Online Resource Orchestration

Online Resource Orchestration Master Thesis from Jordi Simons who will graduate at the University of Amsterdam for the degree Master of Science in Management with a specialization in Strategy. Student:

Jordi Simons Student’s No. 10278796

Institution:

University of Amsterdam Faculty of Economics and Business Executive Programme in Management Studies, Specialization in Strategy

Supervisor:

Drs. Roger Pruppers University of Amsterdam, Amsterdam Business School

Date:

5th of February 2014

“What is the impact of the online context on the orchestration of marketing related resources and capabilities?”

Acknowledgement Before I show my appreciation to all people that have supported me, I would like to convey my special thanks for the help that I gained from my beloved mother, Lidia Guillamón, during my whole study career. I started studying on an intermediate vocational education (MBO) in international entrepreneurship, worked myself up to an university of applied sciences for my bachelor in business economics and marketing and later to the University of Amsterdam for my master in management studies, with a specialisation in strategy. Managing to successfully complete these studies is like a dream come true, as I have worked 10 years to get here. This shows that even if nobody thinks you are smart, you can still achieve goals. During all the setbacks and successes on my studies, my mother was there to support me. She was of great help to me with my master thesis, helping out with transcribing the interviews. This helped me a lot as time was one of my most valuable resources, during the whole process. I would also like to thank my supervisor, drs. Roger Pruppers, who has guided me a lot with the process and always gave valuable feedback. Thanks to his assistance I was able to get my thoughts structured on paper, which was one of the biggest challenges for me. Next to him I would also like to thank my cousin from the US, Vincent Koppelmans, PhD who gave advice via Skype in how to write my thesis. At last I want to thank my colleague, Vivienne van Oosterum, MA who supported me a lot and helped me fine-tuning my master thesis. I wish you lots of reading pleasure! Kind regards,

Jordi Simons

MASTER THESIS: ONLINE RESOURCE ORCHESTRATION

Abstract Do you like music and online marketing? Try online resource orchestration. Music is the silence between the notes, but if you do everything at the same time, you only hear one big bang and then you are done. But if you manage the silence between the notes, you will hear a beautiful symphony. This research shows how managers should orchestrate its marketing related resources and capabilities to respond successfully to the dynamically changing online context. Today’s research has learned us a lot about management theory and how organizations can create competitive advantages, next to that we also know that the Internet is growing enormously. But no research has been done in the field of online resource management, connecting management theory with the online environment. That is why we asked ourselves the question, what the impact is of the online context on the orchestration of marketing related resources and capabilities. To answer that question, a qualitative research based on fourteen interviews - including General-, Marketing- and Brand Managers from smaller-, medium-sized and bigger companies - was chosen to give answer to the main research question and the ensuing propositions. Combining the literature with the results from the interviews and additional data shed more light into what the influence of the Internet is on the management of marketing related resources and capabilities within the online context. We learned that business models have to be revised and that customers are becoming more central to organizations, as the Internet has a huge impact on buyers (79%). We also learned that online is only a manner to reach goals, and is not a goal itself. Stating that possessing valuable online resources does not lead directly to competitive positions. This means that the Internet can help to create competitive advantages, especially by creating a higher findability and by improving communication, but the Internet did not made it easier. Highly skilled professionals have a positive influence on how organizations can be more innovative, which are one of the most important resources to make a difference. Learning from this study is therefore important from a scientific point of view; we strive to open the black box of the management of marketing related resource orchestration within an online context. From a practical point of view, we want to inspire managers to be successful conductors creating the best symphony with their organization within the online context. Keywords: resource orchestration, online marketing, competitive advantage, strategy


Index ACKNOWLEDGEMENT ......................................................................................................... ABSTRACT ................................................................................................................................ INDEX ......................................................................................................................................... 1. INTRODUCTION ................................................................................................................ 1 1.1 RUNNING A BUSINESS IS LIKE CONDUCTING AN ORCHESTRA .............................................. 1 1.2 MANAGING ONLINE ACTIVITIES WITH MARKETING RELATED RESOURCES .......................... 2 1.3 WHAT THIS STUDY IS ALL ABOUT ...................................................................................... 3 1.4 ELEMENTS THAT WILL NOT BE COVERED ........................................................................... 3 1.5 SCIENTIFIC CONTRIBUTION FOR STRATEGIC THEORY ......................................................... 4 1.6 MARKETING RESOURCES ORCHESTRATION WITHIN AN ONLINE CONTEXT .......................... 4 1.7 MANAGERIAL CONTRIBUTION FOR ORGANIZATIONS .......................................................... 5 1.8 STRUCTURE OF THE RESEARCH .......................................................................................... 6 2. RESOURCES ORCHESTRATION ................................................................................... 7 2.1 RESOURCES AND CAPABILITIES.......................................................................................... 7 2.2 EVOLUTIONARY PERSPECTIVE ........................................................................................... 8 2.3 RELEVANCE FOR MANAGEMENT ........................................................................................ 9 2.4 RESOURCE ORCHESTRATION ............................................................................................ 10 2.5 WHEN RESOURCES ORCHESTRATION MATTERS ................................................................ 13 3. ONLINE RESOURCES ..................................................................................................... 15 3.1 BEING DIFFERENT USING THE INTERNET .......................................................................... 15 3.2 ONLINE TRENDS AND DEVELOPMENTS ............................................................................. 16 3.3 DIFFERENCES BETWEEN ONLINE AND OFFLINE ................................................................. 17 3.4 REVISING THE MARKETING MIX FOR THE WEB ................................................................. 19 3.5 MARKETING RELATED RESOURCES & CAPABILITIES ........................................................ 20 3.6 IMPORTANCE OF ONLINE RESOURCES ORCHESTRATION.................................................... 21 3.7 CONCEPTUAL FRAMEWORK FOR ONLINE RESOURCES ORCHESTRATION ........................... 22 4. EXPLORING ONLINE RESOURCE ORCHESTRATION ......................................... 26 4.1 PROPOSITION DEVELOPMENT ........................................................................................... 26 4.1.1 BREADTH OF ONLINE RESOURCE ORCHESTRATION ........................................................ 26 4.1.2 DEPTH OF ONLINE RESOURCE ORCHESTRATION ............................................................ 28

4.1.3 LIFE CYCLE OF ONLINE RESOURCE ORCHESTRATION ..................................................... 29 5. METHODOLOGY ............................................................................................................. 32 5.1 RESEARCH SETTING ......................................................................................................... 32 5.2 DATA COLLECTION .......................................................................................................... 33 5.3 INTERVIEW QUESTIONS .................................................................................................... 35 5.4 DATA ANALYSIS .............................................................................................................. 36 5.5 LIMITATIONS ................................................................................................................... 37 5.6 METHOD SECTION CONCLUSION ...................................................................................... 37 6. RESULTS OF THE RESEARCH .................................................................................... 39 6.1 BREADTH OF THE ORGANIZATION .................................................................................... 39 6.2 DEPTH OF THE ORGANIZATION ......................................................................................... 46 6.3 LIFE CYCLE OF THE ORGANIZATION ................................................................................. 51 6.4 ADDITIONAL DATA .......................................................................................................... 55 7. DISCUSSION ..................................................................................................................... 57 7.1 REVIEWING THE PROPOSITIONS........................................................................................ 57 7.1.1 BREADTH OF ONLINE RESOURCE ORCHESTRATION ........................................................ 58 7.1.2 DEPTH OF ONLINE RESOURCE ORCHESTRATION ............................................................ 63 7.1.3 LIFE CYCLE OF ONLINE RESOURCE ORCHESTRATION ..................................................... 66 7.2 ANSWER TO THE RESEARCH QUESTION ............................................................................ 70 7.3 THEORETICAL CONTRIBUTION ......................................................................................... 71 7.4 MANAGERIAL IMPLICATIONS ........................................................................................... 73 8. CONCLUSION ................................................................................................................... 79 8.1 LIMITATIONS AND FURTHER RESEARCH ........................................................................... 80 BIBLIOGRAPHY .................................................................................................................. 82 APPENDIX ............................................................................................................................. 87


1. Introduction 1.1 Running a business is like conducting an orchestra Picture yourself in an orchestra, where you have artists playing the music and the conductor who directs them. And then, there you are. Determining the value of the whole process. From a managerial perspective you see lots of commonalities between conducting an orchestra and managing a business. During the Management Studies courses, it became clear that there are different points of view when we are talking about doing business. A company for example can focus on its resources (the assets it has within a company) or on the market (opportunities in the external environment). The conductor decides where the focus will be, just as a manager does in a company. Both do their best to let the audience enjoy as much as possible. When I worked at T-Mobile, I had the assignment to optimize the work processes of the ECommerce department. In this department lots of online marketeers, developers, content editors, sales managers and so on were working at the same place. The idea was to connect these people to work more efficiently and effectively together. But I did not know how to orchestrate the firm’s resources within this online context, for example by using the Resource Orchestration framework (Sirmon, Hitt, Ireland, & Gilbert, 2011). This is a model that enables managers to orchestrate resources by focusing on the breadth, depth and life stages of an organization. There was and still is no answer into how to manage marketing related resources using the Resource Orchestration framework, within this so-called “online context”. From an online perspective, the existing marketing mix model had to be revised to be applicable for online marketing activities. This happened with the introduction of the webbased marketing mix framework (Constantinides, 2002). In this framework the existing 4 P’s: product, price, place and promotion were transformed into the 4 S’s: scope, site, synergy and system. This enabled organizations to address the issue of building the organization, human and knowledge infrastructure needed to efficiently operate online.

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Now that there is a web-based marketing mix, we know what aspects are important when online marketing resources are deployed. Like knowing the scope of your company, who we are, what our purposes and customer expectations are on the Internet and how we can motivate the customer to do what we wish them to do. But you also need to take the processes that have to be managed within an organization into account. Also think of the integration of the front, back and third party office. Partnerships are important to outperform competition, if a company chooses to focus on its core. But we still do not know which resources are needed and how to manage (orchestrate) these. So the question now is: how does a company orchestrate its marketing related resources and capabilities to deliver the highest customer value within an online context? At this moment there is no specific answer to that question. What is known is which marketing resources (such as knowledge, financial, physical, human, organizational etc.) and capabilities (such as dynamic, cross functional, specialized and architectural) can be used to gain marketing and business performance (Morgan, 2012). To get a better understanding of marketing resource orchestration within an online context, it is inevitable to do research in this field.

1.2 Managing online activities with marketing related resources Linking the web-based marketing mix framework (Constantinides, 2002) and the marketing resources and capabilities framework (Morgan, 2012) with the resource orchestration framework (Sirmon et al., 2011), gives insight into what a company needs to successfully orchestrate its marketing related resources within an online context. In the following chapters you will be guided through a journey of finding the answer to successful resource orchestration within an online context. During this journey there will be a focus on the creation of a durable competitive advantage, bearing in mind the rapidly changing dynamics of the online environment. This means that not only the achievement of a good working organization is enough. There must be a clear answer that really enables companies to know how to be different; by structuring, bundling and leveraging marketing related resources within an online context.

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A lot of research has been done in the field of management theory, this is important because organizations strive to be different and therefore competitive as a company. Next to that we nowadays see that the Internet is growing enormously and that the Internet usage is relatively high in Europe. Unfortunately no research has been done in the field of online resource management, connecting management theory with the online environment. That is why there is a gap and why this research will be meaningful to managers, who are responsible for the strategic management of online marketing resources. Managers want to know how to deliver the highest value to their customers and receive valuable response back using their online resources. An example of a valuable response can be a completed form on the website or a placed order in the webshop. The exchange of socalled “value” is also known as a “conversion” and is the most important factor in this research, as it reflects the achievement of the goals of an organization or department.

1.3 What this study is all about Existing literature provides insights into how value can be created and captured from a strategic point of view, placing the customer central in the organization and answering how a company can be different. The online context is also becoming more important and resource orchestration within an online context might help. At last we also know what is needed to gain firm performance using marketing resources and capabilities and that process management within an organization is highly important. But what we do not know yet is an answer to the following research question:

“What is the impact of the online context on the orchestration of marketing related resources and capabilities?” 1.4 Elements that will not be covered There are lots of activities that are related to resources within the online context that can be investigated. Choosing only a few that are highly important, will provide the most valuable information. This because doing profound research in a new area, starts by focusing on the foundations of a certain topic. In this case the foundations of online resources orchestration. This means that we want to get more insight into being successful by effectively managing 3


marketing related online resources. So the focus will be on the breadth, depth and life cycle effects of an organization according to the “resource orchestration framework” of Sirmon et al. (2011), knowing how to structure, bundle and leverage marketing resources and capabilities so companies will be able to implement its web based marketing mix.

1.5 Scientific contribution for strategic theory The resource orchestration framework was chosen as a basis for this research because of its practical relevance, authors and its novelty. The authors have done a lot of work in the past few decades collecting empirical data to develop the resource orchestration framework using a meta-analysis. Author David G. Sirmon has a MBA and a PhD degree and is currently Associate Professor at Texas A&M University. He is known as one of the best professors in the world in Strategic Management and Entrepreneurship. Using this strong basis gives the opportunity to add something new that will be of real value, other than building upon a less valuable theory and framework. Targeting at marketing related resources shapes focus that is needed to deliver valuable information. Information that is relevant by looking at the online developments. Narrowing down to the online context also makes the results even more relevant for managers, who are concerned with online marketing activities. The decision to focus on narrowing down is also made to deliver results that are meaningful, relevant and even more reliable than aiming to a more general topic. During the research lots of other - perhaps new - questions will arise. For example: How to execute the strategy in a more operational manner? How can a company be ambidextrous? Or even how creative management creates competitive advantage? These questions might slightly be answered during the research as these questions are closely related to the research question, but the research question will always stand central. It is possible that some of these questions might be answered in the practical implications part in the end of the research, where ideas for further research will be given.

1.6 Marketing resources orchestration within an online context The added value of this research is that more insight will be given into today’s literature on the evolutionary theory. This is the theory behind the question how a firm can sustain superior performance in rapidly changing industries, also known as the theory that is concerned with 4


the creation of dynamic capabilities (Teece, 2007). Dynamic capabilities are used to continuously create, extend, upgrade and protect the company’s unique asset base. This means that the capabilities of an organization enable to sense and shape opportunities and threats, to seize opportunities and to maintain competitiveness. Next to that, this research will build upon earlier research by Sirmon et al. (2011), applying the resource orchestration framework to create competitive advantage in an online context. As this topic is highly related to marketing literature, the conceptual framework of Morgan (2012) - which is about the foundations of marketing resources and capabilities - will be utilized while building upon the literature of Sirmon et al. (2011). The Web-Marketing Mix model of Constantinides (2002) - which is about Web-based marketing mix - will be analysed during the whole journey, finding the answer to the research question. Let me explain this a bit more in detail, in order to create customer equity - which is one of the greatest goals and is the total of discounted lifetime values of all the firm’s customers (Vogel, Evanschitzky & Ramaseshan, 2008) - through the Internet, marketing related online resources are important. Due to the fact that: Online marketeers are concerned with strategic and operational issues of Internet marketing (Constantinides, 2002). So again this shows how important marketing related resources are during the execution of a strategy within the online context. You cannot ignore marketing while you sell products or services online (ecommerce) or deliver customer service without an online marketeer. Integration and synchronization between and within marketing related activities within the firm’s infrastructure is important (Constantinides, 2002).

1.7 Managerial contribution for organizations From a more practical point of view, managers will finally get clear guidelines to manage their organization by strategically implementing online marketing resources. This means that a manager will not only know how companies can be different, but also know how his organization can or cannot manage their online activities to influence online business performance. In which online business performance is the successful exchange of an online delivered value from the company with an action back in return from a (potential) customer.

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1.8 Structure of the research In the upcoming chapter you will be guided to a journey where you will meet the resource orchestration framework, so that you will know exactly what we are talking about. After reading the theory about resources and capabilities, the briefly introduced evolutionary perspective will be discussed, as this is one of the most important topics of today’s management literature. Also the relevance for the management will be discussed. So that you know why resource orchestration really matters.

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2. Resources orchestration This chapter will give insight in today’s strategic management literature, which is about creating and capturing value by successfully deploying resources and capabilities. What this exactly means and why managerial actions are becoming more important will be discussed.

2.1 Resources and capabilities Every company has people, machines (such as printers), places to work at like an office, systems and so on. It can also be stated that the internal factors that strengthen the company are coming from company’s resources. A capability on the other hand is the ability to deploy available resources of a firm into product or service characteristics that are valuable in the eyes of product selectors (Bhansing, Leenders & Wijnberg, 2012). Or in other words, resources are the inputs used by firms to create products and services and capabilities are a firm’s skill at using its resources to create goods and services (Pinkse & Pruppers, 2010). An example of a resource is a manager. You can define resources into tangible resources like a plant or finance and intangible resources like information, knowledge and reputation (Sirmon, Hitt & Ireland, 2007). A strong brand name is an intangible asset too, which helps a company to outperform rivals (Collis & Montgomery, 2008). An example of a capability is management’s strategic decision-making. You can define capabilities into activities like the use of technology, innovation and training and procedures like routines, tricks of the trade and knowledge management (Teece, 2007). So a firm's resources and capabilities include all the financial, human, physical and organizational assets used by an organization to develop, manufacture and deliver products or services to its customers (Barney, 1995). A company thus needs to have resources and capabilities in place to be able to deliver products and services, whereby in an orchestra the conductor wants to let the audience enjoy as much as possible. But how can we let the targeted audience enjoy? From a strategic point of view, it is about being different (Porter, 1996). Especially when we are talking about innovative organizations with an entrepreneurial mind-set (Foss, Klein, Kor, & Mahoney, 2008).

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Being different, that is what distinguishes a successful company from another. But how a company can achieve this is still unknown. Management literature has been investigating this question for years. Even if we know what the differences between companies are, we still need to know how to achieve these. Knowing how to manage this in the long-term is vital to stay different in order to create a sustainable competitive advantage. According to Barney, sustained competitive advantage (SCA) can be achieved when a company acquires and controls valuable, rare, inimitable and non-substitutable (VRIN) resources and capabilities (Barney, 1991), plus the organization being able to absorb and apply them (Kraaijenbrink, Spender, & Groen, 2010). The VRIN framework has been transformed into the VRIO framework, stating that the organization must be well organized in order to capture value from the resources it has created (Barney & Hesterly, 2011). Some authors state that attaining a competitive position or series of competitive positions lead to superior and sustainable financial performance, clarifying that the company has a crosssectional (short term) and longitudinal (long-term) problem, in which the “five forces model” can help to be competitive within an industry (Porter, 1991). Implicitly saying that companies should adjust to the environment, managing the value chain and its systems in order to react to opportunities. So when a manager is compared to an orchestra conductor and he or she wants people to value the delivered goods or services as high as possible, we should manage resources in a different way in order to create a sustainable competitive advantage. Makes sense right?

2.2 Evolutionary perspective The resource-based view does not look enough into the market, neoclassical perspectives have learned us how markets shape the game, but the resource-based view does not focus on this but more on internal factors: restructuring resources and capabilities (Kraaijenbrink, et al., 2010). From a more evolutionary perspective core capabilities become more important (Nelson, 1991), acting on market opportunities using the core competencies a firm has. This is evolutionary because of the fact that there is attention on managers’ resource-focused actions (Sirmon et al., 2011). Also the fact that sustainable competitive advantage can be achieved is questionable in my perception, as monopolies will not survive when barriers disappear. Nowadays building dynamic capabilities becomes more important, monitoring trends and 8


developments in the market and reacting to them through innovation (Christensen, 2001). Having the right resources does not have to lead to competitive advantage and again sustainable competitive advantage is therefore not really achievable. Believing that competitive advantage leads to performance differentials is ok as long as it helps to achieve high performance (Powell, 2001). What I really believe is that firms must have a more entrepreneurial mind-set (Foss et al., 2008). I believe this because entrepreneurs are known for their innovative mind-sets and their managerial actions in rapidly changing dynamic environments. As a manager being creative, alert and judging when using its resources is most important. This because only then you can create dynamic capabilities that are real unique as there is no one who is the same. Just think of Steve Jobs, former CEO of Apple. As in fact every manager or CEO is different and sees the world from another perspective (interpretive asymmetry). According to Foss et al. (2008) the evolutionary theory embraces entrepreneurship as it stands for the production of a collective output that is creatively superior to individual output. Which means that the mental models of managers are heterogeneous in which synthesis brings together the interaction between heterogeneous resources and managerial actions to produce services from resources to gain entrepreneurial rents. This shows that subjectivism of managers gave influence in the production process of an organization and therefore have to be taken into account while developing and executing a strategy.

2.3 Relevance for management A lot of so-called “schools of thought” have been discussed in the past few years. Schools that are concerned how managers look to management theory. Think for example of the design-, planning- and positioning school. The first one, the “design school” is about strategy as a conceptual process, which separates formalization and implementation as it used a top down hierarchy whereby the CEO has all the control (1960's). The second one, the “planning school” is about strategy as a formal process, which aims at lots of steps to analyse and develop strategies (1970’s). The last one of the examples, the “process school” is about strategy as a collective learning (1980’s), which is concerned with the implementation of a strategy whereby theory and practice not always are the same. In particular the process school might be interesting, as it claims that the process comes before the content. It states that the role of leaders will focus more on the management of the process of strategic learning

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(Stoelhorst, 2008). This means that the question on how strategies can effectively be developed is more important than how strategies can contribute to competitive advantage. Strategic choice under conditions of bounded rationality shows the importance to know how managers can be biased in making decisions (Hambrick & Mason, 1984). Every situation has a different impact on managers because of differences in values and cognition that shape the managerial perceptions in order to make strategic choices.

Model: Strategic Choice Under Conditions of Bounded Rationality (Hambrick & Mason, 1984).

Identifying organizational performance is both an objective and subjective phenomenon. Information can of course be interpreted differently and that also accounts for the end goal, using different selection system orientations (Bhansing et al., 2012). For example one manager can focus on delivering the best deals for the customers, giving almost al the margin away and gains market share, while another manager chooses to focus on profit margin, focusing less on market share. The financial end-result can be the same, but you see that the approach is a whole different story. From an evolutionary perspective, organizations need an entrepreneurial mind-set, culture and leadership, that manage resources strategically using creativity and innovative development to create wealth, which is the competitive advantage of firms (Ireland, Hitt, Sirmon, 2003). How managers create the creation of wealth will be discussed in the next paragraph.

