Effektives Customer Relationship Management durch Intermediation

Bestehende Modelle im Customer Relationship Management (CRM) weisen diverse Schwachstellen auf. Erstens sind viele Kunden durch die gro��e zu verarbeitende Informationsmenge ��berfordert, zweitens gelingt es vielen Anbietern nicht, die Konsistenz und Relevanz der gesammelten Kundendaten zu gew��hrleisten, und drittens bringen Kunden den Anbietern nicht das Vertrauen entgegen, das f��r eine umfassendere Offenlegung von Kundendaten erforderlich w��re. Durch die Einschaltung eines Intermedi��rs k��nnen diese Schwachstellen gemildert werden. Zus��tzlich bietet die Intermediation die M��glichkeit, Transaktionskosten zu senken, die Macht der Kunden zu b��ndeln und die Beziehungen zu Kunden zu intensivieren. Erm��glicht wird dies durch die engere Verkn��pfung der Kommunikations- und der Einkaufsfunktionalit��ten des Internets. Als Erfolgsfaktoren gilt es, die kritische Masse und das erforderliche Vertrauen zu erreichen sowie einen wesentlichen Beitrag zur Wertsch��pfung zu leisten.

Die Bedeutung von Business Rules im Customer Relationship Management

Der Beitrag diskutiert M��glichkeiten zur Automatisierung von Kundenbeziehungsprozessen im Customer Relationship Management mit Hilfe von Business Rules. Anhand einer CRM-Architektur werden Anwendungsm��glichkeiten er��rtert und am Beispiel einer Cross-Selling-Kampagne vertieft. Technische Aspekte werden dabei nicht im Detail betrachtet. Der Schwerpunkt liegt vielmehr in der Diskussion von Automatisierungs- und Integrationspotenzialen durch den Einsatz von Business Rules, wie sie in zunehmend individualisierten Kundenbeziehungen in Massenm��rkten gegeben sind.

Fuzzy Online Reputation Analysis Framework

The fuzzy online reputation analysis framework, or ���foRa��� (plural of forum, the Latin word for marketplace) framework, is a method for searching the Social Web to find meaningful information about reputation. Based on an automatic, fuzzy-built ontology, this framework queries the social marketplaces of the Web for reputation, combines the retrieved results, and generates navigable Topic Maps. Using these interactive maps, communications operatives can zero in on precisely what they are looking for and discover unforeseen relationships between topics and tags. Thus, using this framework, it is possible to scan the Social Web for a name, product, brand, or combination thereof and determine query-related topic classes with related terms and thus identify hidden sources. This chapter also briefly describes the youReputation prototype (www.youreputation.org), a free web-based application for reputation analysis. In the course of this, a small example will explain the benefits of the prototype.

I shouldn't have to do this: Illegitimate tasks as a stressor in relation to organizational control and resource deficits

The performance of tasks that are perceived as unnecessary or unreasonable, illegitimate tasks, represents a new stressor concept that refers to assignments that violate the norms associated with the role requirements of professional work. Research has shown that illegitimate tasks are associated with stress and counterproductive work behaviour. The purpose of this study was to provide insight into the contribution of characteristics of the organization on the prevalence of illegitimate tasks in the work of frontline and middle managers. Using the Bern Illegitimate Task Scale (BITS) in a sample of 440 local government operations managers in 28 different organizations in Sweden, this study supports the theoretical assumptions that illegitimate tasks are positively related to stress and negatively related to satisfaction with work performance. Results further show that 10% of the variance in illegitimate tasks can be attributed to the organization where the managers work. Multilevel referential analysis showed that the more the organization was characterized by competition for resources between units, unfair and arbitrary resource allocation and obscure decisional structure, the more illegitimate tasks managers reported. These results should be valuable for strategic-level management since they indicate that illegitimate tasks can be counteracted by means of the organization of work.