In today’s world, companies are part of a complex environment, and to cope with uncertainty is the main problem of strategic management. At the latest with the change from seller to buyer market in the 70s, companies cannot see themselves apart from their surroundings, and no company exists in isolation. A world has emerged in which converging technologies and markets, swirling competition, and innovation can outdate established industry structures overnight.
In the past, the world of business was neatly divided into primary, secondary and third sectors while today, the third sector cannot be seen apart from the others. Service becomes more important as time perceives. This orientation leads companies into the understanding that interdependencies with their customers determine the organisation, in which resources, activities and actors are linked to each other. The focus on customers grants at least some stability in the fast changing environment of companies. However, the customers react to environmental changes and put challenging demands on their suppliers. Especially new information technology is a driving force for relationships but asks for the demanding task to contribute information on multiple channels at the same time. The Boston Consulting Group (BCG) notes, “the online channel has a profound influence on consumer’s behaviour”. Especially the internet has revolutionized customer relationships and “the revolution is far from over”.
Businesses have become more multifaceted through the developments in the information and communications technology – the internet, mobility and multimedia. Many authors see a digital revolution taking place today and stress that this is a driving force behind many changes in companies. Businesses cannot afford to ignore digital influences and have to make it a leading priority during the next half-decade. Therefore the terminology “Multichannel” seems to be “one of the hottest topics in Europe” where different alternatives of channels should lead to a cohesive whole.
When the “digital revolution” is considered in the strategy of companies, planning tools of the past decades seem not sufficient, and even misleading. While changes in the technology are certain, their exact form is unclear. In those dynamic conditions, managers need to consider the environment of the future, not just of the past and the emphasis for planners should change from forecasting to foresight.
Inhaltsverzeichnis (Table of Contents)
- INTRODUCTION
- BACKGROUND
- PROBLEM AREA
- AN OPTION TO FACE THE PROBLEM OF UNCERTAINTY.
- COMPANY VESTMANLAND LÄNS TIDNING, VÄSTERÅS (VLT).
- REASONS FOR THE SELECTION OF THE COMPANY.
- ORGANISATION OF THE CHAPTERS
- AIM OF THE PAPER..
- RESEARCH QUESTIONS
- DELIMITATION.
- TARGET GROUP
- DISPOSITION
- METHODOLOGY......
- SCIENTIFIC AND METHODOLOGICAL APPROACHES
- INDUCTION/DEDUCTION / ABDUCTION
- DATA COLLECTION
- Secondary Data.
- Primary Data...
- QUALITATIVE METHOD
- VALIDITY AND RELIABILITY..
- Validity..
- Reliability..
- DESCRIPTION OF VLT.
- COMPANY INFORMATION.
- COMPANY SITUATION
- COMPANY STRATEGY.
- GUIDELINE THROUGH THE ANALYTICAL CHAPTERS
- CONNECTING LINKS BETWEEN CHOSEN THEORIES.
- ORGANIZATION OF THE ANALYTICAL CHAPTERS.
- ANALYSIS OF THE RM AT VLT
- INTRODUCTION
- EXTERNAL RM
- The Augmented Service Offering
- Adaptation - following customers' requests.
- Branding..
- CRM: a RM Tool.
- INTERNAL MARKETING..
- Theoretical Aspects...........
- Internal Marketing at VLT..
- IMPACT OF INFORMATION TECHNOLOGY ON RM.
- General Aspects......
- Impact at the Newspaper Business and thus at VLT..
- SUMMARY..
- MULTI-CHANNEL STRATEGY
- LEAD IN
- CHANGE TO A MULTI – CHANNEL STRATEGY.
- Strategic Change..
- Internal Structure..
- Multiple Channels..
- Internal Structure..
- SUMMARY...
- Strategic Change..
- RECOMMENDATIONS
- ADAPTATIONS..
- CUSTOMISATION.
- DATABASES
- LAYOUT OF THE WEBSITE..
- PROFIT ON MULTI-CHANNELS.
- GENERAL RECOMMENDATION FOR THE MANAGEMENT GROUP
- SCENARIO TECHNIQUE AS A STRATEGIC TOOL FOR VLT.
- BASICS FOR THE TOOL: SCENARIO TECHNIQUE…..
- History
- Scenarios-definitions and goals
- Preparation....
- METHOD TO CREATE SCENARIOS.
- APPLICATION OF THE SCENARIO - TECHNIQUE AT VLT.
- Analysis of the task
- Practical Application at the Newspaper Company VLT.
- Analysis of the Environment.
- Theoretical Aspects
- Practical Application at the Newspaper Company VLT.
- Projections....
- Theoretical Aspects.
- Practical Application at the Newspaper Company VLT.
- Combining Alternatives and Creating Scenarios .
- Theoretical Aspects
- Practical Application at the Newspaper Company VLT
- Analysis of consequences and scenario transfer.
- Theoretical approach.
- Practical Application at the Newspaper Company VLT.
- Analysis of disturbing events..
- Analysis of the task
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
The study aims to analyze the scientific context in which a newspaper company like VLT can meet the demands of customers. It explores the challenges of implementing these demands across multiple channels, analyzes future options using scenario techniques, and ultimately provides recommendations for VLT to satisfy customers.
- Customer Relationship Management (CRM) and its role in multi-channel strategy.
- Impact of technological changes on the newspaper industry and customer behavior.
- Strategic adaptations needed for newspapers to thrive in a multi-channel environment.
- Scenario planning as a tool for anticipating and responding to future challenges.
- The importance of understanding customer needs and preferences in developing effective multi-channel strategies.
Zusammenfassung der Kapitel (Chapter Summaries)
The initial chapters of the paper establish a foundation by outlining the background, problem area, and the selected company VLT. This is followed by a detailed explanation of the research methodology used, including both primary and secondary data collection techniques. The paper then delves into the analysis of Customer Relationship Management (CRM) at VLT, exploring external and internal CRM perspectives, as well as the impact of information technology. Moving forward, the study analyzes the shift toward a multi-channel strategy, outlining the theoretical foundations and practical implications for VLT. It also addresses the challenges and opportunities associated with this change, including the need for strategic adaptation and the importance of customer data. Finally, the paper proposes recommendations for VLT's multi-channel strategy, emphasizing the value of customized approaches, comprehensive databases, and a user-friendly website. The study also introduces scenario techniques as a strategic tool for VLT, detailing the process of creating scenarios and analyzing potential consequences.
Schlüsselwörter (Keywords)
The core keywords and topics of the study revolve around multi-channel strategy, customer relationship management, scenario techniques, newspaper industry, and technological change. The study explores the challenges and opportunities facing newspaper companies in the digital age, emphasizing the importance of adapting to customer demands and leveraging multiple channels to maintain a competitive edge.
- BASICS FOR THE TOOL: SCENARIO TECHNIQUE…..
- Quote paper
- Manja Ledderhos (Author), 2003, Strategy on Multiple Channels - Customer Relationships as a driving force for a multi-channel strategy: a view on today and tomorrow at VESTMANLANDS LÄNS TIDING, Munich, GRIN Verlag, https://www.grin.com/document/14879