2.4 Resource orchestration In the previous paragraph resources and capabilities, the evolutionary perspective and the managerial relevance have been discussed. It can be stated that when we read and link these paragraphs, we can say the following: strategically managing resources and capabilities needs managers with an entrepreneurial mind-set in order to create core capabilities that create 10


wealth, which is the firms’ competitive advantage. So that means that organizations need to give attention on managers’ resource-focused actions (Sirmon et al., 2007). Resource orchestration combines resource management and asset orchestration into a theory that aims at the role of managers’ actions to effectively structure, bundle, and leverage firm resources (Sirmon et al., 2011). That means that this theory is not about “having” the right resources, but about “picking” the right resources. From a more evolutionary and dynamic perspective a company should structure its resource portfolio, bundle its resources to build capabilities and leverage these capabilities to exploit market opportunities (Sirmon et al., 2007). The asset orchestration consists of two primary dimensions: the searching and selection process and the configuration and deployment of (co-specialized) assets. These are concerned with the acquisition of valuable resources (creation of value) and focus on to leverage these resources (capture of value). It is argued that the breadth (scope of the firm’s departments), depth (levels of hierarchy) and life cycle effects (stage of maturity) affect how managers manage their firm’s resources to maximize the likelihood of achieving a competitive advantage (Sirmon et al., 2011). This because of the fact that a young company, which is still in the start-up stage, reacts very differently on market changes than a company that is in the decline-stage. Logical as the focus is on variability instead of conserving resources to survive. But when and how do you have to acquire and manage resources in a way that you can deploy them, in order to create relevant value for your customers? According to the Research Orchestration framework (Sirmon et al., 2011) the answer is to be found by comparing two theories of resource management and asset orchestration. This model shows that not only searching, selecting, configuring and deploying resources is important, you also have to structure, bundle and leverage them while you are in the same process.

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Model: Resource Orchestration framework (Sirmon D. , Hitt, Ireland, & Gilbert, 2011)

Earning returns while successfully orchestrating assets and configuring capabilities, involves the breadth, depth and life cycle effects of an organization. Therefore it is important for corporate- and business-level strategies to know how to do this to achieve competitive advantage. Next to that it is important to know that a company has to earn series of competitive advantages, as competitive advantage itself is only temporary and can quickly fade away when competition strikes (Sirmon, Hitt, Arregle, & Campbell, 2010). Also the orchestration on each stage of a firm’s life cycle is important, as it is dependent on the managerial actions with one or between multiple resources. Understanding the requirements of success helps to increase growth and prevent decline of the business. Synchronization between all levels of an organization is highly important to ensure that the type of strategy is well employed (Sirmon et al., 2011). This research was done based on decades of empirical work and by recent meta-analysis and focused on managerial actions during successful integration of the firm’s resources to maximize the likelihood of achieving a competitive advantage. The only problem is, that it is hard to tell when a competitive advantage is achieved, stating that there is no clear “end result”. Although this seems like a problem, this theory still is important because of the fact that it gives structure into how to manage resources, and for this research especially marketing related resources within the online context. Those seem to be important in the online field and will be discussed more in detail in the following chapter.

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So this means that this research will investigate what to search for and or select to gain valuable marketing related resources and capabilities and also how to deploy these within the online context. Then we also want to know how we can structure (i.e. acquiring best people) these resources so that we know how we can bundle (i.e. enriching people) them in order to leverage (i.e. coordinating people) these. This all with the knowledge that the authors argue that breadth, depth and life cycle affect how managers manage their firm’s resources and capabilities in order to achieve competitive advantage. The following overview will give more insights into what the framework is about. This will give more overview what resource orchestration exactly means: -

Breath (resource orchestration across the scope of the firm) o Corporate strategy, business strategy and competitive dynamics.

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Depth (resource orchestration across levels of the firm) o Bottom up and -down and bidirectional strategy.

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Life cycle (resource orchestration at various stage of the firm maturity) o Start-up-, growth-, mature- and decline-stage.

2.5 When resources orchestration matters Not having a clear end result does not mean that literature is not important. In this case it shows that there is a difference between actions of managers within resource-based logic (Sirmon et al., 2007). It can also be stated that when we know how to structure, bundle and leverage the firm’s resources with the purpose of creating value for customers and competitive advantage for the firm, a company can be seen as successful if for example the predefined targets are achieved. Such as more traffic to the website, a higher sales amount, increasing amount of form enquiries, more e-mail subscribers or likes on Facebook. Structuring resources means that a manager acquires, accumulates and divests resources from the firms’ resources portfolio. For example: hiring interim managers to manage a market introduction of a new iPhone. Bundling resources focuses on the integration of resources to form capabilities and concerns on the stabilization, enrichment and the creation of new capabilities. For example: organizing team meetings, improving communication infrastructure and working together with other departments or organizations to strengthen the output. And at last leveraging involves sequences of processes to exploit the firms capabilities and profit 13


from market opportunities, including mobilizing, coordinating and deploying to exploit the capability. For example by outsourcing the logistics, so that customers can get their ordered products faster and against lower costs. This all with the goal to create value and develop competitive advantages by establishing synchronized processes (Sirmon et al., 2007). Resource orchestration thus enables a manager to use a resource advantage, market opportunity or entrepreneurial strategy. In the following chapters we will go deeper into the resource orchestration framework by giving more insights into the online context. Which is the aim of this research and will be linked to marketing related resources and capabilities. In that case you will know more about the relevant theory that is linked to marketing resource orchestration within an online context.

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3. Online resources This chapter will give insight in the trends and developments in the online environment, which is the context of this research. Furthermore we will talk about the most important marketing related resources and capabilities, so that we can link these to the resource orchestration framework.

3.1 Being different using the Internet In the previous chapter we discussed that being different is an important factor to achieve a competitive advantage. This can be done by acquiring and controlling valuable, rare, inimitable and non-substitutable (VRIN) resources and capabilities (Barney, 1991). But in what resources does a company have to invest? That depends on the strategy of a firm, which can be influenced by its environment. In this case we are going to talk about a growing environment existing of an increasing number of people who use the Internet. The online context is an environment where the Internet plays a big role. It can be seen as the contrary of the offline (real) world. Internet enables people to quickly find information and interact with other people. This because the distance between individuals and organizations disappears. The Internet can also be very interesting for promotional activities, as an organization can reach lots of people in a short amount of time and that only with one message. Using the Internet for online advertising has just begun, only a decade ago. The first online advertisement appeared in 1993, thirteen years after the creation of the Internet (O'Reilly Media, 2008). O’Reilly exploited its marketing resources by introducing the web’s first adsupported site called: “Global Network Navigator”. Besides promoting online, selling online is becoming more and more important. Over the past few time online retail grew with $177 billion in 2010, last year with $226 and will be expected to be $327 in 2016. Showing a growth of 158% (Forrester Research Online Retail Forecast, 2012). This shows that selling online (also called online retail), allowing consumers to directly buy products and services through the Internet, is an interesting distribution

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channel. Acquiring the resources needed to use the online sales channel might therefore be an important topic for the agenda of the online resource conductor.

3.2 Online trends and developments In this section the importance of the Internet will be emphasized, by showing recent trends and developments where companies can benefit from and make a real difference. One way to be different is to make effective use of the fact that the Internet usage in general is growing enormously. In Europe 75% of the people between 16 and 75 years use Internet; The Netherlands and Sweden are pioneers with 94%. On average 35% of the people in Europe also use the Internet on a mobile device (Eurostat in CBS, 2013). Comparing the 94% of the Dutch and Swedish people, on average 41% of the worldwide population have Internet access with a household penetration of 28% (International Telecommunication Union, 2013). So the Internet is booming and offers real potential to offer value to customers. To enjoy from this potential, companies must know what potential the Internet exactly offers. Recent research by PricewaterhouseCoopers shed more light at the online opportunities for businesses, which will be addressed hereafter. Receiving feedback has become easier since the introduction of social media. Organizations nowadays have to change to manage the information within the firm, as the customer is able to give information via social media. Social Media will soon also become an indispensable retail channel, most importantly for attractive deals, promotions and sales. Stores will become mainly showrooms in the future, lots of shoppers say they do research online, but a majority still prefers to buy products at a physical store. The tablet will soon overtake the PC as the preferred online shopping device. There will be an increasing interest into buying at international shops; this due to the smaller getting world, where Beijing and Shanghai is growing enormously. Showing that the orientation process and the actual shopping behaviour shift from offline to online. Funny about this research is the reason why people shop online, in Brazil the reason is of the lower prices and better deals, in the Netherlands it is because of the higher level of convenience (fast checkout and 24/7 access). China will be the future model of online retail, its multichannel and online model is unique as 80% shop monthly online with only 61% in 16


comparison on global level. There will always be a preference for domestic retailers, pure players like Amazon will always scale advantage over domestic online pure players. Retailers are better positioned than brands, as they are closer to the customer, but it seems that consumers shop more often directly from manufacturers and no longer distinguish between retailers and their favourite brands: 35% of shoppers buy directly from brand sites. This means that online retail is cannibalizing sales in other channels, what is interesting is that online shoppers spend more when they use multiple channels. A lower price is still the main driver of customers to spend money at favourite retailers, but customers value quality and innovative brands over lower prices when they shop at favourite multichannel retailers. So there is still a way to not only compete on price. Research also shows that fast and reliable delivery, innovative products and innovative marketing increases customer spending a lot more (>10%). Exclusive access to products and websites (also webshops) that store personal information, are also likely to let a customer spend more (110%). What should be prevented is giving advice on products; this has a negative impact on the spending pattern of a consumer (PricewaterhouseCoopers, 2013). This probably because of the fact that customers do not believe that companies are fully honest. They just want to sell their products and promote the products that deliver the company the most value. Given this information companies have the opportunity to differentiate by making use of the Internet as a marketing tool. Going online also means transforming an organization, as it needs specific co-specialized resources in order to create competitive advantage (Sirmon et al., 2011). Which means that a company needs to manage assets that are bilaterally dependent to each other, such as a train and its rails.

3.3 Differences between online and offline Now that we know that the Internet has valuable opportunities to offer, we compare the online environment with the offline environment. After this comparison a new marketing mix will be presented to show what it means to go online, as it is all about: having the right resources in place. That is why marketing related resources and capabilities will be discussed, as we see that the Internet is an important marketing tool. This because of its nature in supporting the business, the available customer information and transforming customer needs. Once you read

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this chapter, the differences between online and offline will be clearer, allowing managers to orchestrate their resources in a more effective way. The biggest difference between online and offline, or also called digital and non-digital marketing is “costs”. In online marketing the cost per incremental contact is effectively zero. This in the contrary with direct mail that does not make use of the Internet, in that case the cost per direct mail increases when more people are targeted. Next to that, the mind-set is different, as people target a smaller group for offline direct mail to make it as relevant as costefficient as possible. Whereby you can send lots of personalized and customized direct mails to a wider audience easily online. With e-mail marketing (also known as E-DM or electronic direct mail) it works the other way around, as people do not have the economic necessity to target the audience, and give multiple personalized offerings to the a larger group of people who gave permission. One can question if the meaning of “campaign” is losing, due to the fact that marketers have to reverse their marketer-centric approach. Thanks to dynamic content technology, single communication with multiple offers can be specified to individuals. Also think of multichannel, in which people now can use the website or online store to shop products that were seen offline. Stating that there will always be an offline and online environment and that they will merge with each other as it becomes more accepted (Johnson, 2011). These examples show that generating and converting leads is different between the online and offline context, as the costs of contacting existing and prospective clients vary between online and offline marketing tools. Deploying the most effective resources helps to lower costs and make the process more efficient. This can be done for example by developing a webshop (e.g. Magento) or newsletter application (e.g. MailChimp) that is integrated with a customer relationship management (CRM) and enterprise resource planning (ERP) system. In that way there is more control on the process and the outcome of online commercial activities. But also bear in mind that customer support changed due to the Internet. Customers nowadays ask questions using online chat applications and post questions on Social Media such as Facebook and Twitter. Allowing companies to not only lower costs but also increase the customer experience by delivering valuable support online.

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One can conclude that when a company is aware of the trends within the online context and differences between online and offline marketing, it knows that successfully establishing and transforming the organization for the online environment will lead to more effective business. And to achieve more effective business, a company needs to acquire, combine and leverage specific resources and capabilities. But what resources and capabilities exactly, is still an unanswered question for a lot of managers.

3.4 Revising the marketing mix for the web The Internet changed the way in which companies look at their organizations. This means that companies have the opportunity to choose new distribution channels for sales and support, other logistics for delivery, modern working hours and places and so on. The point is that online has also an enormous impact on how we do marketing. The famous marketing mix existing of the four P’s (product, price, place and promotion) of McCarthy (1960) had to be revised in order to be applicable for the online context. Transforming these P’s into the 4 S’s: scope, site, synergy and system. This new web-based marketing mix identifies the following critical factors: Scope (strategic issues), the Site (operational issues), the Synergy (integration into the physical processes) and the System (technical issues). Especially the Scope deals with the fact that the propositions must be proprietary, hard to be imitated by competitors and flexible enough to adapt easily to change the external environment. The Site is concerned with the customer experience and is the most important communication element for e-commerce and uses websites as a communication platform. Synergy enables companies to connect the front- and back office to each other, integrating the e-commerce physical support activities (customer service, order processing, fulfilment and reverse logistics) into existing organizational processes. But also think of third parties such as search engines (i.e. Google), or co-operative partners that promote content (i.e. affiliate network) and online advertising. The System covers all the technological issues within a company, think for example of web site administration, maintenance and service, web server hosting (place where the website is stored at), site construction, content management, site security, transaction functionality, collection, processing and dissemination of web site traffic and transaction data and system backup (Constantinides, 2002). These Activities are different in comparison to the offline context and need special attention and coordination.

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Model: The 4 Ss of the Web-Marketing Mix framework (Constantinides, 2002)

3.5 Marketing related resources & capabilities There has been talked a lot about the importance of marketing when companies do online business, whereby the Internet even revised the marketing mix into a web-based version. But we also want to know what these changes mean for an organization. This will be revealed, by opening the black box of: marketing related resource orchestration within an online context. Within a company there are lots of resources and capabilities, just like a toolbox full of tools, but do you know exactly what tools you possess? Try even to imagine how you define all those tools or so-called resources and even more difficult try to relate each resource to a certain activity. This seems almost impossible, as organizations do not always have a clear overview. Mapping a firms resources and capabilities cleans up the huge mess full of tools, enabling the conductor to pick only its most valuable resources and deliver the highest value for his audience in the orchestra. Research into the marketing related resources and capabilities that are important to create customer value online is needed to answer that question. At this moment there is no specific answer to that question. What is known is which marketing resources (such as knowledge, financial, physical, human, organizational etc.) and capabilities (such as dynamic, cross functional, specialized and architectural) can be used to gain marketing and business performance (Morgan, 2012).

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Model: Conceptual framework linking marketing and business performance (Morgan, 2012)

Continues adaption on the external environment is needed to survive, which means that updating the knowledge through training programs is needed. Next to that human resources must be flexible as the tasks might vary over time when demand for specific channels change. Think for example of shifting into social media platforms using cross-medial approaches, where customers get discount coupons that they have to cash in online in order to receive special offerings. Or customers that have a demand for chat support during the day and later in the evening want help via Facebook. Demand is changing and that means that the deployment of resource also should change. Alignment between the strategy formulation and execution is needed to gain positional advantages in order to gain market- and or financial performance. So that companies can learn and continuously improve the implementation of marketing resources and capabilities.

3.6 Importance of online resources orchestration The increasingly becoming more important online context, developments and differences between online and offline marketing show that there is something out there. As soon as a company has decided to go online, it is important to know what resources there are available, what goals a company wishes to accomplish and what activities will be needed to achieve 21


these goals. Streamlining the resources portfolio through resource orchestration will help, and that is exactly what will be discussed during this research. The online context enables managers to shape a new form of competitive advantage reacting to the dynamic environment using its most valuable resources. But, the question is still how to use the most valuable resources? I will illustrate the importance of this problem with an example of my time at T-Mobile, where I had the assignment to present a plan to improve the work processes of the online department, which I have told earlier. While creating my advisory report, I had to deal with lots of marketing resources and capabilities, which was very hard because I had no idea how to manage all these resources. I had no overview and there was no framework out there to help me. This example shows that it could be interesting to know how to manage resources using marketing related resources and capabilities within the online context. And still we do not know how to be different within an online context. But we will get there, just consider for now a CEO of an organization who is responsible for the long-term success of a company, what are his or her drivers to achieve this? One could say that doing the right thing is what a CEO should do but what is the right thing? From a marketing perspective creating customer equity is one of the greatest goals, which is the total of discounted lifetime values of all the firm’s customers (Lemon, Rust, & Zeithaml, 2001). This so called customer equity brings together customer value management, brand management and relationship / retention management (Vogel et al., 2008). Some authors state that customer value is the next source of competitive advantage (Woodruff, 1997), which means that an organization puts the customer central into the whole organization. That means that when a company strives to successfully orchestrate its resources online, it has to manage their online marketing related resources and capabilities to create customer value.

3.7 Conceptual framework for online resources orchestration Managers want to know how to orchestrate the firm’s online resources in order to achieve a sustainable competitive advantage. Knowing this is still relatively unknown, commonalities between current literature on the “resource orchestration framework” of Sirmon (2011), the

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latest developments on the rapidly changing online context, its dynamics and recent literature of marketing resources and capabilities will be connected in this section. But before we propose a new conceptual framework for marketing related resources and capabilities within the online context, I want to make you aware of the following generally known facts. In 1999 the Economist taught us that the Internet would turn the business upside down. This because of companies could make direct connections with customers and that buyers would gain more power, they are just one mouse-click away to another company. Also the speed, range and accessibility of information on the Internet and low cost of distributing and capturing it create new commercial possibilities. It can therefore be said that e-business is far more about strategy than about technology (Symonds, 1999) The conceptual framework that will be presented below is mainly based on the previous chapters and its relevant literature. But also on information from websites that are an authority in their own field (i.e. The Economist). In order to make the model more vivid, examples based on more than ten years of experience in the online marketing field are used. This experience exists from: experience at various businesses, interviews of marketing managers and CEO’s from previous (empirical) research and information that is gained during congresses and brainstorms sessions with other online marketing professionals.

ONLINE RESOURCE ORCHESTRATION Breadth Marketing department Administration Logistics Distribution Purchase Sales

Differentiation takes place when knowledge development gets priority, in order to be able to use new tactics. Cost efficiency can be realised when processing information (i.e. orders and post) is done in another way. Getting faster access to information when processes are streamlined through tickets and online registration. Enabling the customer to buy online and pick up offline differentiates a business using e-commerce and support. Giving transparency of the stock and purchasing value lets customers decide for themselves what value means. Cutting costs is possible using e-business possibilities and makes lead generation more efficient.

Depth Bottom-up

Access to information creates transparency that might shape a less bureaucratic organization within the bottom layers. The Internet also contributes to standardise work processes enabling companies to make the work more efficient and by cutting on costs. Also a clearer strategy execution is possible when more transparency is created and supports the synchronization of internal communication. This because there is faster access to information. The Internet therefore gives organizations a more open culture, as information becomes more

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transparent within and between organizations. Top-down

Faster access to information enables mangers to see what there is actually happening on the workplace. In that way a manager is able to control its resources more effectively and is able to give the attention needed to individuals. This might make the organization more efficient and makes personal control more effective and this in a fair and personal way. Centralisation of information makes the work more efficient as information is accessible from multiple places. Mangers have more visibility on the production through reliable real-time information.

Life cycle Start up

Growth

Mature

Decline

It is easier to start a new business; entry barriers of online resources are relatively low comparing to conventional resources (i.e. building and finance). In the start-up phase structuring the company is most important in which it is easier to start a new e-business. To be allowed to play, you have to exist. This means that the focus must lie on the creation of (online) brand awareness using online tactics. Also the Internet enables companies in the start-up phase flexible opportunities, as no offices are needed: people can work everywhere. When the business grows, developing online policies should be created to formalise work processes. This can be done to standardise, making the organization more efficient during its growth. This can be done by using managed services (ERP) and focusing on IT (i.e. with cloud solutions). Strengthen the resources by pursuing innovation to minimize adverse effects of increased competition in the market, this can be done by updating or developing a new website / webshop and improving the support system implementing social media channels, chat and ticket systems in the organization. Streamlining formalised work processes help to stabilize the firm’s operations within the current situation, as the online context also enables expansion leveraging from the process and coordinated resources via online solutions for international growth (i.e. online formula). Surviving from decline can be done with the help of online resources that help to identify valuable resources, which can be up- or down tuned. Depending on the value that a resource or capability has directly but also indirectly as some resources might be bundled (i.e. sales team for personal assistance). Due to transparency there is more control over online resources enabling the management of online resources more easily as there is no direct need for contract within the firm as it can also outsource contract to outsourcing partners. This because of the visibility of information. Therefore firms have lower risks, as they have no need to renew contracts. Model: Conceptual framework Online Resource Orchestration (Simons, 2014)

Online resource orchestration with marketing related resources: •

Knowledge: employees need to learn more about the latest tactics relevant for the local business(es). Especially for international oriented companies. Training into measuring and controlling the returns (ROI) are needed to control more effectively online.

•

Financial: webshops with PayPal, Credit card or iDeal integration need to be integrated and monitored continuously to connected with the information systems.

•

Physical: selling closely through the web and sending further away, especially interesting for smaller companies who want to do business abroad. 24


•

Human: online marketeers become more important into the whole organization.

•

Relationship: the relation with the customer becomes more important (E-CRM solutions).

•

Legal: general- and delivery terms need to be revised, also the international laws online are different in every country: offline is not online.

•

Organizational: integration of communication between and within departments is needed.

•

Reputation: social media team to track, trace and manage the online sentiment.

Online resource orchestration with marketing related capabilities: •

Dynamic: market changes in online environment have introduced tablet and mobile commerce, which need reconfiguration of resources with the omnichannel.

•

Architectural: efficiently planning tactics and deployment of resources during the implementation of the strategy.

•

Cross-functional: resources can be deployed multidisciplinary: brand management needs marketing, sales and IT. E-CRM needs to be synchronized with information from multiple departments or partners. New product development uses online marketing information.

•

Specialized: product management develops new online services (support), pricings are very competitive online, channel management: different contract with distributors, marketing and communication: integration of communication channels, online research: everything is transparent.

Online resource orchestration needs to be aware of the isolating mechanisms of: causal ambiguity (we sometimes do not know what happens), asset interconnectedness (crossfunctionally used resources that cannot be separated from each other), path dependence (create new paths) and asset immobility (improving or renewing resources). The whole online resource orchestration process depends on the marketing strategy that deals with the marketing objectives, marketing choices, value propositions and timing. We are now ready to learn more about how a company has to orchestrate its marketing related resources to deliver the highest customer value within the online context.

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4. Exploring online resource orchestration 4.1 Proposition development Based on the discussions and findings of the previous chapters and the connection of divers theoretical frameworks in subsection 3.7, this chapter introduces the research propositions. The developed propositions will reflect the expected outcomes of the research question from a theoretical point of view. Since this study discussed the impact of two competing contexts, i.e. online versus offline, this also leads to propositions that strive to reflect the impact of these competing environments to online resource orchestration. There are lots of marketing resources (knowledge, financial, physical, human, relationship, legal, organizational, reputation) and capabilities (dynamic, architectural, cross-functional and specialized) according to Morgan (2012) and we know that the scope, site, synergy and systems are important for a company that wants to do online business according to Constantinides (2002). For this research we are going to investigate the impact of the online context on the orchestration of marketing related resources and capabilities. This investigation uses three main factors that affect managers how they manage their firm’s resources to maximize the likelihood of achieving a competitive advantage, according to the resource orchestration framework of Sirmon et al. (2011): breadth, depth and life cycle. Within these three main areas the impact of the marketing related resources and capabilities are going to be evaluated over resource management (structuring, bundling and leveraging resources) and asset orchestration (search, selection, configuration and deployment of resources). Stating the propositions below concerning the breadth, depth and life cycle effects of online research orchestration. This implies that we are going to focus on what happens within these three areas, as change in the underlying areas (sub propositions) confirm that there is a change within a specific area (main proposition).

