1,721,204 research outputs found
Computerized information processing in the private household: First outlook on business impacts
No full textThere is a particular tendency to identify the private household as a significant target group for technology and content providers. The high relevance of an interdisciplinary treatment of this subject for business, science and politics is obvious. The residential applications for the household can be subdivided into several main types, all of which are based on a common technological infrastructure. In the near future a huge market potential will arise from the converging markets of information processing, telecommunication and consumer electronics. This will have an impact in the home and will lead to an innovative supply of products and services restructuring and will change the matters of private life. The article emphazises the strategic importance of the "Computerized Information Processing in the Private Household” (CIPHo) for business administration and information technology
Die computerunterstützte Informationsverarbeitung der privaten Haushalte als Herausforderung für Wissenschaft und Wirtschaft
No full textDie computerunterstützte Informationsverarbeitung der privaten Haushalte als Herausforderung für Wissenschaft und Wirtschaft
No full textSelf-Services in Customer Relationships: Balancing High-Tech and High-Touch Today and Tomorrow
No full textSelf-services in customer relationships are becoming increasingly important—a development that has been boosted by customers' increasing and diverse use of the Internet. Banks have, for example, created online-only products and airlines offer special discounts for passengers booking online. This paper approaches self-services from three directions. Firstly, a chronological review of the literature in this field is provided in order to get an idea of how scholars address the self-service phenomenon. Secondly, based on these theoretical foundations, we discuss today's self-service activities by presenting the results of a study that we conducted. We identify the balancing of high-tech and high-touch as today's key challenge to self-service systems. Finally, we propose three trends that we expect to be incorporated into the next generation of self-services. These trends are geared towards achieving a balance between high-tech and high-touch. They encompass the integration of self-services with traditional customer touchpoints, the use of voice-based technologies, and the deployment of persona design in the development of self-service applications
Status Quo und Handlungsoptionen im Retail-Banking
No full textSelbstbedienungsautomaten sind ein fester Bestandteil der Distribution im Retail-Banking. Neuere Vertriebskanäle wie Online-, Call Center- und Mobile Banking scheinen jedoch im Zuge des Multikanalmanagement mehr Aufmerksamkeit und Investitionen auf sich lenken zu können, während Automaten meist unter Rationalisierungsaspekten betrachtet werden. Gleichzeitig wird in der Literatur aber auch das Potenzial von Selbstbedienungsautomaten, beispielsweise für das Kundenbeziehungsmanagement, hervorgehoben. Dieser Beitrag zeigt zunächst aus Praxissicht die gegenwärtige Position von Selbstbedienungsautomaten im Multikanalmanagement. Daraufhin werden die Möglichkeiten des Customer Relationship Management sowie des Outsourcing als zwei wesentliche Gestaltungsbereiche für zukünftige Automatenkonzepte vorgestellt
Strategy Alignment of Mobile Solutions in Customer-Oriented Processes
No full textIn this paper we analyze how companies define their strategy, especially how they interact with and appear to the customer. Based on a framework of five goals in customer oriented strategy, we classify seven cases. Analyzing the strategic premises and the processes chosen to be supported by mobile solutions, we show interdependencies between the strategic premises and the selected processes, resulting in typical properties which qualify processes for mobilization
Lessons from the Financial Services Industry in Germany and Switzerland
No full textThe recent integration of the financial services industry and many financial services companies' decisions to focus on their core competencies have led to financial services companies joining in business networks. These networks naturally face quite a few issues to ensure that these cooperating companies have an integrated approach to Customer Relationship Management (CRM). In this article we describe these issues as we identified them after an analysis of six financial services companies that are all part of different financial services networks. The main obstacles to a uniform approach towards customers are found in business processes and information systems that are not integrated well enough. Some companies' customer-oriented business processes only know their customers partially, which is especially noticeable in after-sales service management and complaint management processes. However, the source of most of the issues to be found in such shared CRM processes is the limitations presented by the various companies' information systems' infrastructure. Obtaining a broad view of a customer relationship becomes complicated if the integration of systems containing customer knowledge, such as operational and analytical CRM systems as well as transaction systems, is limited. An improved integration of these systems could not only to improve the quality of customer consultancy, but could also encourage the further development of a customer's potential. To illustrate how a modern CRM application systems should be designed in financial services networks, we present a best practice case study of a leading financial services network in Germany. Based on the issues mentioned above and on best practice we propose five recommendations for a step-by-step improvement in customer relationship management in business networks
