGETING
CAMPAIGNMANAGEMENT
CAMPAIGNMANAGEMENT
PROCUREMENTPROCUREMENT
PERFORMANCEPERFORMANCE
CLARITY OF MESSAGE
CLARITY OF MESSAGE
CONSISTENT EXPRESSIONCONSISTENT EXPRESSION
SUSTAINABLE GROWTH
SUSTAINABLE GROWTH
COMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGE
VALUE CREATION
VALUE CREATION
MARKETING EFFECTIVENESS
MARKETING EFFECTIVENESS
Brand Portfolio Growth
Brand Portfolio Growth
Increased ProfitabilityIncreased
Profitability
Global leverageGlobal leverage
ID m
anag
er a
pplic
atie
s
Voo
rdel
en
Share holder valueShare holder value
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MRM: Best Practises“Marketing Challenges in different industries”
Banking &Insurance
B2B, Transport& Industry
Humanresources
Utilities Public sector& Education
Retail &CPG
Media & Telecom
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De “Chasm” versus de uitdaging
DAM MRM EMM
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Over draagvlak...... mmmmBeslissers
Gebruikers
Uitvoerders
Leveranciers
Financiers SponsorsOpdrachtgevers
Gedelegeerdopdrachtgever
ToetsersGebruikers
‘Slachtoffers’Klanten
Beheerders
ToeleveranciersChefs vanprojectleidersen medewerkers
ProjectleidersMedewerkers
Derden
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Actor 1
Actor 2
Actor 3
Actor 4
Actor 5
Actor 6
Actor 7
Actor 8
Actor 9
Ontvankelijk Aandacht Begrip Acceptatie Steun
Over draagvlak... Agenda’s?
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Het speelveld! Consulting
Front officeBack office
System integration
ManagementConsultants
Advertising firms
Internetcompanies
E-businessarchitecture
WebsiteDesignersTraditional
IT firms
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MRM / EMM: The Business Case
• Electronic Business
• Time-to-market
• Globalisatie
• Virtualisatie
• Eén op één marketing (Customer care)
• Labelling
• Multi channel Dual pricing
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Van de kelder naar de zolder of “Quick Wins”
ProcesOnder-steuning
Als kritische succesfactor
Als missie-element
Strategisch hulpmiddel
Impa
ct o
p or
gani
satie
Impact op omgeving
information
sharing
product
information
service
order &
supply
collaboration
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Titel
Expand
Create
Bypass
Reduce
Toegevoegde
waardecreatie
Hoe helpt MRM mij een nieuw merk te
introduceren?
Hoe kan ik via MRM schakels in de keten
verminderen?
Hoe kan ik via MRM klanten bereiken en
managen?
Hoe kan ik via MRM kosten reduceren in front- en backoffice?
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Titel
Tsja.... Goh....
infrastructuur
management
processen
mensen & cultuur
MRM
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TitelDe eerste vier fasen dragen ertoe
bij dat de verstarde status-quoin beweging komt.
In de fasen vijf tot en met zevenworden veel nieuwe methodenvan aanpak geïntroduceerd.
Tijdens de laatste fase worden deveranderingen in de organisatie-
cultuur verankerd.
Bron: Kotter, leading change’
Urgentiebesefvestigen
Leidende coalitievormen
Visie en strategieontwikkelen
Veranderingsvisiecommuniceren
Door empowermentdraagvlak creëren
Korte termijnsuccessen genereren
Verbeteringenconsolideren
Verankering in deorganisatiecultuur
Tsja... Goh....
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Titel
“Strategic drivers” voor MRM
Driver very high high normal limited none
Importance
Increase market share
Improving service level
Increase cross selling
Increase volume of sales
Increase repeat selling
Improve (product) market image
Improve flexibility in pricing
Improve flexibility in contracting
Penetrate new market
Decrease no. of claims
Reduce time-to-market
Reduce delivery time
Reduce production cost
Reduce inventory levels
Reduce no. of partners
Reduce A/R time and no.
Shorten product life cycle
Reduce rework & waste
other: . . . . . . . . . . . . . .
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