4.1.1 Breadth of online resource orchestration In order to achieve positive returns, managers must orchestrate the firm’s assets and configure the capabilities to achieve competitive advantages (Sirmon et al, 2011). To do this, strategic execution of the firm’s activities with dynamic capabilities is critical (Teece, 2007). As a 26


company has to develop, manufacture and deliver relevant products and services to its customers (Barney, 1995). Moreover a company must adjust itself to its environment (Porter, 1991) and create a competitive advantage by being different (Porter, 1996). The Internet has given new opportunities to be different, due to diminishing role of the four Ps. The strategic planning and organizational processes needed to be revised for a smooth online operation (Constantinides, 2002). First we want to know what the impact of the online context is on the scope of the firm. Stating the propositions (P1-1.2) below. Focusing on the influence of the Internet on strategy formulation, creation of competitive advantage(s) and the degree of simplicity to create one, information flow within and across departments and how serving customers has changed. Linking to the resource orchestration framework of Sirmon et al. (2011) and online resources as described in chapter three, we expect that organizations changed in how managers nowadays develop strategies and create competitive advantages within the online context. Proposition 1: Organizations have changed in breadth (scope of the firm) due to the impact of the dynamically changing online context. According to Sirmon et al. (2011), orchestrating resources is highly important to develop and implement the strategy of a firm. There are lots of different strategies to mention, for example international diversification. We expect that the dynamics within the online context have an influence on the type of strategy that is chosen by managers. Proposition 1.1: The Internet has an influence on how managers develop their corporate- and business-level strategies and the competitive dynamics of organizations.

à Corporate strategy (product diversification and international diversification) à Business Strategy (differentiation strategy, cost leadership strategy) à Competitive dynamics (strong completive rivalry, modest competitive strategy) According to Sirmon et al. (2011), resource orchestration focuses on how managers affect a resource-based competitive advantage. Constantinides (2002) confirms this by stating that the fast changing character of the web has impact on how organizations should react in order to maintain a competitive advantage. We expect that the Internet has an influence on the creation 27


of competitive advantages, in such that if companies know how to react within the online context, they should create these easier. Proposition 1.2: The Internet has an influence on the creation of series of competitive advantages, in such that companies can more easily create them within an online context.

4.1.2 Depth of online resource orchestration The role of managerial actions influences the creation of a competitive advantage (Sirmon et al., 2011), because managers see things differently (Bhansing et al., 2010). This means that managers who have to deal with structuring the resource portfolio, bundling resources and exploiting leveraged capabilities in the market make different decisions (Sirmon et al., 2007). But a manager only cannot do this, it is therefore important to successfully manage marketing resources and capabilities to gain business performance (Morgan, 2011). This can be done only restructuring these in a dynamically manner (Kraaijenbrink et al., 2010). Second we want to know what the impact of the online context is on the levels of the firm. Stating the propositions (P2-2.2) below. Focusing on the influence of the Internet on process management, the hierarchy and departments within an organization and the marketing related resources and capabilities. Again by linking the resource orchestration framework of Sirmon et al. (2011) and online resources as described in chapter three, we also expect that organizations changed in how they manage their processes and that hierarchies changed within the online context. Proposition 2: Organizations have transformed in depth (levels of hierarchy) due to the impact of the dynamically changing online context. According to Sirmon et al. (2011), resource orchestration helps managers to manage their resources in such that they know how to create and capture value from its resources. Constantinides (2002) states that there went a lot wrong due to the Internet in 2001, this resulted in lots of companies struggling to survive by downsizing, streamlining processes and cutting costs. Academics try to figure out what went wrong to learn from what happened. We

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therefor expect that the Internet has an influence on how manager’s manage their processes within the online context. Proposition 2.1: The Internet has an influence on how manager’s structure, bundle and leverage the processes of resource orchestration within an online context. Sirmon et al. (2007) argue that the full value of resources for creating competitive advantages is realized only when resources are managed effectively, synchronising these in all levels of an organization. Constantinides (2002) states that new activities are originated due to the Internet; such as E-Commerce activities. We therefore expect that the Internet has influenced the hierarchy of an organization. Proposition 2.2: Hierarchies between the top level (direct), middle-level (implement) and lower-level (operationalize) change due to the dynamically changing online context.

4.1.3 Life cycle of online resource orchestration Competitive advantage is created through the actions of the manager and retrieved from the resources a firm owns. The value of a resource depends on various stages of firm maturity (Sirmon et al., 2011). Coming from the actions of managers (which are made subjectively within the entrepreneurial process) striving to be creative by realizing superior output in each stage. This is done by being different, different because every manager has a different perception of a situation (Foss, 2008). Third we want to know what the impact of the online context is on the stage of maturity. Stating the propositions (P3-3.4) below. Focusing on the life cycle effects of a firm and the influence of the Internet on each stage: start-up, growth, mature and decline. Linking resource orchestration at various stages of firm maturity - using the framework of Sirmon et al. (2011) - with the developments of online resources, as described in chapter three, we see lots of changes have occurred. Constantinides (2002) states that the Internet changed how marketers serve customers, in such that there is much more emphasis on customer retention, customer service and relationship marketing. We therefore expect that organizations change in the stage of maturity due to the online context. 29


Proposition 3: Organizations have made transitions in their life cycle (stage of maturity) due to the impact of the dynamically changing online context. The following (sub) propositions are linked to proposition three, as we do not know when the Internet has most impact on the orchestration of marketing related resources and capabilities during the stages of a firms maturity. We expect that there is a change in every stage because the Internet is always there. If we know this, we might be able to compare these changes. Proposition 3.1: The Internet has an impact on the orchestration of marketing related resources and capabilities during the start-up stage of a firm. Proposition 3.2: The Internet has an impact on the orchestration of marketing related resources and capabilities during the growth stage of a firm. Proposition 3.3: The Internet has an impact on the orchestration of marketing related resources and capabilities during the mature stage of a firm. Proposition 3.4: The Internet has an impact on the orchestration of marketing related resources and capabilities during the decline stage of a firm. This research will introduce new knowledge about: •

How to think about the influence of the Internet on organizations.

•

How to manage marketing related resources and capabilities within the online context, specifically which resources and capabilities there are and their importance.

•

How to implement online resource orchestration within the online context and specifically why this is so important in comparison to the offline context.

•

What the impact is of online resources orchestration on the differences between the online and offline context for business performance.

New knowledge in online resource orchestration will help companies to identify themselves with a framework that reflects the size of their company, the stage where it is in and the scope and departments it has. These insights will help them to increase business performance, i.e. 30


customer value (which again can be a conversion via the Internet) by more efficiently and effectively managing marketing related resources and capabilities within the online context.

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5. Methodology 5.1 Research setting Writing the methodology of this research, the “research onion” (Saunders, Lewis & Thornhill, 2009) is used to organize the different approaches. Please see a visual presentation below.

Figure: Research Onion (Saunders et al., 2009)

Using the research onion, information about the research process will be given. To give this information, we have to dig deeper into the heart of the onion by first peeling the outside off. This is exactly how you will be informed, beginning with the philosophies. This research strives to be seen as a positivistic philosophy, this is because of the objective meanings that will be given to the outcome. There is no personal interest in the outcomes of the research and no subjective interpretations will be used. Although we must be honest that this might slightly happen due to the fact that every researcher has its own frame of reference. Moreover the topic of the research has a broad character, which will always be useful for managerial purposes independent to the outcome. The research will also be easy to replicate into other companies who are using online resources. The observations can also be easily quantified, which can be used for statistical analysis.

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Next to the positivistic philosophy, a pragmatic philosophy will partially be used. This because the research question stands central within the whole research, what off course is the goal of every research. So it does not matter if the answer is correct, as long as the research question is being answered. The pragmatic approach can be described as following: “the most important determinant of the epistemology, ontology and axiology you adopt is the research question” (Saunders et al., 2009). So the goal is to create more insight into online resource orchestration, not creating a solution that can be implemented directly. There has relatively been written a lot about resource management and dynamic capabilities, as we have discussed in the previous chapters. But how companies have to manage their marketing related resources and capabilities within the online context remains unknown. And to go a little bit deeper in this question, we want to investigate how managers orchestrate their resources to influence their online business outcomes, i.e. customer value. From this perspective, this approach is characterized as an inductive approach (Saunders et al., 2009). The research is characterized as being an exploratory study carried out from a pragmatic approach. This means that there will be searched for new information based on the existing theory in the previous chapters to test the information generated from the field. This test is based on a literature review and several interviews. The chosen strategy is characterized as a “case study”. Regarding to Robson a case study is defined as: “a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evidence” (Robson, 2002:187). Meaning that empirical data will be collected from several sources to answer the research question with enough evidence. In this case this means that the real life online context will be tested by several firms and will be discussed in greater detail in the data collection section below.

5.2 Data collection Companies concerned with online activities are the main target group, to learn more from different perspectives a focus on three types of companies will be used: large companies (250+ employees), medium sized companies (25 < 250 employees) and smaller companies (1 < 25 employees). This not only because it is interesting to see how bigger companies perform differently from smaller companies, or because of the assumption that bigger companies have 33


more departments and perhaps an online department (see breadth of the organization) exists. Or the assumption that bigger companies existing from different levels of hierarchies have bureaucracy (depth of the organization), but also because it is interesting to see which stages smaller companies have to pass to grow into a bigger company (see life cycle of the organization). Investigating the breadth (scope of the department), depth (hierarchies) and life cycles of an organization. Within these three target groups, or in other words target companies or departments, the right person must be interviewed. In this case the right person is the person who is responsible for and managing the (online) marketing resources and capabilities. This can be for example a CEO, Marketing Manager, eCommerce Manager, Formula Manager, Content Manager or eShop Manager. It is important that the person is concerned with the management of the online resources. This because of the complexity of the research and timeframe, otherwise interviewing employees should be interesting too. Which I recommend when companies only want to know more about their own organisation. So the number of employees therefore defines the target group, as we find the size in terms of employees within an organization more important to select the candidates instead of the turnover it makes. Next to that it is also harder to find this information before companies are selected, as there is no list available with respondents who are willing to participate and do make (online) a certain amount of money. Selecting the right companies is a practical challenge, as persons within bigger companies are harder to interview than smaller companies, because of a relatively higher bureaucracy. The benefit is that the researcher has connections with bigger companies such as market leaders in the telecom, coffee and household industry, making it easier to collect relevant information from organizations. Also in medium sized enterprises lots of connections already exist, but even when these connections are already made we still might find difficulties in persuading the target group to plan approximately an hour for an interview. So the best-case scenario will be: some bigger companies, some medium sized companies and some smaller companies. In this case, six bigger companies, four medium-sized companies and four smaller companies are interviewed. We strive to collect information from bigger companies as we assume they have more experience in the market field and we can learn more from them, but we do not forget the smaller companies, as we want to learn from them too. Another interesting data source that will be used is the opinion of experts in the field of (online) marketing. This because an outside-in perspective is very interesting comparing to what inside-out managers 34


say. For this research the goal is to interview at least three experts. Two of the experts also do work for a medium sized and smaller company, so we have asked them their own opinion within the context of their company and their clients. This shed an interesting light, because of the enriched data that was found. Next to that we are proud that a well-known international brain agent, author and speaker in the field of business has been interviewed to enrich the data tot the maximum. This means that we have a total of fourteen interviews taken from relevant and in my opinion very interesting people, which will be used for this research. A way to acquire interesting companies to interview is to ask interviewees who they think that will collaborate within their network. When we use the interviewee as a reference, the prospect will more likely cooperate with the research. This strategy for acquiring interviewees is also called snowball sampling. In this case approximately thirty people within the own network were contacted to conduct an interview. If more time were available for this research, more people would be invited to interview. For this research only personal relations in the business field were interviewed. This means that it might be possible to think that the researcher influences the outcome in a subjective manner. This was not the case because every interviewee was told to think fully by him or herself, giving answers to the questions like they would do to anyone else. The respondents differ from each other, which will deliver a variety of data. We are not choosing one or several industries to investigate. We want to see how an organization can influence online business performance through successful resource orchestration of online activities in the first place. This in a more general perspective as this is completely new. When this is known, narrowing down to find more specific insights within an industry is more likely to happen. This might possibly be a recommendation for further research. For example when companies want to focus on their own organisation or industry.

5.3 Interview questions The research questions where derived from the propositions discussed in paragraph 4.1. The first five questions are applicable for the first three propositions (1-1.2), question six, seven and eight are applicable for the next three propositions (2-2.2) and the last question, question 35


nine, is applicable for the last five propositions (3-3.4). The semi-conducted interviews used a slightly abbreviated and more extensive Dutch version on the nine questions below. Core theme: Breadth 1. What do you think the impact of the Internet has during the formulation of the strategy within your organization? 2. What do you think the impact of online vs. offline has during the creation of (multiple) competitive advantage(s)? 3. How do you see the degree of simplicity to achieve a competitive advantage with the advent of the Internet? 4. To what extend has the Internet influenced the way in which information flows within and between the departments of your organization? 5. How has the Internet changed the way you always served you customers? Core theme: Depth 6. What do you think the impact of the Internet has on the hierarchy of your organization? 7. What do you think the impact of the Internet has on how managers manage their processes nowadays? 8. What marketing related resources and capabilities are important in order to respond to the dynamic changes within the online context? Core theme: Life cycle 9. What do you think the impact of the Internet has on the life cycle of you organization?

5.4 Data analysis In order to get results, different types of data are used through several data methods. This is called a “multi-method qualitative study” (Saunders et al., 2009). In this qualitative research opinions from interviewees are used. The interview is semi-structured, which means that every interview uses a standard questionnaire as a guideline. Next to the interviews, additional related data sources will be used to enrich the data.

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The constructs that will be used will be defined right after the interviews and will focus on variables that are important within the management of online activities, such as “knowledge”, “availability of time” and “capacity” for example. After conducting the interviews it will be clear what constructs exactly seem to be important, so concrete constructs will be operationalized in a pragmatic way. This will be decided when the “in vivo” transcripts are analysed after writing down what there has been said during the interviews. These constructs will then be used within a coding scheme that will be used to analyse the gathered qualitative information. As soon as the results are drawn, conclusion can be made to give recommendations to managers in the discussion part of the research.

5.5 Limitations Given the short time frame of the study, this research is characterized as a "cross-sectional study” (Saunders et al., 2009). The more time available, the more information can be gathered which off course will improve the answer to the research questions. But this does not mean that this research will not give useful insights that can be used for further research and managerial practices. In contrary, this research will be very helpful in further opening the black box of the management on online marketing activities. To improve the reliability of the interviews we try to keep the same conditions for all interviews. This means the same information will be given, within the same period of time, and for each interview the same kind of respondent will be interviewed.

5.6 Method section conclusion In brief this research is a qualitative research that uses fourteen interviews to give answer to the main research question and the ensuing propositions. The interviews will give relatively high valuable information, as there is an interaction between de researcher and the interviewee. This also improves the process of doing research, as all learnings from one interview can be applied in the upcoming interview. This will be done until a certain point has been reached where the researcher has gathered enough information to answer the research question and the propositions. The following chapter will show you the results of the information gathered during the interviews. At the end of each core theme, feedback to the propositions will be given in order 37


to see whether the propositions are supported or not. Later the results will be discussed using the literature within this research, to see what this research has contributed to the existing literature and what it has contributed for managerial practices.

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6. Results of the research To answer the main question of this research it is needed to first solve the questions regarding the core themes mentioned in this research, which are the breadth, depth and life cycle effects of an organization within the online context. After the results of each core theme are presented, a link to the relevant propositions is made. After the additional data is presented at the end of this chapter, we will discuss the findings in more detail in chapter seven. This chapter is designed as following; first you will see the results derived from the nine interview questions. After the questions that belong to a core theme (i.e. breadth, depth and life cycle) are presented, a conclusion only based on the results from the interviews will be given that belong to the propositions of each core theme. In that way you will get step-by-step answer to what the results learn us, while combining these to the corresponding propositions.

6.1 Breadth of the organization This paragraph will present you the effects of the Internet on the scope of the firm. We might ask ourselves if there has been an effect or not, but we will discuss this later in the discussion part. This paragraph is fully focused on the most relevant outcomes of the interviews. Question 1: All interviewees were asked what they believed the influence of the Internet is on the formulation of their strategy. Almost all participants (79%) argue that the Internet has an influence on how organizations should look at buyers. How organizations communicate also seems to be influenced by the Internet (71%). Some interviewees state that the Internet is inseparable from the offline world and that the combination of both has created a new world. “Online and offline are inseparable from each other. Call it whatever you like, hybrid, omnichannel, I call it the new world.” - General Manager of an international company (BIG1). Customer needs are changing rapidly (6 people) and the customer is becoming more central in the organization (2 people) This is shown by the fact that consumers compare prices with other companies easily online and companies have to adjust their price strategies to what the competitions does. This also applies to what competitors are doing across borders.

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“The price positioning of the Internet defines the strategy, this goes further than our own country.” - Brand Manager of an international company (BIG5). Next to that we see that there are more opportunities to communicate thanks to new communication channels (6 people) and that findability on the Internet is becoming more and more important. This is because the Internet helps to communicate to a broader public. “At this moment, I see the Internet as a business card in order to reach a broader public”. - Commercial Director of an IT company (SMA3).

Although personal contact is still highly important and still seems to be the biggest benefit of offline communication (2 people). Some interviewee’s even state that people only go to shops to experience the product in a real-life environment. They also go to shops to be able to have personal contact with people instead of indirect contact such as via mail, telephone or chat. “The physical store will remain in my perception and business plan. The added value is the sum of all personal contact with the customers, plus the benefits of what a webshop delivers.” - Owner of a clothing store (SMA1).

In#luence of Internet on strategy formulation Most popular topics 79% 29%

71% 29%

21%

29%

21%

36%

Question 2: According to the data, positive feedback has been given to the question how to gain a competitive (or series of competitive) advantage(s). The findability (7 people) on the Internet and communication (7 people), especially the one-to-one conversations on the Internet seem to be important. Using landing pages help to increase findability of specific propositions. Platforms to communicate directly - via social media for example - to customers also help to make one-to-one conversations with customers possible.

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“We try to increase our findability through landing pages in order to make our dealers more visible on the Internet” - Marketing Manager of an international company (SME2). But still the customer wants to experience the product physically and has a demand for personal contact, showing that tangibility (5 people) is important. People want to see products in real life. On the other hand the Internet enables companies to show a lot more products, as there is no limited amount of space. Some even show all products (long-tail) of a brand, adding interactive YouTube videos to them, creating a unique customer experience. “Consumers really want to see, touch and experience products, that is the difference.” - Brand Manager of an international company (BIG2).

Impact of online vs. of#line on creation competitive advantage Lack of resources 6%

6% 5%

Product presentation 5%

Tangibility

6%

Findability 14%

6%

Uniqueness Communication

6%

Product development 20%

20%

EfQiciency Accessibility

6%

Experience Distribution

Question 3: Creating a competitive advantage does not seem to be easily done with the advent of the Internet. A large amount of people (43%) state that it even has become harder to create a competitive advantage. This because of the higher workload, lack of knowledge as online is different from offline marketing. “It has not become easier, by definition. It may even become more difficult, as it is easier to copy.” - eCommerce Manager of a big telecom company (BIG5). Being better found on the Internet by customers also seems a hard point, which seems to be important. Some interviewees even state that an advantage can also work the other way

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around. Implicitly saying that the creation of a competitive advantage does not have to be easier and might even harm the business. Degree of simplicity creating a competitive advantage online

Easier

43% 57%

Harder

On the other hand, organizations now have a better way to learn from the competition, as benchmarking has never been so easy. Bearing in mind that this also works the other way around, says one of the interviewees. Offline still has more imago benefits, as it is stronger in the offline context than online. But starting a new business, a webshop for instance, is easier as there are no entry barriers. “The technology gives a competitive advantage if you are just creative. With creativity, you can directly gain a competitive advantage.” - Sr. Campaign Manager of an online advertising company (SME1). One of the interviewees stated that being creative is essential during the creation of a competitive advantage using online possibilities. But you must possess technological resources, such as a modern system, website or webshop, to execute creativity. Sentiment of creating CA via online 15 10

Positive comments

5

Negative comments

0

When we look at the total amount of labels, 25 relevant answers were collected. Some of the interviewees had multiple statements but the fact is that 13 positive vs. 12 negative comments about creating online a competitive advantage were given.

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Question 4: The Internet seems to have an influence on the information flow and especially on the internal communication (64%). This mainly because of the enormous contact per mail (8 people), but also through internal newsletters, via chat applications and the intranet. “We now communicate the whole day via mail about a subject, whereas we used to communicate via telephone or during meetings.” - Commercial Director of an IT company (SMA3). In#luence Internet on internal information #low Most popular topics Internal collaboration Human resources Access to information

21% 14% 21% 64%

Internal communication IT resources

21%

Next to internal communication, we also see that internal collaboration, access to information and the renewal of IT resources seem to be important. Companies fall behind with their IT. “This means that when someone enters a company with his iPhone 5S in his pocket, the company still runs on Vista.” - Brain-agent, author and speaker (SMA4). We now also see an interesting development, where people might need to bring their own device to their work as companies fall behind with their automation, says one of the interviewees. Investing in IT seems to be important to deal with recent innovations. Question 5: Customers demand to be threated differently; they want faster support, interactive one-to-one communication with the company and they want to find everything in the cloud. Communication to the customers therefore plays a big role in the changes that the Internet has delivered, according to 64% of the interviewees. “Due to the Internet people expect you to be available 24 hours and 7 days a week.” - Project Manager Marketing & Communication of an ICT solution provider (SME4).