Towards a procedure model in terminology management
No full textPurpose – There is a lack of efficiency when dealing with information and searching for the right content. Aims to present a procedural model which in essence is a generalized approach to terminology management, with which to build and maintain glossaries and taxonomies. Design/methodology/approach – In addition to an extensive literature review, analysis of three action research cases with several corporate partners is presented. The first case focuses on the introduction of a glossary for a Swiss insurance company. The second illustrates the results from setting up a corporate taxonomy at an international professional services firm. The third case combines glossary and taxonomy for document classification and retrieval. Findings – Glossary and taxonomy are suitable for solving a wide range of terminological defects. Usage and maintenance processes play a central role in the management of terms and should be well defined. Only a well‐suited trade‐off between centralized and decentralized terminology management will be sustainable. Research limitations/implications – Other means besides clearly defined processes have to be defined to clearly eliminate certain issues. Furthermore, there is the question of whether the implementation of terminology management could benefit certain types of companies in certain industry branches more than others. Practical implications – Concrete actions that have to be taken into consideration when introducing glossary and taxonomy systems. Originality/value – Proposes a procedural model for the introduction of glossary and taxonomy as well as the cultivation of a corporate terminology
Status Quo und Handlungsoptionen im Retail-Banking
No full textSelbstbedienungsautomaten sind ein fester Bestandteil der Distribution im Retail-Banking. Neuere Vertriebskanäle wie Online-, Call Center- und Mobile Banking scheinen jedoch im Zuge des Multikanalmanagement mehr Aufmerksamkeit und Investitionen auf sich lenken zu können, während Automaten meist unter Rationalisierungsaspekten betrachtet werden. Gleichzeitig wird in der Literatur aber auch das Potenzial von Selbstbedienungsautomaten, beispielsweise für das Kundenbeziehungsmanagement, hervorgehoben. Dieser Beitrag zeigt zunächst aus Praxissicht die gegenwärtige Position von Selbstbedienungsautomaten im Multikanalmanagement. Daraufhin werden die Möglichkeiten des Customer Relationship Management sowie des Outsourcing als zwei wesentliche Gestaltungsbereiche für zukünftige Automatenkonzepte vorgestellt
Mobilizing customer relationship management: A journey from strategy to system design
No full textPurpose – The bursting of the e‐bubble affected expectations with regard to mobile initiatives and willingness to invest in them very negatively. Business managers request detailed and thorough analyses prior to engaging in mobile initiatives. The paper aims to present a method, with which mobile business can be introduced to the customer relationship management (CRM) field. Design/methodology/approach – The paper follows the design science paradigm as outlined by March and Smith, and Hevner et al. Findings – The findings provide a framework for the definition of a mobile CRM strategy derived from the corporate strategy, suggest a method for the identification and exploitation of the mobilization potential in CRM processes in line with the strategy, and provide guidance for the design of mobile information systems to support these processes. Research limitations/implications – The proposed method extends the body of available methods with a method for the introduction of mobile ISs into marketing, sales and service organizations. As design research, it does not strive for statistical generalization. The level of detail given in the elements of the method is to be increased in further research. Practical implications – The method helps to reduce risk and uncertainty of mobile CRM initiatives, since it provides a structured and consistent procedure for the definition of goals, the identification of potentials for the fulfillment of these goals as well as recommendations for the systematic exploitation of these potentials. Originality/value – With the application of this structured method, an organization should be able to avoid the pitfalls of technology‐driven information technology initiatives which various companies have experienced, particularly with mobile technologies
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