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Changes in serving customers due to Internet Direct marketing Communication

Branding

Service

Customer needs

Personal contact

Sales

64%

21%

29%

29%

14%

14%

14%

We also see that product presentation evolves into newer forms, more interactive thanks to the video’s that are shown (with YouTube for example). But we also see that communication decimates, as people do not feel the same as they do in (offline) shops. “The non-verbal aspect of communication via computer and between people decimated one another.” - Owner of a clothing store (SMA1). Also the large amounts of e-mails send, questions people if the Internet really makes communication with customers more efficient. As it seems that it costs a lot of time too. Conclusion of the results: breadth of the organization Hereafter the conclusions that are derived from the results from the interview questions will be presented, in which each proposition will shortly be discussed. In this section you will see what we expected and how we made a connection to the data that was found. In the following discussions we will discuss if the proposition can be supported based on the results. P1: Organizations have changed in breadth (scope of the firm) due to the impact of the dynamically changing online context. We believe that organizations did change in breadth and that the online context had an impact on the scope of the firm, based on the (sub) propositions below. But the question is whether the influence has been positive or not. P1.1: The Internet has an influence on how managers develop their corporate- and businesslevel strategies and the competitive dynamics of organizations. 44


à Corporate strategy (product diversification and international diversification) à Business Strategy (differentiation strategy, cost leadership strategy) à Competitive dynamics (strong completive rivalry, modest competitive strategy) We expected that the Internet has an influence on the development of strategies by managers. This expectation is confirmed with the results in this chapter. We see the Internet has influence on the development of the strategy, especially on how organizations should look at buyers and how companies communicate to customers (question one). We also see that the information flow within organizations, change significantly (question four). Next to that the changes in customer needs influence the strategy off course, especially the need for online information in which price positioning of the Internet defines the strategy (question one). But also the need for investment in IT seems to be an important subject for the strategic agenda (question four). The fact that the Internet is seen as a business card and that findability on the Internet becomes more and more important (question one) supports the proposition too. Strategic management is now concerned with the question where to get specialized knowledge from, in which (online) professionals become more important (question eight). Based on these results, it seems that the Internet has an influence on how managers develop strategies. P1.2: The Internet has an influence on the creation of series of competitive advantages, in such that companies can more easily create them within an online context. We expected that the Internet has an influence on the creation of a competitive advantage. This expectation is confirmed with the results in this chapter. We see that competitive advantage can be achieved if the online findability is high (question two), in which landing pages are helpful to be better found. We also see that there is a demand for (interactive) oneto-one conversations through the Internet (question two and five), which is possible through social media for instance. Offering fast support through the Internet is what people want and enables companies to make a difference (question five). Another way to create a stronger position is to create unique customer experiences; developing interactive websites can realize this (question two). On the other hand we also see offline differentiation is still possible, as customers really want to see, touch and experience products (question two). One thing is clear, continuous improvement and innovation are needed to create a strong image and the Internet might be able to help companies with that (question eight). 45


We also expected that is would be easier to create a competitive advantage. Interestingly enough, we saw in the results of the interview questions that lots of people are relatively negative about the possibilities to create a competitive advantage through the Internet (question three). Several respondents stated that it even has become harder. Although it might look like it is becoming easier, for organizations it becomes more often harder to manage the possibilities and create a competitive advantage (question three). Companies question if the large amounts of e-mails send really makes communication with customers more efficient (question five). Starting a new business on the other hand, by being creative and building a webshop for example, is easier as there are no entry barriers (question three). We can believe that the Internet has a lot of influence on the creation of competitive advantages, but we cannot confirm that the Internet has also made it easier to create these.

6.2 Depth of the organization This paragraph will present you the effects of the Internet on the levels of hierarchy. The question if there has been an effect or not, will later be discussed in the discussion part. This paragraph is fully focused on the most relevant outcomes of the interviews. Question 6: The Internet changed the hierarchy of organizations (71%), bigger companies state that information management has changed in how information flows through their departments and that managers have more control thanks to the information has become available. Some respondents state that if you have insight into the right information, you can direct your people easier into the right direction. “The ease and speed in which we share information has increased enormously.” - Program Manager of a University (BIG3).

Also the sales department has experienced new developments as account management happens via the Internet and that customers can make appointments through the web. “Take for example account management. Representatives handed in reports and made some appointments with customers at the office, but now sales happens over the Internet.” - Commercial Director of an IT company (SMA3).

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Sales people are visiting their own offices less, because sales processes shift to online. The main benefit of going online is that sales go faster, which has influenced the sales process. The relatively new online marketing department supports traditional - also called conventional marketing - departments. New functions as Online media manager, SEO specialist and Affiliate manager are created. Internet has changed the hierarchy of organizations

29%

Not enough change There is change

71%

Almost a third of all respondents (4 people) explicitly argued the fact that the Internet has not changed the organizations’ hierarchy. We do hear that a lot of people think that the Internet has changed a lot, but not exactly what has changed, according to some respondents. Other factors could have played a role too and the Internet should therefore not be the designated reason of hierarchical change. “The changes are not as big as most people think.” - Program Manager of a University (BIG3). There seems to happen something, but we do not know what exactly with reference to hierarchical changes, because others factors could also have had an effect. Hierarchical changes due to the Internet Most popular topics 21%

21%

14%

Information Sales deparment Centralization management

14%

14%

Processes

External help

21%

14%

Top-‐down New functions communication created

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Question 7: A majority of the respondents (64%) state that how managers mobilize, coordinate and deploy resources that they leverage have changed due to the Internet. “Creating a platform where people can interact with each other, enables your organization to let your people talk with customers.” - eCommerce Manager of a big telecom company (BIG6). Especially during the processes of delivering customer service, where customers are being served and where collaboration takes place. Customers nowadays easily create tickets online. Impact Internet how managers manage processes Structure

Bundle 57%

64%

Bundle

Leverage

36%

Structure

Leverage

The results also show that customer data is used for e-mail activities, which often are combined with offline marketing campaigns. An example of this is a project team that combines online marketeers with offline marketeers and adds telemarketing to it to generate and convert leads into valuable customers. “For our e-mail marketing, we created a project team consisting of various disciplines of marketing and sales” - Project Manager Marketing & Communication of an ICT solution provider (SME4). The changes in process management also show that processes are becoming easier and faster, for example in logistics where you can arrange a pick-up meeting online. These examples are applicable during the deployment of resources and were confirmed by two third of the interviewees (67%). Most impact Internet when leveraging resources Mobilisation

22%

Coordination 44%

Deployment 67%

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Question 8: Responding to the dynamic changes within the online context can be done by deploying important resources and capabilities. All interviewees shared their experiences and thoughts on this particular subject, implicitly stating that they all agreed that there are important resources and capabilities that influence how organizations might respond better to the dynamic changes within the online context. “Continuous improvement and innovation is needed to create a strong image.” - Marketing Manager of an international company (SME2).

Being innovative seems to be very important, in which a company knows how to respond to new opportunities in an innovative way. Continuously improving and renewing your brand is needed in order to be competitive as a company. Important resources & capabilities to respond to dynamic changes within the online context Most popular topics 29%

50%

43% 21%

14%

29%

29%

29%

21%

14%

14%

21%

The results drawn from the interviews show that professionals (50%) existing from people with knowledge in; the products they offer, online communication, online marketing, the combination of marketing and IT are most important. Some respondents state that organizations have to consider acquiring or hiring professionals. It might even be interesting to use the help of external professionals during the development of online strategies and to let them train your internal marketeers to execute them. “When you add a new element to your organization, you should have at least two or three of them. Otherwise you have no continuity. One is none.” - General Manager of an international company (BIG1).

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Professionals together with innovation (43%) were the most popular topics discussed during the interviews. Companies are on the edge; people demand direct response when they have questions. Having the right professionals in place, helps to fulfil that demand. Conclusion of the results: depth of the organization Hereafter the conclusions that are derived from the results of the interview questions will be presented, in which each proposition will shortly be discussed. In this section you will see what we expected and how we made a connection to the data that was found. In the following discussions we will discuss if the proposition can be supported based on the results. P2: Organizations have transformed in depth (levels of hierarchy) due to the impact of the dynamically changing online context. We believe that organizations did change in depth but the questions is whether if the online context also had an impact on the levels of hierarchy, based on the (sub) propositions below. Almost a third of the respondents argue that hierarchal changes were not caused because of the Internet, “it just happened”. P2.1: The Internet has an influence on how manager’s structure, bundle and leverage the processes of resource orchestration within an online context. We expected that how managers orchestrate their resources, with reference to process management, change within the online context. The results show that processes management has been influenced by the Internet, as the results of this research show online related activities when managers structure, bundle and leverage their resources. Whereby the process of leveraging resources is influenced most due to the Internet (question seven). Especially when customers receive customer support, via ticket systems for instance (question seven). Another interesting result is that customer data combined with e-mail activities, specialized people from various disciplines and an offline marketing campaign are deployed to make effective use of the firm’s resources (question seven). Also think of logistics, customers nowadays can arrange pick-up meetings online, this has a major impact on process management and the IT structure, as the customer really stands central (question seven and eight). Professionals with knowledge in marketing and IT are therefore very important

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(question eight). Based on the results we confirm that the Internet has an influence on how managers manage processes during the orchestration of their resources. P2.2: Hierarchies between the top level (direct), middle-level (implement) and lower-level (operationalize) change due to the dynamically changing online context. We expected that the hierarchy between the levels of an organization change due to the Internet. But there is not enough support to state that hierarchies have changed due to the dynamically changing online context. Although most respondents did not say that the Internet had little impact, almost a third did say the opposite (question six). Stating that other factors could have played a role too. We do see that new functions as Online media manager, Online marketeer, SEO specialist and so on are created (question six) or (external) professionals are being hired (question eight), which shows that there is something going on within the organization. How organizations do sales nowadays, for example has changed, but that does not mean directly that hierarchal changes took place (question six). We therefore do not have solid evidence to confirm that hierarchies change due to the Internet.

6.3 Life cycle of the organization This paragraph will present you the effects of the Internet on the stages of maturity of an organization. The question if there has been an effect or not, will later be discussed in the discussion part. This paragraph is focused on all relevant outcomes of the interviews. Question 9: There is an impact of the Internet on the life cycle of organizations, although few participant state that the Internet is only a means to communicate and cannot be responsible for transitions within the life cycle. Next to that few respondents asked themselves whether they should answer in terms of product life cycle, brand life cycle, industry life cycle or organizations life cycle. As you might see, a life cycle can be projected on multiple topics. In this research the interviewees had the freedom to answer this question, as they believed it was most relevant for organization within an online context.

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As the question was very broad, each life cycle has been discussed shortly. The results of the interviews show that having a clear vision is essential in the start-up phase. ”A strong findability with a durable SEO position and a flexible webshop, enables consumers to stay longer on our website and be more inspired.” - Brand Manager of an international company (BIG2). Organizations must also inspire and be clear in their communication. And most importantly organizations must be visible through the Internet in order to reach potential customers. When organizations grow, IT becomes more important and sales can boost when an innovative webshop is build. Innovative IT solutions help to reach more customers. “You have to use IT to grow your business. IT enables you to make your business processes more efficient.” - Commercial Director of an IT company (SMA3). Efficiency is also an important topic, which can fasten registration processes online and deliver customer service at the same time. What also was found is that offline activities still seem to be important. Bundling communication related resources and supporting offline activities seems to be important too. When a company is getting into a mature phase, new ways of distribution seem to be important, but also new ways of communication in order to respond faster. The Internet not only made communication faster, also the life cycle of products seems to be shorter. Firms therefore need to have their distribution policies in order to effectively distribute their products to customers.

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“The Internet made the life cycle of products shorter, especially when you do not have your distribution policy in good order.” - General Manager of an international company (BIG1). Reputation and responsibility are also topics that interviewees argued about, stating that a company should work on its image and take responsibility for errors that they have made. One way to grow again from the mature stage is to professionalize processes. For example, this is done through processes innovation. The least popular phase of the life cycle - the decline phase - showed an interesting result. None of the respondents really came up with a concrete answer and gave only some causes to go into this phase. One interview stated that it has all to do with mismanagement, that a manager is not capable enough to manage its resources. “If there is another fuel, you are done. You can do everything against it, but it does not make any sense. Innovations or technical developments that make everyday life more fun and tastier are important to follow. Firms should ride the new fuel.” - Brain-agent, author and speaker (SMA4). Another interviewee argued that companies still drive with old fuel, while a new fuel already exists but has not been used already. Stating that opportunities are not fully exploited and that managers often try to do everything against it, but in reality should embrace innovation. Conclusion of the results: life cycle of the organization Hereafter the conclusions that are derived from the results from the interview questions will be presented, in which each proposition will shortly be discussed. In this section you will see what we expected and how we made a connection to the data that was found. In the following discussions we will discuss if the proposition can be supported based on the results. P3: Organizations have made transitions in their life cycle (stage of maturity) due to the impact of the dynamically changing online context. As stated above we do not have clear evidence that transitions were made because of the impact of the dynamically changing online context, based on the (sub) propositions below. What we do know is what might be interesting to do when you are in a certain life cycle.

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P3.1: The Internet has an impact on the orchestration of marketing related resources and capabilities during the start-up stage of a firm. There is not enough support to state that the Internet has an impact focusing on the start-up stage of a firm. But we do see a strong findability, focus on the vision of the organization, being inspirational and being clear in communication might have a positive influence (question nine). P3.2: The Internet has an impact on the orchestration of marketing related resources and capabilities during the growth stage of a firm. Again there is not enough support to state that the Internet has an impact focusing on the growth stage of a firm. But we see that delivering online service, managing IT to make processes more efficient and being innovative might have a positive influence (question nine). P3.3: The Internet has an impact on the orchestration of marketing related resources and capabilities during the mature stage of a firm. Again there is not enough support to state that the Internet has an impact focusing on the mature stage of a firm. But we see that fast communication, new ways of distribution using clear policies and being responsive and managing reputation might have a positive influence (question nine). P3.4: The Internet has an impact on the orchestration of marketing related resources and capabilities during the decline stage of a firm. Again there is not enough support to state that the Internet has an impact focusing on the decline stage of a firm. But we do see that prevention of mismanagement, focusing on resource management and being innovative, riding the “new fuel” might have a positive influence (question nine).

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6.4 Additional data An analysis based on a framework from previous research of Simons & Luu (2011) on Digital Marketing has been made to enrich the results of this chapter. This happened during a brainstorm session within the Succesvolle Formule network, a Dutch network full of online professionals and marketeers. During the session, questions about what the online professionals saw were discussed and noted. The results show that bigger companies have more modern websites in contrast with smaller companies that were ranked lower. Stating that bigger companies are more creative and innovative during the development of their websites. Next to that we see that most companies score relatively low on SEO (Search Engine Optimization), stating that the findability could be higher. Smaller companies also tend to focus more on lead generation than bigger companies, who focus more on branding with a focus on their brand experience. This means that smaller companies use the Internet more for sales purposes instead of branding. We also see that lots of bigger companies use a club site, supporting the brand experience. What we find extraordinary was the fact that lots of people posses online resources like Twitter and Facebook, but did not really updated them or used them in a consistent way. Which confirms that the possession of valuable resources solely is not important, it seems that how mangers orchestrate their resources is important in order to make a difference. This confirms proposition 1.1, proposition 1.2 and proposition 2.1. Because managers should take all the (online) resources available into account when developing the strategy (P1.1), there are lots of opportunities and choices to be made. Next to the question what resources are going to be used, the question how to use these resources to be competitive has to be answered (P1.2). Which means that an organization should think about the creation of added value in order to be competitive. When the strategy is defined, managers should structure, bundle and leverage the processes concerned with their resources in order to effectively and efficiently execute the strategy (P2.1). Please see the results of the brainstorm session in the framework below.

55


Tactic

Websit e marketi ng

Mode rn

Modern

Mode rn

Outda ted

Product based

Weak

Poor

Weak

Poor

Not active

Active

Not active

Brand ing

Lead Brand generati ing on

-

-

Yes

-

Yes

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Yes

-

-

Plannin g to

-

-

Yes

Mode rn

Web technique

UpWebcontent todate Excell SEO ent Not SEA active Brand ing

Banners/popups In-game and email

E-mail

Newsl etter

SMA 4

SM E1

SME2 SME3 SME4

Poor

-

Mode rn

Mode rn

Ok

Poor

-

Ok

Mode rn

Ok

Ok

-

Ok

Weak

Techn ical

Poor

-

Weak

Weak

Weak

-

Not active

-

Brand ing

Not active Lead gener ation


-

-

Yes

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-


Newsl Newsle etter tter

Newsl Newsl etter etter

Newsl etter

Newsl etter

Newsl Plann etter ing

Perso nal

-

Newsl Newsl Newsl etter etter etter

SMS -

-

-

-

-

Yes

-

-

-

-

-

-

-

-

Bluetooth -

-

-

-

-

-

-

-

-

-

-

-

-

-

Club Blog site Microblog (Twitter)

Club site

-

Club site

Club site

Blog

Blog

-

-

-

-

Twitt er

Social news -

-

Twitter

-

-

Twitter -

Twitt er

-

-

-

-

-

-

-

-

LinkedI n

Linked In Facebo ok

Faceb ook Linke dIn

Faceb ook Twitt er

-

-

Social network

-

-

-

Twitt er

-

-

Twitt er

-

-

-

-

-

-

-

Faceb ook

Faceb ook Linke dIn Twitt er

Faceb ook Linke dIn Twitt er

-

Twitt er YouT ube

Twitter

Wiki’s -

-

Yes

Podcasts en RSS

-

-

Yes

Yes

-

-

Crowdsourcing/ collaboratie SMS -

Mobile marketi ng

Modern

Mode rn

Mode Webdesign rn

Affiliates -

Social media

Mode rn

BIG2

Online video advertising Direct mail

BIG4

BIG1

SEP Webver tising

BIG3

COMPANIES OF INTERVIEWEES SMA SMA SMA BIG5 BIG6 1 2 3 Mode Moder Mode Poor Weak rn n rn Very Mode Mode moder Poor Ok rn rn n UpComm Stron Stron toWeak ercial g g date Excell Excell Stron Poor ent ent g Not Not Activ Not Active active active e active Lead Lead Lead Brand Brand generat gener gener ing ing ion ation ation

Mobil e friend Internet ly site

Bluetooth -

Mobil e friend ly site

-

-

-

-

Yes

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

Yes

-

-

-

-

-

Yes

Yes

Yes

-

Yes

-

-

-

-

-

-

-

Yes

-

-

-

-


-

-

-

-

-

Mobile friendly site



Mobile friendl y site

-


-

-

-

-

-

-

-

Model: Digital Marketing framework (Simons & Luu, 2011)

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7. Discussion The main research question of this research is what the impact is of the online context on the orchestration of marketing related resources and capabilities. The literature chapter of this research discusses three core themes to give answer to this phenomenon; breadth, depth and life cycle effects on organizations. Through the interviews and the supported propositions more insight can be given on what the impact of the online context is on marketing related resource orchestration. The propositions that were not supported are discussed in this chapter as well as it is also interesting to see what we can learn from them too. The discussion in this chapter therefore is written from multiple perspectives, as doing research is about learning from the theory and the results and not only about finding support for the propositions. The paragraphs hereafter will start with the core themes, discussing each proposition with a critical look at the relevant theory. Then we discuss the results that were drawn from the interviews and additional data. In that way a clear explanation will be given to each proposition and the main research questions of this research. The unexpected results will also be discussed with more detail in this chapter, where we will see if this is due a methodological issue or a conceptual issue.

7.1 Reviewing the propositions The propositions of this research are concerned with the research orchestration framework of Simon et al. (2011), which is a model that enables managers to orchestrate resources by focusing on the breadth, depth and life cycle stages of an organization. To make the resource orchestration model more applicable within the online context a study of Constantinides (2002) was integrated transforming the traditional 4 P’s into the web-based 4 S’s, which have been discussed earlier in this research. To make the resource orchestration model more vivid, a study of Morgan (2012) was used to get a better understanding of the marketing resources that are needed to respond to the dynamically changing online environment. Hereafter each core theme will be discussed extendedly, including all propositions that are linked to management theory and the online environment. This chapter is written from a theoretical point of view combining all results of the research. In that case you get a complete picture of online resource orchestration. 57


7.1.1 Breadth of online resource orchestration In the first proposition it is argued that organizations have changed in breadth (scope of the firm) due to the impact of the dynamically changing online context (P1). In this section we will discuss if this statement can be confirmed with the theory and results from this research. Strategy development and the influence of the Internet In order to find out if the Internet has influenced how managers develop their corporate- and business-level strategy and competitive dynamics of organizations (P1.1), it is tried to understand where companies are concerned with in the first place. Teece (2007) states that an organization is concerned with the creation of dynamic capabilities, which can respond quickly to rapidly changing industries. Such as the Internet, which is an environment that quickly changes. Market-driven organizations are essential, these organizations possess distinctive features; they are masters in market sensing and have great customer linking capabilities (Day, 1994). One of the reasons why to respond quickly is because of the creation of customer equity (Vogel et al., 2008). The results confirm that customer demand has changed as customer needs are changing rapidly due to the Internet, especially from buyers. Customers demand an answer now and do not want to wait any longer; they are just one click away to the competition. That makes it even more important to have online marketeers, who are concerned with the strategic and operational issues of Internet marketing (Constantinides, 2002). Business models must change and managers know that too according to the results. The Internet defines the price strategy as customers compare prices of products easily online. Firms have to wake up, check the Internet, learn from the competition and find new ways to earn money. Even a mediocre technology pursued by a great business model may be more valuable than a great technology exploited by a mediocre business model (Chesbrough, 2010). The Internet gave people the ability to quickly find information and interact with other people, whereby companies can reach lots of people in a short amount of time (O’Reilly Media, 2008). Also think of the international opportunities to communicate and sell, information is accessible to everyone and people can compare prices easily with just one click. The results show that the Internet influenced how organizations communicate to customers and that the customer is becoming more central within the organization. Customers want to be a part of the organization and be involved after their purchase. Organizations can respond to this demand using club sites where interaction with customers takes place. This 58


confirms that there is something going on and that managers have to take the Internet into account when they develop their strategy. Companies cannot ignore marketing while they sell products or services online (E-Commerce) according to Constantinides (2002). The World Wide Web is everywhere, just like potential customers. But companies have to bear in mind that (offline) personal contact is still very important and seems to be an important benefit of offline communication, regarding the results. This because communication seems to decimate, as people do not feel the same online as they do in (offline) shops. On the other hand the Internet enabled organizations to learn more from competition, as benchmarking has never been so easy. A firm therefore needs dynamic capabilities to monitor trends and developments in the market in order to react to them through innovation (Christensen, 2001). Schumpeter (1934) states that entrepreneurial activity is about disturbing the equilibrium of the market introducing continuous change through technological innovation. This concept in which existing technology becomes obsolete is also called as creative destruction. This shows that knowing what buyers really want is relevant and that companies need to focus their innovativeness on that. The Internet can help but organizations need an entrepreneurial mindset (Foss et al., 2008; Ireland et al., 2003). Bearing in mind that on the top of organizations, managers can have completely different perceptions, especially about its performance (Bhansing, Wijnberg & Leenders, 2013). Leaders do have to take this into account when they want to make use of the online possibilities first. The Internet also seems to have an influence on the information flow, especially on the internal communication according to the results of the interviews. Speed, range and accessibility of information through the Internet and low cost of distributing and capturing it create new commercial possibilities (Symonds, 1999). This does not only account for the communication via e-mail, but also through cloud solutions. Which enables employees and or customers to communicate with each other. According to Cătoiu, Orzan and Edu (2013), we now live in a knowledge society where information is available to everybody. The biggest challenge is to master modern and complex information analysis tools. The results show that communication via e-mail, internal newsletters, chat applications and intranet are commonly used, which again are using the Internet as a distribution and communication channel. Another facet is online sales, a place to buy products online like a webshop, good working IT resources are therefore important according to the results. This allows consumers to buy products or services directly through the Internet, which is an interesting distribution channel as online retail is growing enormously (Forrester Research Online Retail Forecast, 2012). Next to IT resources, internal collaboration and quick access to information are important too according the results. But we see that IT is falling 59


behind in organizations and that there is an upcoming trend characterized by “bring your own device”, as employees are becoming technically better equipped than their organization. This again confirms that the Internet has an influence on how managers develop their corporateand business-level strategies. Interesting findings Unexpectedly we found a lot of support for the fact that offline is still very important, lots of respondents state that companies can make a difference if they align their offline and online marketing in an effective matter. Also the great interest for IT was particularly interesting. Nearly all respondents state that if companies know how to leverage IT resources, they can do great things. At last it is interesting to see that bigger companies do have to take into account that decisions are made by more people with different mind-sets, which can have an influence on the execution of the strategy. What the unexpected interest in offline concerns, this might be because of the fact the researcher has great interest in online marketing, which makes it a methodological issue that this might be unexpected. What the great interest in IT concerns, this is because of conceptual reasons. There is really something going on referring to the need of technological innovation using IT resources. Not that we did not thought that this would not be interesting, but the great interest in this field was not directly expected. Differences in decision-making between leaders of bigger and smaller companies seem to exist, as more people are concerned with the development of the strategy. This makes it a methodological issue, as not all interviewees have the same function. Assuming that marketing managers are concerned with other types of decisions than general managers. Competitive advantage and the influence of the Internet In order to find out if the Internet has and influence on the creation of series of competitive advantages, in such that companies can more easily create them within an online context (P1.2), it is tried to understand where companies are concerned with in the second place. Again Teece (2007) states a superior competitive advantage in a rapidly changing industry can be achieved through continuous proactive and reactive change using dynamic capabilities (Teece, 2007). Some authors state that we do not know how to value dynamic capabilities as it is highly biased to look only at companies that perform well and learn from them (Arend & Bromiley, 2009). Coming back to the creation of a competitive advantage, a way to create one is to be different (Porter, 1996), for example by being more innovative than others (Foss et al., 2008) exploiting opportunities that enable companies to communicate through new 60


communication channels. Such as social media for one-to-one conversations with customers. Kim & Mauborgne (2004) state that companies should make competition irrelevant, aligning the systems of a company’s activities in pursuit of differentiation and low cost. E-business for example offers endless opportunities to differentiate and cut on costs at the same time. According to the results, a higher findability seems also to be an important asset to create competitive advantage, which is also a way to differentiate. According to Barney (1991) sustainable competitive advantage can be achieved when a company acquires and controls valuable, rare, inimitable and non-substitutable resources and capabilities, plus the organization being able to absorb and apply them (Kraaijenbrink et al., 2010). According to the results, this means that companies not only need good marketeers but also the capability of being able to have one-to-one conversations on the Internet and if relevant, still being available for personal contact and physical product experiences. According to the results it seems that a competitive advantage is not easily created due to the advent of the Internet, a lot of people also stated that it becomes harder to create a competitive advantage because of the higher workload, lack of knowledge and that it is different from offline marketing. A competitive advantage could be gained if the firm possesses the right infrastructure, human resources and IT technology that involves value chain management and restructured systems (Porter, 1991). Creative managers and professionals who manage dynamic resources and capabilities can be valuable and unique, as there is no one who is the same, as in fact every manager or professional sees the world from different perspectives (interpretive asymmetry) according to Foss et al. (2008). For example this also can account for the decision on what words a company wants to be found in search engines and assess how the competition looks like, this is a creative process that needs alertness and judging capabilities. But we must not forget the offline context, as imago benefits are stronger there than online, in which online still feels a bit cold according to the results. On the other hand starting a new business, with a webshop for instance, seems to be easier as there are no entry barriers. Again online can help to create a competitive advantage but does not guarantee that you can create them easily within the online context, according to the results. As a manner in fact, believing that it does is “ok” as long as it helps managers to achieve high performances (Powell, 2001). A way to differentiate is to threat customers differently, giving faster support, again by delivering interactive one-to-one communication and enabling information in the cloud. Developing new communication strategies with the aim to fulfil customer needs therefore plays a big role according to the results. This shows that how strategies can effectively be developed (the process) is more important than how strategies can contribute to competitive advantage 61


according to Stoelhorst (2008). Customers nowadays want product presentations in newer and more interactive forms, with an integration of videos from YouTube for example. Which are uploaded on an own channel, connected to the website, social media and webshop as online shoppers spend more when they use multiple channels (PricewaterhouseCoopers, 2013). Going online also means transforming an organization, possessing specific co-specialized resources in order to create a competitive advantage (Sirmon et al., 2011), whereby customer value is the next source of competitive advantage (Woodruff, 1997). This can be achieved when a company combine their customers and employees together into one solution (e.g. collaboration platform), making them indispensable to each other, like a train and its rails. This confirms that the Internet can have an influence on the creation of series of competitive advantages, but there is not enough support to state that it is easier to create one within an online context. Interesting findings Unexpectedly we found that lots of respondents stated the opposite of what was thought, which means that the Internet did not make it easier to create a (series of) competitive advantage(s). The results show that managers have to deal with more work, and some experience a lack of knowledge in online marketing. It is also interesting to see that creative managers and professionals - managing dynamic resources and capabilities - seem to be valuable, showing that there is a demand for creativity in organization, something that this research was not fully focused on. Again the offline context still seems to be important to create competitive advantages, especially for branding purposes, as the Internet still feels a bit cold. What the unexpected degree of easiness to create a competitive advantage concerns, this might be because of the fact that few respondents now experience significant changes as a new website just went online. This might have given an extra workload. No segmentation based on the life cycle of a website was made, for example. This results into a methodological issue. What the creativity of managers and professionals concerns, this is a conceptual issue. This pattern showed something that we did not really expected in the beginning of this research. What the offline context concerns, this was again not expected for methodological reasons, the researcher had the opinion that offline would be less important. But that is not true at all, it seems to be the combination of offline and online that creates competitive advantages.

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7.1.2 Depth of online resource orchestration In the second proposition it is argued that organizations have transformed in depth (levels of hierarchy) due to the impact of the dynamically changing online context (P2). In this section we will discuss if this statement can be confirmed with the theory and results from this research. Process management and the influence of the Internet In order to find out if the Internet has an influence on how managers structure, bundle and leverage the processes of resource orchestration within an online context (P2.1), it is tried to understand where companies are concerned with in the first place. Teece (2007) states that dynamic capabilities are continuously used to create, extend, upgrade and protect the company’s unique asset base. This means that companies are able to sense and shape opportunities and threats, to seize opportunities and to maintain competitiveness. But to do that, managers need to know how to integrate and synchronize between and within marketing related activities and the firm’s infrastructure according to Constantinides (2002). Sirmon et al. (2011) state that the aims of the role of managers’ actions are to effectively structure, bundle and leverage firm resources. This is done when the CEO’s role is like an architect, which is more open for change and focused on the implementation of the strategy (Bourgeois & Brodwin, 1984). According to the results, leveraging resources have changed due to the Internet. This means that managers mobilize, coordinate and deploy resources differently, especially during the process of deployment. The theory learns us that it is not about “having” the resources, but about “picking” the right resources (Simon et al., 2011) and from a more evolutionary and dynamic perspective, a company should structure its resource portfolio, bundle its resources to build capabilities and leverage these capabilities to exploit market opportunities (Sirmon et al., 2007). Especially during the delivery processes of customer service, where customers are being served and where collaboration takes place, according to the results. This gives the opportunity to receive online feedback and improve current processes, by analysing tickets that are being made by customers. Showing that the Internet helps to improve processes and is useful during the deployment of resources. Asset orchestration consists of two primary dimensions: the searching process and the configuration and deployment of (co-specialized) assets. Again according to the results from the interviews most effect was found when processes are leveraged. This is also confirmed with and example of how customer data is used for e-mail activities, this happens when online newsletter are 63


deployed in order to support the offline marketing campaigns. A clear example of the importance of the Internet and that it has effect on how organizations nowadays make processes easier and faster, as reaching customers is more efficient via e-mail than via post. Another example from the results is to be found in logistics; people can arrange pick-up meetings online, exploiting online resources that make the logistical process more efficient during the deployment of logistics. Another interesting topic is what resources and capabilities are important in order to be able to respond to the dynamic changes within the online context. According to Christensen (2001) building dynamic capabilities becomes more important, monitoring trends and developments in the market and reacting to them through innovation. This is confirmed as the results state that professionals, which can be acquired and need to be deployed, are highly important in order to respond to the dynamic changes within the online context. Professionals exist from people with knowledge in: the products they offer, online communication, online marketing and knowledge in the combination of marketing and IT. A professional that is able to act on market opportunities using the core competences a firm has, can bee seen as a core competence itself and is highly important from an evolutionary perspective (Nelson, 1991). A company can ask itself if it is willing to acquire or hire professionals for their activities. The greatest benefits of outsourcing activities are fully realized by firms pursuing cost leadership and innovative differentiation strategies (Gilley & Rasheed, 2000). Next to the professional, innovation seems to be important too. Organizations with an entrepreneurial mind-set manage resources strategically with creativity and innovation in order to create wealth, which is an important competitive advantage (Ireland et al., 2003). Through project-by-project improvisation, an organization can constantly reinvent itself (Kanter, 2002), while it learns from the feedback from the environment. This again confirms that the Internet has influence on how managers leverage the processes of resources orchestration within the online context. Stating that there is not enough support to prove that this also applies to how managers structure and bundle the processes of resources orchestration within the online context. Interesting findings Unexpectedly we found a lot of support on how managers leverage processes, stating that the Internet influenced how managers manage processes within the online context. When we dig deeper we learned that the deployment of resources seems to be the process that is influenced most, due to the Internet. Interesting was the fact that the other two processes; structuring and bundling resources, were not discussed in greater detail. What also was interesting is to see 64


that the Internet helps to improve processes thanks to online feedback. Interesting enough we also see that within the online context, it also seems that it is not about having the right resources but about picking the right resources. What the unexpected findings about the deployment of resources - which is a sub process of levering resources - concerns, this might be because of methodological reasons, as the research seems to be set-up to find an answer into how to create competitive advantages, in which a lot of interviewees gave operational answers that could be related to deployed resources. We cannot see what our interviewees could not see, as we assume that brand managers for example are less concerned with the acquirement of strategic resources than general managers. What the online feedback concerns, this is a methodological issue too. We see that respondents talk a lot about it but we cannot exactly find out why, but in this case the research was mainly set-up to see if there is an influence. What having and picking resources concerns, this is a methodological issue too, as the research does not aim to find out what resources are important solely. Although in question eight we did gave answer to the question what marketing related resources and capabilities are important within the online context. Hierarchical change and the influence of the Internet In order to find out if hierarchies between the top level (direct), middle-level (implement) and lower-level (operationalize) change due to the dynamically changing online context (P2.2), it is tried to understand where companies are concerned with in the second place. Constantinides (2002) states that online marketeers are concerned with strategic and operational issues of Internet marketing, According to the results the online marketeer does this by supporting traditional, also called conventional marketing departments. Synchronization between these departments is important to ensure that the type of strategy is well employed (Sirmon et al., 2011). According to the results this means that the information management has been changed on how information flows through their departments and that managers have more control to the available information. Organizations therefore need to give attention on managers’ resource-focuses actions (Sirmon et al., 2007), bearing in mind that people work differently these days, they can log in whenever and wherever they want. The results show that the sales department for example has experienced new developments as account management happens via the Internet, in which customers can easily make appointments through the web for instance. Also new functions as Online media manager, SEO specialist and Affiliate manger are created, showing that there has been change within the firms’ resources due to the dynamically changing context. One could state that this means 65


that we can confirm this proposition but in this case we cannot do that. There is too little evidence to confirm the fact that hierarchies between top level (direct), middle-level (implement) and lower-level (operationalize) change due to the dynamically changing context, this because some of the respondents claimed the opposite. They stated that the Internet has not changed the organizations’ hierarchy and that other factors could also have played a role too and that the Internet should not be the designated reason of hierarchical change. Moreover changes in the firm does not mean that the hierarchy changes, you can still have the same functional departments with the same people, but the work that is executed can be different. So in this case we cannot confirm the proposition. Interesting findings Unexpectedly we found a lot of support for the fact that a lot of respondents stated the opposite of what we expected. This means that there is not enough evidence to state that organizational hierarchies have changed due to the impact of the Internet. Other factors could have played a role too. This is a conceptual issue, as this result was not expected and we thought that the Internet did change hierarchies. Perhaps this can also be a methodological issue, because we could also have asked other people like human resource managers of bigger companies for instance. This makes this issue even more interesting, as there is no concrete answer into the question if changes occur between the hierarchies of top level, middle-level and lower-level of an organization due to the dynamically changing online context.

7.1.3 Life cycle of online resource orchestration In the third proposition it is argued that organizations have made transitions in their life cycle (stage of maturity) due to the impact of the dynamically changing online context (P3). In this section we will discuss if this statement can be confirmed with the theory and results from this research. Before we start with this section, it must be said that there was very little information collected during the interviews about this topic. More about this issue will be discussed within the limitation part of the next chapter. Start-up stage and the influence of the Internet In order to find out if the Internet has an impact on the orchestration of marketing related resources and capabilities during the start-up stage of a firm (P3.1), it is tried to understand where companies are concerned with in the first place. Sirmon et al. (2011) state that how 66


managers manage their firm’s resources maximizes the likelihood to achieve a competitive advantage. This is important because a young company, which is still in the start-up stage, reacts very differently on market changes than a company that is in the decline-stage. The authors find this logical as the focus is on variability instead of conserving resources to survive. Also the orchestration of each stage of a firm’s life cycle is important; as it is depend on the managerial actions with one or between multiple resources. Understanding the requirements of success helps to increase growth and prevent decline of the business. But we already know that as we discussed this in previous chapters. What we have learned during the interviews is that the possession of a clear vision is essential in the start-up phase, as vision drives a company towards its goals. Inspiring the target group is very important too in order to be seen as a relevant company who earns trust from its customers. Clear communication is important, online information must be correct. But also think of the creation of online communities, where consumers can talk about their brands and share content. These brand communities are important for branding as they are specialized, non-geographically bound and based on social relationships among admires of a certain brand (Muniz & O’Guinn, 2001). Online communities evolve following distinctive lifecycle stages (Iriberri & Leroy, 2009) just as the organization follows its own life cycle. At last, again the findability seems to be extremely important as your company only exists when it can be found through the Internet by potential customers or other interesting people depending to who your product selectors are (Bhansing et al., 2012). We see that something is going on in the start-up stage of a firm and that it is related to the Internet, but we do not have enough evidence to prove that the Internet has an impact on the orchestration of marketing related resources and capabilities in this stage. Interesting findings Unexpectedly we did not found enough evidence to state that the Internet has an impact on the orchestration of marketing related resources during the start-up stage of a firm. We do see that online communities and findability play an important role, which can be related to branding and lead generation, but there is just not enough data. This might be because of methodological reasons, as the question about the life cycle of an organization was actually the last question and people did not have sufficient time to answer this in greater detail. It can also be stated that people just have no answer to this, that this really is something new, making it a conceptual issue. Or again by simply stating that you cannot connect the life cycle of an organization to the concept of online resource orchestration, which seems strange 67


because Sirmon et al. (2011) did this too. The last explanation is that perhaps the last four propositions should be integrated to one proposition first, to collect more valuable data, which again is a methodological issue. This explanation also applies to the following three subjects: growth-, mature- and decline stage. Growth stage and the influence of the Internet In order to find out if the Internet has an impact on the orchestration of marketing related resources and capabilities during the growth stage of a firm (P3.2), it is tried to understand where companies are concerned with in the second place. According to the results we learned that when organizations grow, IT becomes more important. Constantinides (2002) confirms this by stating that the systems (technology, technical requirements and web site administration) do play an important role within the web-marketing mix framework. Again innovativeness plays an important role, for example when an innovative webshop is build in order to create a competitive advantage. This can be done using dynamic capabilities reacting to market opportunities through innovation (Christensen, 2001). Efficiency is also an important topic, which can be achieved when customers fill in forms online. For example during the registration process of products that customers just bought. You then also deliver customer service, creating customer value at the same time (Woodruff, 1997). Offline activities still seem important according to the results, one can for example respond to this by bundling online and offline communication related resources and support offline activities. This stage it is all about bundling resources in order to achieve a competitive advantage (Sirmon et al., 2011). We see that there is seriously something going on in the growth stage of a firm and that it is related to the Internet, but again we do not have enough evidence to prove that the Internet has an impact on the orchestration of marketing related resources and capabilities in this stage. Interesting findings Unexpectedly we did not found enough evidence to state that the Internet has an impact on the orchestration of marketing related resources during the growth stage of a firm. Although some interesting insights within this stage were found. For example; the fact that in this stage it is all about bundling resources and focusing on IT. As described before this is probably due to methodological reasons, we should have collected more data but there was more focus on other topics.

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Mature stage and the influence of the Internet In order to find out if the Internet has an impact on the orchestration of marketing related resources and capabilities during the mature stage of a firm (P3.3), it is tried to understand where companies are concerned with in the third place. During the mature stage something must be done in order to prevent the decline stage, which is the least popular stage. New ways of distribution seem to be very important, recent research of PricewaterhouseCoopers (2013) argue that fast and reliable delivery, innovative products and innovative marketing significantly increases customer spending. Which means that focusing on faster online distribution, for example through a streamlined webshop seems to be a way to get back into the growth stage. This also accounts for faster communication, which also seems to be important according to the results of the interviews. An organization needs to manage its reputation and be responsible when they take actions. And at last professionalizing processes is important too; to be able to deliver faster, communicate better and to really answer to customer needs. We do not see directly that there is something going on in the mature stage of a firm that is connected to the Internet. Off course there might be some solutions using the Internet but we do not have enough evidence to prove that the Internet has an impact on the orchestration of marketing related resources and capabilities in this stage. Interesting findings Unexpectedly we found a lot of answers related to this topic but lots of them were not directly related to the Internet. Optimizing processes seems to be very important and yes the Internet can help with that, but no real support was found to state that the Internet has an impact on the orchestration of marketing related resources and capabilities during the mature stage of a firm. As described before this is probably due to methodological reasons, we should have collected more data but there was more focus on other topics. Decline stage and the influence of the Internet In order to find out if the Internet has an impact on the orchestration of marketing related resources and capabilities during the decline stage of a firm (P3.4), it is tried to understand where companies are concerned with in the fourth place. The least popular stage is the decline stage, the stage where the organization goes downwards. According to Morgan (2012) continues adaption on the external environment is needed to survive, which means that updating the knowledge through training programs is needed. Next to that human resources must be flexible as the tasks might vary over time when demand for specific channels change. 69


According to the results, no answer was given to the question what a company should do. Most people answered this question by stating when companies come to this stage. What was said is that companies need a hybrid formula that is online proof and that mismanagement must be prevented. Managers should simultaneously execute today’s strategy while they develop tomorrow’s (Birkinshaw & Gibson, 2004). This means that organization must assess the capability of a manager on how they manage resources. The results also show that using new fuel is a solution to get rid of the old one and becoming a fertile organization again. We see that something is going on in the decline stage of a firm and that it is related to change, but we do not have enough evidence to prove that the Internet has an impact on the orchestration of marketing related resources and capabilities in this stage. Interesting findings Unexpectedly we found no concrete answer in what to do when companies are in the decline stage. This is interesting as managers do talk about how not to get into this stage. The fact that change seems to be an important topic is interesting and off course a little bit obvious. But the fact is that managers seem to realize that something must change, the Internet can help with that but not enough support was found for this statement. We therefor cannot state that the Internet has an impact on the orchestration of marketing related resources and capabilities during the decline stage of a firm. As described before this is probably due to methodological reasons, we should have collected more data but there was more focus on other topics.

7.2 Answer to the research question According to the discussion, there is enough support to state that the Internet has an influence on how managers develop their strategies and the competitive dynamics of organizations (P1.1), moreover we see that there is decent evidence to state that the Internet influenced the creation of competitive advantages, in such that it helps to create these (P.1.2). We cannot say that the Internet made it easier as there was not enough support for that statement. Within the online context process management changed due to the Internet, this was mainly seen in how resources are leveraged by managers, in such where the deployment of resources changed significantly (P.2.1). We cannot say that this was also the case in how resources are structured and bundled as there is not enough evidence to state that. We see that something is going on within organizations, especially within departments. New functions are being created and tasks might have changed but we cannot say that the Internet has influenced the hierarchal 70


changes between the top level, middle-level and lower-level due to the dynamically changing online context (P2.2). Although one could state that there is enough evidence, changes could also appear because of other reasons. The results show that there is also something going on when organizations make transitions in their life cycle, due to the impact of the dynamically changing online context. Especially during the start-up and growth stage of an organization (P3.1-3.2), but there is not enough empirical support to confirm this. In the mature stage we do not see there is something happening (P3.3) and in the decline stage we see there is something happening but this has more to do with change (P3.4). Of course the Internet might be helpful in these stages, but we do not have enough evidence to confirm this statement. This research shows that the online context has an impact on the orchestration of marketing related resources and capabilities. Especially during the development of a firm’s strategy and that it also helps to create a competitive advantage. At last the Internet has also an impact on process management during the deployment of marketing related resources within the online context.

7.3 Theoretical contribution The main theoretical contribution is to make a first step towards a better understanding of the phenomenon of resource orchestration and to see how marketing related resources and capabilities could be orchestrated within the online context. This will be done by first discussing what literature was most important for this research. Hereafter we will discuss what this research added to the theory. Important literature for this research To answer this question the necessary literature is consulted. The most important articles for this research were three papers and one of them was used as a strong basis to build upon. Which was the study of Sirmon, Hitt, Ireland and Gilbert (2011). They developed the resource orchestration framework that was used extensively in this research. Next to this paper the work of Morgan (2012) was used in order to explain more about marketing and business performance in which marketing related resources and capabilities are discussed. To get the online context into this story the work of Constantinides (2002) was used, who proposed a new marketing-mix model and discussed the process of resource management using the Internet. 71


Next to these three important papers, other papers had a great contribution for this research too. For example, the paper of Teece (2007) who learned us a lot about the nature and micro foundations of (sustainable) enterprise performance. The paper about how to manage firm resources of Sirmon et al. (2007) was also very interesting as he build upon this study to get to his resource orchestration framework later on (Sirmon et al., 2011). During the review of the results, a lot of use was made of the paper of Foss et al. (2008), which is about entrepreneurship, subjectivism and the resource-based view towards a new synthesis. At last the paper of Christensen (2001) was particularly interesting because of the contribution on the innovation and is about the past and future of competitive advantage. Added value of this research As discussed, the most important paper for this research is about the research orchestration framework of Simon et al. (2011). This research adds the online context to it, integrating marketing related resources and capabilities. This research therefore contributes to a better understanding of the online phenomenon and what influences the online context has on the orchestration of marketing related resources and capabilities. The framework still holds as it makes the framework a bit more practical, opening further the black box of online resource management. Next to the fact that the online context has been added with marketing related resources and capabilities, other differences between the original resource orchestration framework of Sirmon et al. (2011) and results from this research seem to occur. We for example we see that the creation of a (series of) competitive advantage(s) (topic within the breadth of the organization) do(es) not have to be easier using the resource orchestration framework within the online context. What factors that might be important in order to create easier competitive advantages within the online context, remains relatively unknown. Next tot that we also did not find an answer if hierarchies (topic within the depth of the organization) change, due to the dynamically changing online context. Others factors could play a role too causing hierarchal change, but then we still do not know what online related factors did play a role. The last difference is the life cycle effect of an organization (stage of maturity), there is not enough support to state that the online context has an influence on this subject. There is just not enough data to make a substantive statement about this subject.

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The main contributions are to be found during the development of the strategy, the creation of a competitive advantage (not stating that it is easier) and during process management. We learned that the online context has an influence on these areas and we have enough support to state that the Internet has an impact on how companies should orchestrate their resources. This research changes how managers should think about the influence of the Internet and help organizations to better understand how to orchestrate marketing related resources and capabilities within the online context.

7.4 Managerial implications In this section we will translate the theoretical aspects of the online resource orchestration into practice by first introducing you how online resource orchestration comes alive. Next to that we will also give practical advice for managers, inspiring them to orchestrate their marketing related resources successfully within the online context. How online resource orchestration comes alive Everybody knows Apple, a big American electronic company founded thirty-eight years ago by Steve Jobs, Steve Wozniak en Ronald Wayne. The company designs, develops, and sells consumer electronics, computer software and personal computers. The reason why it is interesting to talk about this company is because of the fact that this is an example that has been used a thousands times at universities worldwide. Not because of the fact that this company is a good example for online resource orchestration, in contrary it is not. Apple is known for its rebellious character as it does what they believe is good for their customers. The service policy of Apple products has been criticised for years and now finally they offer customer support via chat and e-mail and you can call them via telephone. But if you have any specific product related questions, you have to pay an additional amount of money for AppleCare. Do not even mention what to do when your iPhone screen is broken, you do not even think of sending it back to Apple. You just surf on the Internet to find the nearest repairman. Apple does not even have an official Facebook or Twitter page where you can interact with the company and still you buy products from them? Why is that?

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Lots of people just love Apple, because it is Apple. Delivering inspiring innovativeness to buyers. But what has this to do with the online resource orchestration? Well almost nothing you might think. Apple is a good example of the fact that there is no one route to success. We cannot simply say that the online resource orchestration framework will make companies more successful. Just take a look at Apple; they changed our lives since the introduction of the iPhone. We all now need Internet on our smartphone, something we could not even think off ten years ago. Although the fact that we cannot look from the outside what is happening inside. Apple knows what works and is master in delivering exactly that. Off course Apple has to deal with the same issues of the breadth, depth and life cycle effects of organizations but it sees things differently. Innovation with passion and vision, that is what in my opinion the drivers are for the success of Apple. They incorporated their vision in the whole organization, aligning their strategy with all the layers of the organization and always strive for a better user experience. Apple knows how to develop and implement innovative strategies within the online context. They showed that not only with the iPhone but also with the iPad and not to forget iTunes; the online platform to download music on all your (Apple) devices. They created a unique competitive advantage, as they are the biggest company that manufactures hardware and seamlessly connects the software into one device. But also think of iTunes, which only exists because of close collaboration between Apple and record companies. Buying Apple computers online is very easy and you can adjust your personal MacBook or iMac to you own taste. Apple therefore is a great example of a company that embraced the Internet in order to make the difference. Online resource orchestration helps managers to take a look to their organization from a more online oriented point of view, responding to the dynamics in the external environment while they develop strategies. Managers should look to its current resources, seek for outstanding opportunities and create, bundle and leverage their resources in order to offer the highest value to their customers, just like Apple does.

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Remember the Internet is there to help you with that. You only need some good innovative ideas, put the right resources in place and manage to creatively set the tone in order to play the music your audience will love. Practical advice for managers Managers nowadays need to take into account that they have to change their business models, as customers are becoming even more central into the organization. Not only the way how they communicate to the customer has changed, also the channels itself made shifts from offline to online and are now becoming one. Especially when you are doing business on an international scale, firms now can connect and sell to customers a lot easier as borders disappear. Companies should be aware of the stronger negotiating positions of customers, because not only companies can reach customers easier, customers also reach companies easier too. This has implications for customer support, when customers post negative reviews about companies online but also on the price strategy as customers can easily compare the price of a product online. Managers must also not forget that offline will not disappear, so focusing only on online communication is not recommended, personal contact is still very important for customers. Competitive advantage is made when a company is better found online than the competition. Customers search more in search engines like Google when they search for information, for example to compare a price of a product or to find contact data of a retailer. Another important performance differentiator is to optimize one-to-one communication to customers, integrating the customer into the organization to help them and receive valuable feedback in return. Again bearing in mind that customers still wants to receive offline communication. Offline differentiation therefore is likely to become more relevant in order to create a competitive advantage, for example by still distributing an exclusive hard-copy version of a catalogue. It is all about being different and the Internet is wiling to help firms with that. The online context enables people to start more easily a company, due to the fact that a website or webshop is a firms existence. But just by possessing a wonderful website does not mean you are competitive, as competition can easily copy your business. But if you are found better through the search engines, you can have a competitive advantage over competition, as customers are more likely to do business with you. The main source of competitive advantage online is innovation, expressing creativity and optimizing the IT driven highway differentiates 75


one over another. You can think of creating a solution to optimize customer relationships and utilizing the network by creating unique content. The Internet gives a lot of opportunities to create a competitive advantage, but did not made it easier to establish one. In contrary creating a competitive advantage becomes harder as it seems easier to find one. The information flow within organizations has changed due to the advent of the Internet. Just think of all the e-mail contact within organizations. Another popular communication channel is the newsletter, sending a weekly report of what the company is doing aligns external and internal communication. Employees must know about ATL (Above-The-Line) campaigns for example, which is a type of advertising through media such as television, when customers have questions about them. Today employees cannot say that they were not aware of a certain campaign that just sounds silly from a professional point of view. Companies must have their internal communication well organized. Internal newsletters can help with that and chat application like Lync and Skype are becoming more popular to communicate internally. External communication changed enormously and can be seen as one of the biggest things where the Internet had an influence on. As we have discussed before, products are easily compared to each other through the Internet. Next to that there is an increasing demand for more interactive product presentations. Companies can add YouTube videos with an explanation of the features and benefits of their products and even answer questions. This creates a whole new customer experience that really services the customer. But to get there, online visibility is the prime topic on the manager's agenda. Due to the Internet, companies are centralizing their organization and influence how companies do business. This means for example that account management happens more online and that sales representatives can work anytime and anywhere they want. But often companies encounter possibilities that they cannot exploit, this because of the fact that they do not posses the resources and capabilities needed. For example, managers have to decide whether they hire external professionals or acquire new people to execute the strategies. Especially in dynamically changing environments it is recommended to use highly skilled professionals to analyse and develop strategies and train internal resources to execute them. As finding multi disciplined marketeers seems to be hard and are even harder to retain. This shows that the online context not per se changed hierarchies but did have an influence on the processes within a company. 76


The process of serving customers has changed, as customers ask questions online, via mail, chat and create tickets online. Collaborating with customers is really upcoming and offers customer benefits, using collaboration platforms such as IBM Social Collaboration and Blackboard. It is all about making processes faster and easier for users. Connecting departments to each other also enables companies to create new possibilities and make processes not only more efficient but also more effective. An e-mail marketing project for example combines a project manager with sales representatives (i.e. telemarketing), online and offline marketeers, web developers (IT) and product developers in order to target customers and generate more valuable leads and collect valuable feedback from customers. In order to execute the processes and deliver customer value, marketing related resources and capabilities are needed. It is therefore recommended to have accesses to managers and professionals who are capable in developing online strategies. It is also important to pick social media channels that fit with the company, while still delivering offline support, as customers want the best of both worlds. Knowledge is a very important resource, firms need to understand the needs and buying behaviour of customers. Next to that firms need people with product knowledge and online communication specialists. This because communication through online is different than offline. Possessing marketeers with IT knowledge is a pre, but having an entrepreneurial mind-set is almost a must in highly changing environments. Being innovative enables companies to exploit market opportunities in which time and money is needed. Customers nowadays expect a 24/7 accessibility of companies and are just one mouse-click away to the competition. So interacting fast at anytime and delivering innovative content are important resources in order to make a difference. Time is an important resource as we discussed before, but next to having time, timing the moment is important too. As we still have a lot to investigate in that field, we see that there is something going on in different stages of the life cycle of an organization. Especially during the start-up and growth phase of an organization. Where in the start-up stage it is about building visibility, building up name recognition and being inspirational, making todays life a bit more fun. Where during the growth stage it is more about innovation and the usage of IT to make processes more efficient, surprising, changing and conquering customers. And if organizations are in the mature stage, renewing distribution channels become highly important. Faster communication and professionalizing processes is needed. It is all about 77


managing the hybrid formula, in which online shortens the life cycles of products. Strong vision, using the new fuel and being responsive is what firms should do to prevent and get out of the decline stage of an organization. Good luck orchestrating your online resources in order to create wonderful music! - Jordi Simons

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8. Conclusion Doing business in general is not about possessing valuable resources, no it is about successfully managing these in such way that they contribute to a companies success. In this research the aim was to better understand the impact of the online context on the management of online related resources and capabilities. We now know that the online context has an influence on the orchestration of marketing related resources and capabilities. Managers need to take the influence of the Internet into account when they formulate strategies and communicate more effectively with their customers as buyers have a stronger negotiation position. The scope of the firm (breadth of online resource orchestration) therefore changed due to the dynamically changing online context. Next to that it is important to understand that competitive advantages are not easy to create and that the Internet does not make it easier to create one. In contrary, it seems that it has become harder because the Internet makes everything else easier. Information flow within organizations changed too, as the Internet had a lot of influence on the IT. Streamlining internal communication is important and some of the respondents even state that the customer must be integrated within the organization in such that employees and customers are becoming one core. That has an influence on the levels of hierarchy (depth of online resource orchestration) in such way that activities change, but it cannot be said that the Internet solely changed hierarchies too. More external factors do play a roll too, which we do not know yet. But we know that the Internet had an impact on the depth of organizations and that communication channels and processes need to be reviewed. Today it is all about innovation, being more creative than other companies and delivering unique content. This can be done successfully with creative management that has an entrepreneurial mind-set and strong vision, as Internet is change. It seems that the Internet also has an impact on the moments when companies exploit market opportunities, in such that the life cycle effects might influence how managers manage their marketing related resources and capabilities in the online context. We do have a bigger picture now on what each life cycle might influence, but we do not have enough support to make strong statements about the life cycle effects in the online context. But it seems that during the start-up phase being inspirational, have a strong vision and be clear in communication is important. During the growth phase it seems that IT and innovation become 79


more important and that sales can boost when an innovative webshop is build. Within the mature phase it is all about managing new distribution channels and restructuring communication and professionalizing processes. Prevention of the decline stage is possible when managers ride on the new fuel and use a hybrid formula to stimulate growth.

8.1 Limitations and further research This research was done in a relatively short amount of time and a lot of decisions need to be made. One of them was to focus more on marketing related resources and capabilities. A company is off course about more than marketing only, it is therefore recommended to also look at other potentially important resources and capabilities as well. In this research we did gave some directions that might be interesting such as distribution and logistics, but more research in other resources might be helpful to better understand the phenomenon of resource orchestration within the online context. Focusing on the marketing related resources and capabilities did help to focus and gave us a lot of interesting insights, like the fact that development of corporate- and business-level strategies and the competitive dynamics of organizations have been influenced through the advent of the Internet. But to know more about what this exactly changed, or in other words, what buyers nowadays exactly want and how business models need to be revised, remains relatively unknown as it depends on the industry where the organization is in. Focusing on specific industries might help to better understand these dynamics in other contexts. It is also advised to dig deeper into the understanding of the creation of competitive advantages within the online context. We now know that the Internet has an impact on the creation of a competitive advantage and we know that findability and communication are important. But this study does not show how to really make the difference, as this might be seen as an operational issue, it can still be interesting for individual companies and therefore it is recommended to do research in this question on industrial or even firm level. We also did not get enough support to state that the Internet made it easier to create a competitive advantage, so it was not possible to confirm this statement. Lots of respondents stated the contrary. This shows that this is a serious issue and further research in the

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difficulties of creating competitive advantages in the online context might be interesting for further research. The Internet did not change directly the hierarchies of firms according to the finding of the research, but what then did change the hierarchies of firms, and did firms really change, are questions that still are present and were not fully answered during this research. What we know now is that the Internet has an influence on the activities within departments and that new functions are created. Further research on the effects of the Internet on the levels of hierarchy (depth of online resources orchestration) within the online context might therefore be interesting. But also in the field of process management, as we know that the deployment of resources has changed but we do not exactly know what the Internet changed in the other phases of process management. Think of the mobilization and coordination of resources and on a higher level on how to structure and bundle resources within the online context. More research in this field is needed to get a better understanding of process management of marketing related resources and capabilities within the online context. In the beginning of this research we stated that we wanted to see if bigger companies were different from smaller companies due to the impact of the Internet. Although we shortly state that smaller companies aim more at lead generation and bigger companies on branding, we do not have enough data to show differences between the groups. Further research into this topic can be interesting, when we want to learn the performance differentials between bigger and smaller companies within the highly dynamic online context. At last it is highly recommended to do more research in the field of the life cycle effects of online resource orchestration. Especially during the growth stage in relation to online resource management and during the mature stage in relation to change management. We see that a lot has happened in these phases but we did not have enough support to state that these changes were actually influenced through the Internet. Further research therefore is recommended and will help managers to better understand what to do during the life cycles of an organization.

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Appendix Hereafter you will first find the coded themes and code scheme that were used for this research. The code scheme used the information from the transcribed interviews. To keep confidential information discreet, no interviews are included in the appendix. If you would like to receive a copy of an interview transcript, please send a request and I will contact the interviewee for you if your reason seems relevant enough for the interviewee. The information derived from the interviews is coded in the code scheme, which have been analysed using the code themes document. You can find both documents in the appendix. If you have any questions after you have seen the code themes or code scheme, please feel free to ask me via LinkedIn: www.linkedin.com/in/jordisimons. - Appendix 1: Code themes - Appendix 2: Code scheme

87


Core Theme Breadth

Questions

Theme 1 Strategie formuleren en invloed internet

Construct

Subtheme

Distributie Afnemer Afnemer Verkoop Afnemer Verkoop Service Subjectiviteit Attitude Internationaal IT Verkoop Communicatie Distributie Distributie Communicatie Product Communicatie Afnemer Product Prijs Internationaal Organisatie Concurrent Organisatie Afnemer IT IT Communicatie Communicatie Product IT IT IT Organisatie Organisatie Organisatie Communicatie Organisatie Communicatie Communicatie Organisatie Afnemer

Business model Klant centraal Klantbehoefte Koopproces Klantkennis Nieuwe wereld Pure players Subjectiviteit adviseur Ontkenning Internationale strategie IT Verkoopkanaal Communicatiekanaal Exclusieve distributie Distributiekanaal Interactie met doelgroep Productintroductie Vindbaarheid Onderhandelingspositie consument Productbeleid Prijsbeleid Internationale handel Inspireren Concurrentie Content strategy Klantloyaliteit Cloud Automatisering Persoonlijk contact Belang communicatie Productportfolio Internet als trend On-‐premise Disconnecten van internet Resource management Chaos Keuzes maken Contact strategie Bureaucratie Oriëntatiefase Beleving product Ontvangen van informatie Klantinformatie

Interviewee BIG1 BIG1,SMA1 BIG1,BIG2,BIG3,BIG5,SMA2,SME1 BIG1 BIG1,SMA3 BIG1 BIG1 BIG1 BIG1 BIG1 BIG1,SME4 BIG2,SME1,SME3 BIG2,BIG3,BIG4,SMA2,SME2,SME4 BIG2 BIG2,SMA3,SME4 BIG2 BIG2 BIG3 BIG4 BIG4 BIG5 BIG5,SME2 BIG6 BIG6 BIG6 BIG6 SMA1 SMA1 SMA1,SME3 SMA2 SMA3 SMA3 SMA3 SMA3 SMA4,SME4 SMA4 SMA4 SMA4 SME1 SME2 SME2 SME3 SME4

Onvoldoende resources Innovatief zijn Breed aanbod Productpresentatie Productpresentatie Tastbaarheid Productpresentatie Productpresentatie Vindbaarheid Uniek zijn Uniek zijn Vindbaarheid Tastbaarheid Tastbaarheid Communicatie Productontwikkeling Productontwikkeling Efficientie Toegankelijkheid Productontwikkeling Toegankelijkheid Communicatie Efficientie Uniek zijn Ondernemen Organisatie Communicatie Communicatie Communicatie Retail slinkt Beleving Tastbaarheid (contact) Toegankelijkheid Distributie Distributie Inzicht Communicatie Vindbaarheid Beleving Distributie Communicatie Efficientie Vindbaarheid Communicatie Tastbaarheid (contact) Tastbaarheid Communicatie Communicatie Productontwikkeling Onvoldoende resources

Ondercapaciteit Inspelen ontwikkelingen Long-‐tail Productpresentatie Klantkennis Fysieke presentatie (offline) Informatieverstrekking Video presentatie Vindbaarheid Combinatie met online Online als onderdeel Klant zoekt online Behoefte aan tastbaar Offline differentiëren Één op één communicatie Time-‐to-‐market Co-‐creatie met klant Goedkoper leveren 24/7 open Klant stelt product samen Eigen product afhalen Intiem klantcontact Efficiënter opereren State-‐of-‐the-‐art producten Internet is ondernemen Onderdeel van strategie Klantcontact Direct marketing Klantcontact Minder fysieke winkels Beleving Persoonlijk contact (offline) 24/7 service bieden Online sales Tablet sales Inzicht in processen Inspireren Vergroten naamsbekendheid Social meaning Klant wordt kieskeuriger Online branding Sneller koopproces Beter doelgroep bereiken Koude acquisitie Persoonlijke benadering (offline) Persoonlijke aankleding (offline) Offline branding Uitstralen imago Co-‐creatie met klant Tekort aan resources

BIG1 BIG1 BIG2 BIG2 BIG2 BIG2 BIG3 BIG3 BIG3,SMA2,SMA3,SME2,SME4 BIG4 BIG4 BIG5 BIG5 BIG5 BIG6,SMA4 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 SMA1 SMA1 SMA1 SMA1 SMA1 SMA1,SME1 SMA1 SMA1 SMA1 SMA1 SMA2 SMA3 SMA4 SMA4 SMA4 SMA4 SME1 SME1 SME1 SME2 SME2 SME3 SME3 SME4

Makkelijker N.v.t. Hetzlefde Makkelijker Moeilijker N.v.t. Moeilijker Moeilijker Moeilijker Moeilijker Moeilijker Moeilijker N.v.t. N.v.t. N.v.t. Moeilijker Moeilijker N.v.t. N.v.t. Makkelijk Moeilijker Moeilijker Makkelijker Moeilijker N.v.t. Makkelijker Moeilijker Makkelijker Makkelijker Makkelijker Makkelijker Makkelijker Makkelijker

Claimen concurrentievoordeel Communicatie concurrentievoordeel Positie concurrent Klantenbinding Creativiteit en alertheid Brand experience Sneller schakelen Risico door snelheid Veel werk Kennis online anders Zichtbaarheid Werk online komt erbij Human resources Onderscheid door content Gratis tools Makkelijker te kopiëren Persoonlijk contact (offline) Internet is een middel Relatie optimaliseren (online) Onderscheid door flexibiliteit Vindbaarheid (-‐) Focus op prijs Vindbaarheid (+) Producten niet te vergelijken Zenden en ontvangen Benchmarken Imago sterker offline Eenvoudig online starten Webshop geen toetredingsdrempels Creativiteit Uitzetten van het netwerk Briljant zijn Meer mogelijk

BIG1 BIG1 BIG2 BIG2 BIG3 BIG3 BIG4 BIG4 BIG5 BIG5 BIG5 BIG5 BIG5,SME3 BIG6 BIG6 BIG6 SMA1 SMA1 SMA1 SMA2 SMA3 SMA3 SMA3,SMA4 SMA3 SMA4 SME1 SME1 SME1 SME1 SME1 SME2 SME3 SME4

Easier Harder

IT resources Interne communicatie Klantfeedback Interne communicatie Toegang informatie Human resources Meer capaciteit Toegang informatie Interne communicatie Interne communicatie Interne samenwerking Interne communicatie Interne communicatie Interne communicatie

Automatisering Interne nieuwsbrief Serviceverlening Communicatie per mail Toegang tot informatie Verandering in cultuur Tijdwinst Transparantie Intranet E-‐mail contact Social Collaboration Platform Chatten Gelijke communicatie in/extern ATL communicatie alignen

BIG1 BIG1 BIG2 BIG2 BIG3 BIG3 BIG3 BIG3 BIG4 BIG4,BIG5,BIG6,SME1,SME2,SME3 BIG5 BIG5 BIG6 BIG6

IT resources Internal communication Access to information Human resources Internal collaboration

Online t.o.v. offline creatie concurrentie 2 voordelen

Results of constructs Construct Distribution Buyer Sales International IT Communication Product Organisation

Interviewee Mentioned Importance BIG1,BIG2,SMA3,SME4 4 BIG,BIG2,BIG3,BIG4,BIG5,BIG6,SMA1,SMA2,SMA3,SME1,SME4 11 BIG1,BIG2,SME1,SME3 4 BIG1,BIG5,SME2 3 BIG1,SMA1,SMA3,SME4 4 BIG2,BIG3,BIG4,SMA1,SMA2,SMA4,SME2,SME3,SME2,SME4 10 BIG2,BIG4,SMA3 3 BIG6,SMA4,SME1,SME3,SME4 5

29% 79% 29% 21% 29% 71% 21% 36%

Influence of Internet on strategy formula2on Most popular topics 79%

71%

29%

29%

Construct Lack of resources Product presentation Tangibility Findability Uniqueness Communication Product development Efficiency Accessibility Experience Distribution

36%

29%

21%

21%

Interviewee BIG1,SME4 BIG2,BIG3 BIG2,BIG5,SMA1,SME1,SME2 BIG3,BIG5,SMA2,SMA3,SME1,SME2,SME4 BIG4,BIG6 BIG5,SMA1,SMA2,SMA4,SME1,SME2.SME3 BIG6,SME3 BIG6,SMA4 BIG6,SMA1 SMA1,SMA4 SMA1,SMA4

Mentioned Importance 2 2 5 7 2 7 2 2 2 2 2

14% 14% 36% 50% 14% 50% 14% 14% 14% 14% 14%

Impact of online vs. offline on crea2on compe22ve advantage Lack of resources 6%

6% 5%

Product presentahon 5%

Tangibility

6%

Findability

14%

6%

Uniqueness Communicahon

6%

Product development Efficiency

20%

20%

Accessibility 6%

Experience Distribuhon

Mate van eenvoud concurrentievoordeel 3 door komst internet BIG1,BIG2,SMA2,SMA4,SME1,SME2,SME3,SME4 BIG3,BIG4,BIG5,BIG6,SMA1,SMA3

8 6

57% 43%

Degree of simplicity crea2ng a compe22ve advantage online

Easier

43% 57%

Harder

Positive comments Negative comments

13 12

BIG5(-‐4) vs. SME1(+3)

Sen2ment of crea2ng CA via online 15 10

Posihve comments

5

Negahve comments

0

Informatiestroom organisaties en invloed 4 internet BIG1,SMA4,SME3 BIG1,BIG2,BIG4,BIG5,BIG6,SMA3,SME1,SME2,SME3 BIG3,SME2,SME4 BIG3,SMA1 BIG5,SME1,SME4

Influence Internet on internal informa2on flow Most popular topics Internal collaborahon Human resources Access to informahon

21% 14% 21%

3 9 3 2 3

21% 64% 21% 14% 21%

Access to informahon

Interne communicatie Huan resources Interne communicatie Interne communicatie Processen veranderen Productontwikkeling IT resources IT resources IT resources IT resources IT resources IT resources Interne samenwerking Toegang informatie IT resources Interne samenwerking Toegang informatie

Intern en extern gelijk Leerproces Communicatie veelzijdiger E-‐Mail contact Beslissingstraject langer Softwarediensten Consument beter geautomatiseerd IT bedrijfsleven loopt achter Omgekeerde curve Bring your own device Andere brandstof Wet van Moore Sneller informatie delen Toegang tot whitepapers en brochures Werken vanuit thuis Linq Snel schakelen

BIG6 SMA1 SMA3 SMA3 SMA3 SMA3 SMA4 SMA4 SMA4 SMA4 SMA4 SMA4 SME1 SME2 SME3 SME4 SME4

Transparantie cijfers Transparantie cijfers Transparantie cijfers Direct marketing Direct marketing Communicatie Productfocus Branding Verkoop Communicatie Verkoop Service Zichtbaarheid Direct marketing Zichtbaarheid Verkoop Communicatie Persoonlijk contact Persoonlijk contact Service Service Distributiekanaal Klantwens Communicatie Behoefte aan rust Behoefte aan rust Vernieuwing Communicatie Communicatie Service Communicatie Communicatie Communicatie Communicatie Communicatie Verkoop Direct marketing Branding Communicatie Service Klantwens

Martkinformatie Transparantie informatie Delen van informatie E-‐mail nieuwsbrief Mailing per post Productpresentatie Product staat centraal Merkbeleving Online verkoop Online advertising Bestellingen via mail Registratieproces Inzage in processen Loyaliteit klanten Overal inzicht in sales Voorzichtig met data Online communiceren met klanten Communicatie onderling decimeert Telefonisch contact Hulp op afstand Dienstverlening belangrijker Mobiele communicatie Behoefte mobiel internet Online vindbaarheid bedrijfsinformatie Disconnecting Privacy Meegaan met de tijd Printscreens doorsturen Vergemakkelijkt communicatie Verlenging service Interactieve communicatie Video boodschappen Sneller communiceren Meer communicatie per mail Minder efficiënte communicatie Verlaagd drempel verkoop E-‐mail nieuwsbrief Uitstralen imago Communicatie via Cloud 24/7 service verlenen Applicaties aanbieden

BIG1 BIG1 BIG1 BIG2 BIG2 BIG3 BIG3 BIG4 BIG4 BIG4 BIG5 BIG5 BIG6 SMA1 SMA1 SMA1 SMA1,SMA2,SME1 SMA1 SMA2 SMA3 SMA3 SMA4 SMA4 SMA4 SMA4 SMA4 SMA4 SME1 SME2 SME2 SME2 SME2 SME3 SME3 SME3 SME3 SME3 SME3 SME4 SME4 SME4

Direct marketing Communication Branding Sales Service Personal contact Customer needs

Infromatie management Verkoopapparaat Centralisatie Structureren Processen Not enough change Not enough change Infromatie management Infromatie management Infromatie management Not enough change Externe hulp Processen Verandering Verandering Centralisatie Externe hulp Verkoopapparaat Verkoopapparaat Verkoopapparaat Top-‐down communicatie Baas als voorbeeld Manager mediate Manager implementeert Top-‐down communicatie Baas als voorbeeld Nieuwe functies Nieuwe functies Nieuwe functies Nieuwe functies Nieuwe functies Nieuwe functies Nieuwe functies Nieuwe functies Finance Infromatie management Nieuwe functies Not enough change Nieuwe functies Verkoopapparaat Verkoopapparaat

Transparantie markt Impact verkoop Centralisatie organisatie Structureren organisatie Proces klachtverwerking Geen verandering Weinig verandering Informatie uitwisseling Sturing door informatie Werk wordt leuker Weet het niet Inhuren externe partij Werkwijze veranderen Internet is change Differentiatie door change CRM staat centraal Uitbesteden website optimalisatie Account management via internet Online afspraak maken Boodschap niet altijd helder Intern persoonlijk communiceren Manager als inspirator Middelmanagent mediate Middelmanagent implementeert Lager management friend inspirator Hiërarchische inspiratie gedrag Afd. conventionele / online marketing Online media manager Affiliatie marketeer SEO specialist Offline media inkoper Online media inkoper Online marketeer cowboys Conventioneel oude marketeer 50% weggegooid geld Makkelijker communiceren Online media / marketing persoon erbij Niet van toepassing Telemarketing afdeling erbij Acties via online Meer behoefte aan CRM

BIG1 BIG1 BIG1 BIG1 BIG1 BIG2 BIG3 BIG3 BIG3 BIG3 BIG4 BIG5 BIG6 BIG6 BIG6 SMA1 SMA2 SMA3 SMA3 SMA3 SMA3 SMA4 SMA4 SMA4 SMA4 SMA4 SME1 SME1 SME1 SME1 SME1 SME1 SME1 SME1 SME1 SME2 SME2 SME3 SME4 SME4 SME4

Information management Sales deparment Centralization Processes Not enough change There is change External help Top-‐down communication New functions created

Structuur (acquisitie) Benutten (inzetten) Benutten (mobiliseren) Bundelen (verrijken) Structuur (acquisitie) Bundelen (verrijken) Bundelen (pionieren) Benutten (coordineren) N.v.t. Structuur (acquisitie) Bundelen (stabiliseren) Bundelen (pionieren) Benutten (inzetten) Benutten (coordineren) Structuur (accumulatie) Bundelen (verrijken) Bundelen (verrijken) Bundelen (verrijken) Benutten (inzetten) N.v.t. N.v.t. N.v.t. Bundelen (pionieren) Benutten (inzetten) N.v.t. Benutten (coordineren) Benutten (coordineren) Benutten (mobiliseren) Benutten (mobiliseren) Bundelen (pionieren) N.v.t. Structuur (acquisitie) Bundelen (verrijken) Benutten (inzetten) Benutten (coordineren) Benutten (inzetten) Benutten (inzetten)

Inhuren online specialist Serviceverlening Logistiek Screening partners Dataverrijking Samenwerking Bundelen van systemen Belang bij commercie Belang bij non-‐profit Snelheid informatieverzameling Efficiëntere processen Flexibeler toegang tot database Platform collaboratie Website moet blijven leven Makkelijker internationaal contact Interactieve klantcommunicatie Webshop ondersteund winkel Voorraadmanagement webshop Klantenbestand via e-‐mail Men is aan internet gewend Internet alleen communicatiemiddel 7 uur getikte / visuele communicatie IT-‐matisering Sneller en makkelijkere processen Slechts 24 uur in een dag Werkmanagement tools Inzicht in capaciteit Werken waar en wanneer je wil Overal e-‐mail toegang Online streamen naar devices Internet nodig voor streamen Inspiratie product ontwikkeling Verkoop direct in actie Snellere logistiek Klantbenadering via e-‐mail Ticketsysteem E-‐mail marketing projectteam

BIG1 BIG1 BIG1 BIG2 BIG2 BIG3 BIG3 BIG3 BIG3 BIG4 BIG4 BIG4 BIG5 BIG5 BIG6 BIG6 SMA1 SMA1 SMA2 SMA3 SMA3 SMA4 SMA4 SMA4 SMA4 SME1 SME1 SME1 SME2 SME2 SME2 SME2 SME3 SME3 SME4 SME4 SME4

Structure Bundle Leverage

Management Service Innovatie

Online strategie managen Service verlening Nieuwe elementen

BIG1 BIG1 BIG1

Management Service Innovation

21% 64%

Internal communicahon IT resources

21%

Verandering hoe klanten bediend worden 5 door internet

Depth

BIG2,SMA1,SME3 BIG3,BIG4,SMA1,SMA2,SMA4,SME1, SME2,SME3,SME4 BIG4,SME3 BIG4,BIG5,SMA1,SME3 BIG5,SMA3,SME2,SME4 SMA1,SMA2 SMA4,SME4

3 9 2 4 4 2 2

21% 64% 14% 29% 29% 14% 14%

Changes in serving customers due to Internet Direct markehng Communicahon Service

Branding

Sales

Personal contact Customer needs 64%

29%

21%

29%

14%

14%

14%

Hiërarchische veranderingen door invloed 6 internet BIG1,BIG3,SME2 BIG1,SMA3,SME4 BIG1,SMA1 BIG1,BIG6 BIG2,BIG3,BIG4,SME3 All others BIG5,SMA2 SMA3,SMA4 SME1SME2,SME4

3 3 2 2 4 10 2 2 3

21% 21% 14% 14% 29% 71% (complement of Not enough change) 14% 14% 21%

Internet has changed the hierarchy of organiza2ons

29% Not enough change There is change 71%

Hierarchical changes due to the Internet Most popular topics 21%

21%

21% 14%

Informahon Sales deparment Centralizahon management

14%

14%

14%

Processes

External help

Top-‐down New funchons communicahon created

Managen van processen en invloed 7 internet BIG1,BIG2,BIG4,BIG6,SME2 BIG2,BIG3,BIG4,BIG6,SMA1,SMA4,SME2,SME3 BIG1,BIG3,BIG5,SMA2,SMA4,SME1,SME2,SME3,SME4

5 8 9

36% 57% 64%

2 4 6

22% 44% 67%

4 3 6

29% 21% 43%

Impact Internet how managers manage processes Structure

Bundle

Leverage

57%

64%

Bundle

Leverage

36%

Structure

Mobilisation Coordination Deployment

BIG1,SME1 BIG3,BIG5,SME1,SME4 BIG1,BIG5,SMA2,SMA4,SME3,SME4

Most impact Internet when leveraging resources Mobilisahon

Coordinahon

Deployment 67%

44% 22%

Marketing R&C om in te spelen 8 dynamische veranderingen online BIG1,SM4,SME3,SME4 BIG1,BIG5,BIG6 BIG1,BIG3,SMA4,SME1,SME2,SME4

Life cycle

Management Zichtbaarheid Social media Reputatie Zichtbaarheid Zichtbaarheid Zichtbaarheid Analitische gegevens Persoonlijk contact Innovatie N.v.t. Analitische gegevens Analitische gegevens N.v.t. Communicatie Professionals Professionals Service Service Communicatie IT Professionals Professionals Professionals Ondernemerschap Expertise centers IT Nieuwsbrief Social media Nieuwsbrief Website Social media N.v.t. Analitische gegevens Analitische gegevens Financiële middelen Tijd Professionals Management N.v.t. Proactieve houding Communicatie Innovatie N.v.t. Professionals N.v.t. Professionals Professionals Tijd Innovatie Bereikbaarheid Innovatie Website Professionals Communicatie Online sales Online sales Management Online sales IT Nieuwsbrief Management Professionals Analitische gegevens Analitische gegevens Designers Management Innovatie

Online operaties managen Vergelijkingsites Social media Sentiment Google producten Genereren van leads Zichtbaarheid advertenties Kennis gedrag doelgroep Persoonlijk contact Offline ondersteuning Veranderd continue Consumentendata aankoop Consumentendata interesse Oplevering merkbeleving onduidelijk Online communicatie Mensen met productkennis Online communicatie specialisten Clubsite Commerciële service Één op één klantcommunicatie Robuuste en flexibele IT Multidisciplinair inzetbare mensen Marketeer met IT kennis Direct antwoord van specialist Hands on ondernemen Autonome expertise centers Goedwerkende systemen Doelgroep targetting nieuwsbrief Interactie via social media Interactie via nieuwsbrief Website het belangrijkst Facebook voor bestaande klanten Flexibele planning Analyse van trends Inzicht klantbehoeftes Tijd en geld Conceptontwikkeling Conceptueel denkvermogen Volgen eigen gevoel Inspelen op zelfactualisatie Actie ondernemen Sterk betrokkenheid zijn Innovativiteit Emotionele connectie Kennis why, what en how Spirituele connectie Goed technologisch team Goede marketeer Tijd van de baas voor onderzoek Inspelen nieuwe ontwikkelingen 24/7 bereikbaar zijn Constante innovatie Moderne website Kennis online verkopen Snelle reactietijd online Online bestelsysteem Optie online bestellen Inspirerende partner zijn Online inschrijfformulier lezingen CMS systeem E-‐mailprogramma Kennis systemen Kennis online marketing Een online plan Online doelstellingen Designers Slimme acties Innovatieve content

BIG1 BIG2 BIG2,BIG3 BIG2 BIG3 BIG3 BIG3 BIG3 BIG3 BIG3 BIG4 BIG4 BIG4 BIG4 BIG5 BIG5 BIG5 BIG5 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 BIG6 SMA1 SMA1 SMA1 SMA1 SMA2 SMA2 SMA2 SMA3 SMA3 SMA3 SMA3 SMA3 SMA4 SMA4 SMA4 SMA4 SMA4 SMA4 SMA4 SMA4 SME1 SME1 SME1 SME1 SME2 SME2 SME2,SME3 SME2 SME2 SME3 SME3 SME3 SME3 SME4 SME4 SME4 SME4 SME4 SME4 SME4 SME4 SME4

Visibility Social media Analytical data Professionals Communication IT Newsletter Time Website

BIG2,BIG3 BIG2,BIG3,SMA1,SMA2 BIG3,BIG4,SMA3,SME4 BIG5,BIG6,SMA3,SMA4,SME1,SME2,SME4 BIG5,BIG6,SMA4,SME2 BIG6,SMA1,SME4 SMA1,SME4 SMA3,SME1 SMA2,SME2,SME3

Prijs Inspiratie N.v.t. Duidelijkheid Trends N.v.t. Zitchtbaarheid Capaciteit Visie N.v.t. N.v.t. Bereik N.v.t. Efficiency Naamsbekendheid Vindbaarheid N.v.t. IT N.v.t.

Focus op prijs Inspireren Merken en producten in andere fasen Nut moet duidelijk zijn Gezondheidstrend België loopt achter op Nederland Visibiliteit opbouwen Tijd tekort Focus op vernieuwing Van webshop naar fysieke winkel Levenscyclus online onvoorspelbaar Geen drempel bereik doelgroep Middel om klantrelatie te ondersteunen Begin efficiency Naamsbekendheid Vindbaarheid Ideeën voor leuker en lekkerder leven IT-‐driven snelweg Online minder belangrijk

BIG1 BIG2 BIG4 BIG4 BIG4 BIG5 BIG5 BIG5 BIG6 SMA1 SMA1 SMA1 SMA1 SMA2 SMA3 SMA3 SMA4 SMA4 SME3

INTRODUCTION PHASE Price Inspiration Clearness Trends Visibility Capacity Vision Reach Efficiency Name recognition Findability IT

Online service Inspiratie Webshop Webshop IT Efficiency Koppelen resources Vernieuwen Offline ondersteunen Innovatie Offline ondersteunen Online acquisitie Communicatie Export N.v.t. Netwerken

Online registratie Inspireren Nederland in groeifase Link naar webshop IT gebruiken voor groei Bedrijfsprocessen efficiënter Koppelen onderdelen communicatie Verrassen, Veranderen en Veroveren Ondersteund offline Internet nodig voor innovatie Koppeling online en offline Online resources vinden Communicatie van innovatie Export al 15 jaar via e-‐mail Concurrent had ook e-‐mail Investeren in relaties

BIG2 BIG2 BIG5 BIG5 SMA3 SMA3 SMA3 SMA4 SME2 SME2 SME2 SME2 SME2 SME3 SME3 SME3

GROWTH PHASE Online service Inspiration Webshop IT Efficiency Linking resources Innovation Innovation Support offline Online acquisition Communication Export Network

Distributie Communicatie N.v.t. Fast communication Website is bestaandrecht Reputatie Prijs aanpassen IT Verantwoordelijk Gewoon gebeurd Innovatie Procesmanagement N.v.t.

Distributiebeleid Communicatiebeleid Merklevenscyclus groeit naast product Veel en snelle communicatie Website is bestaansrecht Opgebouwde naam Groei door prijsaanpassing Communicatie tijdperk Groen een attitude Internet gewoon gebeurd Innovatief bezig zijn Processen professionaliseren Snel toegang tot informatie

BIG1 BIG3 BIG4 BIG4 BIG4 SMA2 SMA2 SMA4 SMA4 SME4 SME4 SME4 SME4

MATURITY PHASE Distribution Communication Fast communication Website is the right to exist Reputation Adjusting Price IT CSR Just happened Innovation Process management

Mismanagement Hybride formule Non-‐profit overleeft Reputatie Nieuwe brandstof Innovatie Smart Visie

Mismanagement Online verkort levenscyclus Non-‐profit overleeft Negatieve reacties Andere brandstof volgen Innoveren een must Smart maken Sterke visie

BIG1 BIG1 BIG3 BIG4 SMA4 SME1 SME1 SME1

DECLINE PHASE Mismanagement Hybrid formula Nonprofit survives Reputation New fuel Innovation Smart Vision

2 4 4 7 4 3 2 2 3

14% 29% 29% 50% 29% 21% 14% 14% 21%

Important resources & capabili2es to respond to dynamic changes within the online context Most popular topics 50%

43% 29%

21%

9 Opstartfase en invloed internet

Groeifase en invloed internet

Volwassenheidsfase en invloed internet

Neergangsfase en invloed internet

29% 14%

29%

29%

21%

14%

14%

21%

Core Theme

Theme

Subtheme

Label

Fragmen t

Function

Breadth

1. Strategie formuleren en invloed internet

Business model

“business model is veranderd. Doordat internet de markt transparant maakt, zijn de verhoudingen in het kanaal veranderd”

BIG1.1

General Manager

Klant centraal

“De machtsverhoudingen zijn veranderd, de consument is de baas geworden, dus je moet alles richten op de individuele consument”

BIG1.2

General Manager

Business model

“landsgrenzen bestaan niet, internet maakt alles transparant”

BIG1.3

General Manager

Klantbehoefte

“je zult ook zeer snel moeten reageren op veranderende behoeftes”

BIG1.4

General Manager

Koopproces

“het hele koopproces is veranderd, de oriëntatie is veranderd, purchases (fonetisch) zijn veranderd, alles is veranderd.”

BIG1.5

General Manager

Klantkennis

“Hij is beter geïnformeerd dan de winkelier, want de winkeliers weten niets meer. [Met hij wordt gerefereerd naar de klant]”

BIG1.6

General Manager

Nieuwe wereld

“Ik ga niet meer scheiden tussen on of offline” (BIG1.7) “Noem het maar Hybride, Omnichannel.… Het maak me niet uit hoe je het noemt, het is .. nee, ik wil het nog niet eens Omnichannel noemen, het is gewoon een wereld” (BIG1.8)

BIG1.7 BIG1.8

General Manager

Pure players

“hij zei dat Pure players geen service kunnen bieden [Met hij wordt verwezen naar een bekende professor op een universiteit]”

BIG1.9

General Manager

Subjectiviteit adviseur

“toen zei hij dat de winkel wel zal moeten blijven bestaan, dus die praat, waar de gevulde portemonnee van krijgt. [Met hij wordt verwezen naar een bekende professor op een universiteit]”

BIG1.10

General Manager

Ontkenning

“ontkennen wat gaande is omdat de verandering te fundamenteel is. En dan ga je argumenten verzinnen om aan te tonen dat het online meevalt” (BIG1.11) “het is massaal ontkennen omdat je niet klaar bent” (BIG1.12)

BIG1.11 BIG1.12

General Manager

Koopproces

“Alleen het oriëntatie proces zit op een online traject”

BIG1.13

General Manager

Koopproces

“koop ik het gewoon in de winkel omdat ik tijd heb en ik heb plezier of weet ik veel wat, of hij zegt: ik heb nu even geen tijd en hij koop dezelfde artikel online”

BIG1.14

General Manager

Internationale strategie

“door de komst van Online is steeds belangrijker om op internationaal niveau samen de fundamenten met elkaar te synchroniseren (BIG1.15)”

BIG1.15

General Manager

IT

“is het online? Of is het IT? Ik denk dat IT systemen waaronder een onderdeel online is dat het goed aan elkaar afgestemd moeten worden”

BIG1.16

General Manager

Verkoopkanaal

“Gigantisch. Ik denk, nee, ik weet het wel zeker dat het merendeel van de omzet van [Merk respondent] online gebeurd. Zelfs van keukenmachines, en dat vond ik zo typisch. Een op de twee consumenten koopt een keukenmachine online”

BIG2.1

Brand Manager

Communicatiekanaal

“online neem ik altijd mee bij de media strategie, in de marketing strategie, ook als belangrijk communicatiemiddel”

BIG2.2

Brand Manager

Exclusieve distributie

“We geven aan online spelers bepaalde exclusieve modellen. Dat gaat niet met de traditionele markt hier.”

BIG2.3

Brand Manager

Verkoopkanaal

“Het is een soort drie spel. Ik bedoel, drie partners in dit geval. Wij hebben de online partners, dus de Pure players, Bol.com, enz.. Wij hebben dan ook het traditionele kanaal voor ons, dat is de BCC, de Mediamarkt, enz. En voor [Merknaam] een heel belangrijke speler: de kookwinkels en de horeca groothandel”

BIG2.4

Brand Manager

Verkoopkanaal

“de webshop, X% [Relatief hoog percentage] van wat daar verkocht wordt zijn accessoires van keukenmachines. Dit omdat accessoires voor keukenmachines bijna niet in de traditionele handel liggen, ook niet bij de kookwinkels, omdat het te veel plaats in beslag neemt”

BIG2.5

Brand Manager

Klantbehoefte

“zoals ik het nu zie, met de webshop die we nu hebben is het puur de consument in de behoefde voorzien die elders niet kan krijgen”

BIG2.6

Brand Manager

Communicatiekanaal

“Online nemen we mee in onze marketing strategie, als puur communicatiekanaal. Net zoals TV, print en noem maar op”

BIG2.7

Brand Manager

Distributiekanaal

“daarnaast is het ook voor het distributiekanaal super belangrijk en gaan wij nu kijken hoe we onze producten gaan inzetten: wie krijgt wat”

BIG2.8

Brand Manager

Interactie met doelgroep

“Deze club valt onder marketing communicatie als een forum, blog en podium waar iedereen kan spreken die [Merk respondent] leuk vindt. Dat vind ik echt beleving creëren”

BIG2.9

Brand Manager

Productintroductie

“marketing is ook verantwoordelijk voor de introductie van nieuwe producten en BIG2.10 daar komt een stukje sales bij kijken”

Brand Manager

Klantbehoefte

“De grootste tak is het reguliere onderwijs. Het zijn voltijdstudente die of op de laatste jaar van de middelbare school zitten of op een HBO zitten. Die zijn feitelijk verder met de techniek dan wij.”

Program Manager

BIG3.1

Communicatiekanaal

“Als je ziet hoeveel papier er per jaar bedrukt werd om uit te leggen hoe onze onderwijsprogramma’s eruitzien, is dat nu nog maar een klein stapeltje”

BIG3.2

Program Manager

Vindbaarheid

“Uiteindelijk dat het allemaal Online beschikbaar is. Het is beter beschikbaar niet allen voor studenten maar eigenlijk voor iedereen”

BIG3.3

Program Manager

Communicatiekanaal

“meer mogelijkheden om te communiceren”

BIG4.1

Brand Manager

Onderhandelingspositie consument

“de markt wordt transparanter. Waardoor de consument meer informatie heeft en een betere onderhandelingspositie heeft”

BIG4.2

Brand Manager

Communicatiekanaal

“normale website .. bezig met een club site .. e-‐mailing programma aan het instellen .. voor direct marketing”

BIG4.3

Brand Manager

Communicatiekanaal

“YouTube kanaal, daar staan onze commercials op maar nog vrij beperkt op Social Media vlak”

BIG4.4

Brand Manager

Communicatiekanaal

“Vanuit het hoofdkantoor wordt bepaald wat wel en niet mag, bijvoorbeeld vanuit Twitter want het zijn drie verschillende bedrijven: household, personal care en klokken en horloges”

BIG4.5

Brand Manager

Productbeleid

“in eerst instantie de focus leggen op de strategische product groepen. En daar zullen de budgetten ook op afgestemd zijn”

BIG4.6

Brand Manager

Prijsbeleid

“Internet bepaald een deel van de strategie omwille van de internet pricing”

BIG5.1

Brand Manager

Klantbehoefte

“Je moet het gesprek dat vandaag de dag aanwezig is op internet volgen om te zorgen dat je daarvan op de hoogte bent en dat je kan reageren indien nodig”

BIG5.2

Brand Manager

Prijsbeleid

“de prijspositionering van Internet bepaalt de strategie, want het gaat verder dan je eigen land”

BIG5.3

Brand Manager

Internationale handel

“en er is een webshop die het vanuit Nederland goedkoper aanbiedt, ook in België, voelen de lokale winkels zich verplicht om die prijs te volgen. Dus daar is Internet een negatieve factor”

BIG5.4

Brand Manager


“de invloeden zijn internationaal. Duitsland bijv., beïnvloed Nederland. Men moet rekening houden met deze invloeden”

BIG5.5

Brand Manager

Inspireren

“het is een bron van kennis, je kan modellen, andere manieren van denken, inspirerende content kun je achterhalen, waarmee je strategie kan voeren.”

BIG6.1

eCommerce Manager

Concurrentie

“Tegenwoordig kunt je heel makkelijk benchmarken. Het is heel zichtbaar geworden, wat doet [Merk A in telecom], wat doet [Merk B in telecom], enz.”

BIG6.2

eCommerce Manager

Content strategy

“Internet is de basis van de inhoudelijke kant van de strategie”

BIG6.3

eCommerce Manager

Klantloyaliteit

“ik kon ook zeg maar klantloyaliteit bevorderen met een puntensysteem. Bijvoorbeeld als een klant aan een X aantal punten kwam een cadeaubon kan geven”

SMA1.1

Eigenaar kledingzaak

Cloud

“we zijn gestart met een standalone draaiend systeem en op een gegeven moment is dat via de cloud gegaan en daar werken we nu mee”

SMA1.2


Automatisering

“het probleem daarbij was dat de webshop zo was geconstrueerd dat het nog niet communiceerde met mijn winkelautomatisering”

SMA1.3


Automatisering

“mijn overtuiging is dat we zo snel mogelijk naar die speciaalzaak 3.0 situatie moeten naartoe gaan, waarbij automatisering en internet of internet technologie, centraal moet staan ten diensten van de functie van de fysieke winkel”

SMA1.4


Persoonlijk contact

“De fysieke winkel blijft centraal staan in mijn gedachten en in mijn bedrijfsplan, maar de toegevoegde waarde is de optelsom van het persoonlijk contact, plus de voordelen die de automatisering die een webshop kan leveren je biedt”

SMA1.5


Klant centraal

“Naar mijn idee, zou je ernaartoe moeten gaan naar een situatie waarbij je gefaciliteerd wordt, waarbij je als ondernemer je passie volgt en bezig bent met het focussen van de verkoop richting de consument”

SMA1.6


Belang communicatie

“Zonder Internet is er geen communicatie mogelijk. In de rijschool branche is het heel belangrijk. Je moet een website hebben”

SMA2.1

Eigenaar rijschool

Communicatiekanaal

“met Social Media om mensen via de website een beeld te geven hoe het bij mij aan het toe gaat”

SMA2.2

Eigenaar rijschool

Klantbehoefte

“Ik wil hen de keus geven om zelf een prijs te bedenken waarbij ze denken dat ze in kunnen slagen. Dat is nooit zo, maar als ik ze zo binnen haalt…ja…dat is het wel mooi [Verwijzend naar een rijlescalculator]”

SMA2.3

Eigenaar rijschool

Distributiekanaal

“ik zie op dit moment het Internet als een visitekaartje om daarmee een breder publiek te bereiken”

SMA3.1

Commercieel directeur

Productportfolio

“Internet diensten zijn een onderdeel van mijn portfolio. Zoals cloud diensten, back-‐up online, hosted exchange, virtual servers, virtual desktops”

SMA3.2


Internet als trend

“Ik denk dat er over enkele jaren weer een verschuiving komt dat alles weer van Internet af gaat. Dat Internet minder belangrijk gaat worden”

SMA3.3


Klantkennis

“Internet is voor veel mensen alleen een website en een email adres. Internet is natuurlijk veel meer”

SMA3.4


On-‐premise

“On-‐premise zoals ze dat dan noemen. Ik denk dat mensen in de toekomst lokaal hun data gaan opslaan”

SMA3.5


Disconnecten van internet “mensen accepteren het nu nog, maar ik heb het vermoede dat over enkele jaren wel weer anders zal gaan worden. Dat mensen zich meer van willen distantiëren [Met het wordt gerefereerd naar Google en Microsoft]”

SMA3.6


Resource management

“Dat zijn bijna alle resources die ik je kan voorstellen omdat alles voor iedereen bereikbaar en haalbaar is”

SMA4.1

Brainagent, auteur en spreker

Chaos

“Als je alles tegelijkertijd doet dan hoor je alleen maar één grote klap en dan ben je klaar, maar als je de stilte tussen de noten hebt dan hoor je een prachtige symfonie”

SMA4.2


Keuzes maken

“muziek is de stilte tussen de noten en dat geldt ook voor Internet, als je alles probeert te doen op elk moment dan hoor je helemaal niets van helemaal niemand. Dus het kan niet. Ook daar zult je keuzes moeten maken”

SMA4.3a Brainagent, auteur en spreker

Contact strategie

“In principe maakt het niet uit of het online of offline is. Je moet altijd een keuze maken waar je ter voorschijn wilt komen. Het leuke ervan is dat online een contact strategie maakt, en dat noem ik altijd een point of contact”

SMA4.3b Brainagent, auteur en spreker

Verkoopkanaal

“Het begint een van de belangrijkste afzetkanalen te worden van mijn klanten, meer dan retail. De doelstellingen van de bedrijven zijn altijd meer sales en de klant ziet dat de focus naar online steeds meer wordt, soms wel meer dan 50%”

SME1.1

Sr. Campaign Manager

Klantbehoefte

“Omdat dat de behoefte is van de klant, die wil steeds meer online kopen. Dus moet je online vindbaar zijn en een dienstverlening na te streven waarbij de consument 100% tevreden is”

SME1.2


Bureaucratie

“Organisaties zijn zo log dat men niet eenvoudig aanpassingen op de website kan doen. Op mijn vakgebied marketing zijn er heel veel toepassingen, bijvoorbeeld online re-‐targetting”

SME1.3


Communicatiekanaal

“om de mensen goed te kunnen informeren, afbeeldingen goed te kunnen laten SME2.1 zien, en dat soort dingen, heb je gewoon internet nodig”

Marketing Manager


“het internet is heel erg belangrijk, zeker in onze branche omdat het een niche is, omdat het internationaal is”

SME2.2

Marketing Manager

Oriëntatiefase

“heel veel mensen eerst zoeken op het internet, als ze informatie willen weten over bepaalde speakers, zeker van onze waarde”

SME2.3

Marketing Manager

Beleving van product

“Ik denk dat de meeste klanten die we binnenhalen, pas binnen komen als ze SME2.4 offline bij ons langs komen, omdat ze de feeling en de beleving van het product moeten krijgen”

Marketing Manager

Oriëntatiefase

“online is het natuurlijk het eerste shopping kanaal van iemand. Als bijvoorbeeld SME2.5 iemand een huis gaat bouwen en wilt graag een volledige geïntegreerd systeem in zijn huis hebben en gaat hij eerst op het internet zoeken”

Marketing Manager

Ontvangen van informatie “Je gebuikt internet als een middel om aan informatie te komen. Internet heeft, bedrijf breed, geen directe invloed gehad op onze strategie. Nee. Niet bij ons”

SME3.1

Marketing Manager

Persoonlijk contact

“vooral de grotere klanten gaan niet via Internet. Het gaat via persoonlijke gesprekken. We hebben vooral veel klanten in het buitenland die een inkoopgroep is en niet een opticien betreft”

SME3.2

Marketing Manager

Verkoopkanaal

“natuurlijk is het belangrijk dat je een goede website hebt, en je wilt in Nederland een bestelformulier hebben online en je hebt een offertegenerator waardoor je het contact weerlegd”

SME3.3

Marketing Manager

Persoonlijk contact

“Wij leveren Private Label, we maken echt maatwerk. We gaan naar de klant toe SME3.4 en we vragen en overleggen”

Marketing Manager

Verkoopkanaal

“op de lange termijn strategisch, dan denk ik dat we er toch naartoe moeten dat het wel online besteld kan gaan worden. Dat de klant kan zien wat hij vorige keer heeft besteld en dus dat hij wederom online kan bestellen”

SME3.5

Marketing Manager

Resource management

“Op onze afdeling zien we een grote verschuiving van offline middelen naar online middelen. [Marketing Manager] en ik hebben allebei een online marketing opleiding gedaan, dus in die zin, gaan we ons er meer op focussen”

SME4.1

Project manager Marketing & Communication

Klantinformatie

“we hebben iedereen een direct-‐mail gestuurd. Dat is offline. Met daarop een gebruikersnaam, inlogcode en een URL. Dus daar kunnen mensen zich aanmelden, ze verrijken hun gegevens zelf en maken daarmee kans op een iPad mini”

SME4.2


Distributiekanaal

“We hebben een taak die zich vooral focust op Retail. En ook de retail markt verandert natuurlijk enorm. We hebben Omnichannel campagne”

SME4.3


IT

“Ze hebben Apps waar mensen kunnen kijken of een product in voorraad is. Er SME4.4 zijn heel veel verschillende kanalen. Je voorraad systeem moet wel op orde zijn. We koppelen de systemen met elkaar. We hebben daar oplossingen voor”


Communicatiekanaal

“Ik denk dat wij er heel bewust mee bezig zijn. We hebben een hele campagne opgezet. We geven één keer in de maand seminars. We hebben over dit onderwerp ook blogs”

SME4.5


2. Online t.o.v. offline creatie concurrentie voordelen

Ondercapaciteit

“Nou, dat doen we denk ik helemaal niets zelfs. Want we doen niets. Of te weinig, laat ik het zo zeggen” (BIG1.17) “Enerzijds is het beperkte uren, gewoon de handjes. En aan de andere kant is het ook de beperkte vrijheid die we hebben op de site” (BIG1.18)

BIG1.17 BIG1.18

General Manager

Inspelen ontwikkelingen

“als je online, je handjes en je vrijheid hebt en weet wat je wilt vanuit bepaalde visie , je makkelijker kan inspelen op verschillende ontwikkelingen”

BIG1.19

General Manager

Long-‐tail

“Op de eerst plaats kan je met online spelers veel meer producten aanbieden, de long tail. Ze kunnen 25 producten neerzetten op de site, online en het gaat natuurlijk niet bij de traditionele handel”

BIG2.11

Brand Manager

Productpresentatie

“bij het online kanaal, waarbij wij nu ook druk bezig zijn met partners en klanten van ons, [Merknamen X en Y], dat ze echt toegevoegde waarde bieden door filmpjes bij onze producten te tonen”

BIG2.12

Brand Manager

Productpresentatie

“je hebt 500 winkels, als er in 10 een beeldscherm staat dan is het veel. Terwijl bij de online partners, iedere consument die daar kijkt kan de filmpjes zien”

BIG2.13

Brand Manager

Klantkennis

“Personeel is vaak heel ongeïnteresseerd, ze weten vaak niet hoe ze een product moeten verkopen, de consument kan op het internet veel meer informatie achterhalen terwijl het winkelpersoneel de consument maar wat wijs maakt”

BIG2.14

Brand Manager

Productpresentatie

“Online kunt je veel meer presenteren, dingen laten zien, er zit meer beleving op BIG2.15 in de zin dat je krijgt het hele assortiment van het product te zien”

Brand Manager

Fysieke presentatie (offline)

“offline blijft nog steeds de voordeel dat je het product kan zien, aanraken en BIG2.16 kan meemaken. Dat is dan het verschil. Mensen gaan naar de grote kookwinkels, naar de specialist voor wat meer service”

Brand Manager

Informatieverstrekking

“De informatieverstrekking is nu super eenvoudig. Maar dat geldt ook voor onze concurrenten en collegae.”

BIG3.4

Program Manager

Video presentatie

“Ik heb begrepen dat YouTube de meest gezochte zoekmachine is na Google. Daar zie ik bijvoorbeeld Rotterdam, RSM, als de grootste concurrent. Zij laten wel filmpjes in YouTube zien en dat koppelen ze aan AdWords.”

BIG3.5

Program Manager

Vindbaarheid

“Online acquireren van de meeste studenten, dat is belangrijkste. Omdat met behulp van zoekmachines nog veel verder kan komen.”

BIG3.6

Program Manager

Combinatie met online

“Ik denk dat online niet zo zeer een concurrentie voordeel kan leveren, het is altijd een combinatie van”

BIG4.7

Brand Manager

Combinatie met online

“Het juiste product, de juiste insteek, niet met de meute meegaan maar iets origineels verzinnen waardoor je eruit springt en daar kan internet bij helpen”

BIG4.8

Brand Manager

Online als onderdeel

“het is altijd maar een onderdeel van. Het kan nooit de hoofdmoot zijn, want dan zou het wel heel makkelijk zijn om een unieke positie te bepalen”

BIG4.9

Brand Manager

Klant zoekt online Behoefte aan tastbaar (offline)

“Iedereen zoekt tegenwoordig alles op online. Maar je voelt dat offline toch belangrijk is omdat mensen graag iets tastbaar willen hebben”

BIG5.6

Brand Manager

Offline differentiëren

“Tastbaar mag men niet gaan vergeten. We kunnen ons daarmee differentiëren. BIG5.7 Dus niet alleen een Cd-‐rom, er is nog altijd die map die tastbaar is”

Brand Manager

Offline differentiëren

“Online is een extra element geworden. Maar daardoor heeft het Offline gebeuren eigenlijk meer waarde”

BIG5.8

Brand Manager

Één op één communicatie

“je kunt veel makkelijker één op één communicatie gaan doen, tegen acceptabele kosten”

BIG6.4

eCommerce Manager

Time-‐to-‐market

“de time-‐to-‐market wordt veel korter waardoor je dingen kunt testen en bijsturen”

BIG6.5

eCommerce Manager

Co-‐creatie met klant

“sociale ontwikkeling van het web geworden. Je kan klanten betrekken bij de product ontwikkeling, bij strategie ontwikkeling, tijdens de feedbackloop, kwaliteitsontwikkeling, etc”

BIG6.6

eCommerce Manager

Goedkoper leveren

“in het verleden ging je inkomsten verschuiven naar andere kanalen waardoor het goedkoper kon worden. Heel veel focus is vanuit het internet gekomen dat het goedkoper moet kunnen”

BIG6.7

eCommerce Manager

24/7 open Klant stelt product samen Eigen product afhalen

BIG6.8

eCommerce Manager

Intiem klantcontact

“wat ik nu ervaar is dat je ook kwalitatief betere business kunt doen, je kan 24 /7 open zijn. Je kan de klant tools geven waarbij hij zelf dingen heel makkelijk samen kan stellen, ook direct feedbackloop maken naar het bedrijf. Kan mee denken aan het productontwikkeling, en zijn eigen product afhalen, maar de ontwikkeling begint veel te lijken dat je veel beter kunt differentiëren naar je klanten” “”ik ga voor customer intimacy”, is het web ook een middel om het tegen acceptabele kosten op een hoge niveau te brengen”

BIG6.9

eCommerce Manager

Efficiënter opereren

““ik ga voor operational excellence” dan moet je zorgen dat alle tools die je heb, via het web naar je klant toe of intern, op die manier ook zijn ingericht”

BIG6.10

eCommerce Manager

State-‐of-‐the-‐art producten

““ik ga voor “product leadership”, en je hebt een digitaal product, of je hebt een product die je digitaal kunt ondersteunen, in je services of kijk naar de luchtvaart, digitale tickets, etc., dan kun je ook het web gaan gebruiken om maximaal ervoor in te gaan”

BIG6.11

eCommerce Manager

Internet is ondernemen

“Zit het dan in omdat hij een andere strategie heeft of andere behoeftes vervult? BIG6.12 Het is het normaal ondernemen. Internet is niets anders dan normaal ondernemen. Die rol blijft altijd bestaan [Hij refereert naar tussenpersoon]”

eCommerce Manager

Onderdeel van strategie

“Dat is het probleem omdat Internet werd ingezet zo van: “we moeten het doen, BIG6.13 die moet er zijn, of we gaan het vanuit kosten oogstandpunt inzetten”. Maar het moet een onderdeel van je strategie zijn”

eCommerce Manager

Klantcontact

“Toen we begonnen, was de situatie nog dat communicatie met je doelgroep via massamedia verliep. Tegenover nu, nu zie je dat consumenten veel meer leading zijn”

SMA1.7


Direct marketing

“Vroeger was direct marketing een optie, nu is dat een must. Direct bezig zijn met je klanten, je focussen op de klanten die jouw bedrijf al kennen en waar ze geshopt hebben en zorgen dat ze niet alleen loyaal blijven”

SMA1.8


Klantcontact

“Dat de hele manier van zaken doen, dus ook het business model van retail in het algemeen. Dat die herijkt moeten worden en dat de klant op een andere manier benaderd zal moeten worden”

SMA1.9


Minder fysieke winkels

“mijn visie dat de totale markt met veel minder fysieke winkels bediend zal worden in de toekomst dan nu het geval is”

SMA1.10 Eigenaar kledingzaak

Beleving

“de retail branche in het algemeen die roept beleving. Kijk naar de JUMBO XL”


Persoonlijk contact (offline)

“Mijn visie is dat de speciaalzaak 3.0 voorziet in beleving in de zin van persoonlijk contact is beleving. Stukje hospitality”


24/7 service bieden

“Maar je wil wel 24/7 die service bieden. Natuurlijk moet je ook flexibel zijn en in de toekomst alleen nog maar meer”


Online sales

“In feite het shoppen in de winkel gebeurt ook via de webshop. De webshop is mijn achterkant, wat nu zeg maar software is”


Tablet sales

“Als ik een klant aan het helpen ben in de speciaal zaak 3.0 dan heb ik niet eens een kassa meer maar een tablet computer wat mijn “tooltje” is die ook kan scannen”


Inzicht in processen

“Er komt dan ook geen papier meer om de hoek kijken, dus daar zie je al het hele proces fysiek in de winkel met de voordelen van het internet”


Inspireren

“Je moet sowieso een pakkende site hebben die mensen inspireert. Dat merk ik zelf bijvoorbeeld als ik motoronderdelen aan het bestellen ben”

SMA2.4

Eigenaar rijschool

Vindbaarheid

“als iemand op internet gaat zoeken, komt hij bij mijn website terecht. En dan heb je kans om hen binnen te krijgen”

SMA2.5

Eigenaar rijschool

Vergroten naamsbekendheid

“Ik denk dat je meer naamsbekendheid kan opbouwen. Mensen zoeken nu alles op het Internet”

SMA3.7


Vindbaarheid

“Ik ga niet in mijn klantenbestand navragen of iemand toevallig iets kent. Gewoon Google’n”

SMA3.8


Één op één communicatie

“Je hebt betaald online en free online, want daar zit een grote verschil in, en earned of deserved online. Social Media die zijn heel erg belangrijk geworden omdat je versneld, één op één contact kan maken”

SMA4.4


Social meaning

“Social meaning. Alleen als het bijdraagt aan het welzijn of mijn stemming van de dag of juist niet, dan wordt het geabsorbeerd en daadwerkelijk ook gegeven die bezienswaardigheid, en als het niet doet dan gaan mensen je negeren”

SMA4.5


Klant wordt kieskeuriger

“je bepaalt zelf in welke winkels je koopt. En dat zal steeds sterker worden ook in de online wereld dus je gaat langer over nadenken dan in een nanoseconden”

SMA4.6


Online branding

“eigenlijk is online koud en kiel tenzij er bedrijven zijn die daar ook een merk persoonlijkheid in weten te maken”

SMA4.7


Sneller koopproces

“het koopproces iets langer zal worden dan de paar seconden die we nou doen, maar tegelijkertijd dat sneller zal worden dan in de offline wereld”

SMA4.8


Beter doelgroep bereiken

“Je hebt voordelen als dat je continue kunt kopen en dingen kunt automatiseren. SME1.4 Met online kun je veel beter je doelgroep bereiken dan offline”


Koude acquisitie

“Je kunt veel beter communiceren met je klanten voor de koude acquisitie, dat is eigenlijk je display marketing”

SME1.5


Persoonlijke benadering (offline)

“alles kan beter online t.o.v. offline. Behalve de persoonlijke benadering”

SME1.6


Persoonlijke aankleding (offline)

“we kleden het persoonlijk aan, waardoor mensen eigenlijk bij ons het gevoel krijgen dat ze in een huiskamer binnenlopen”

SME2.6

Marketing Manager

Offline branding

“Offline is belangrijker voor branding dan gewoon online. Maar Online versterkt het wel weer”

SME2.7

Marketing Manager

Vindbaarheid

“via het Internet met een soort van landing pages gaan werken om dealers beter aanspreekbaar te maken”

SME2.8

Marketing Manager

Uitstralen imago

“Natuurlijk gaan heel veel klanten kijken op Internet, wat voor bedrijf zit erachter… Dus sowieso is een stuk imago wat daarin heel belangrijk is “

SME3.6

Marketing Manager

Co-‐creatie met klant

“We willen kunnen zeggen: creëer je eigen private label, dat je online je design kan maken, dat je kan zien hoe ziet je product eruit”

SME3.7

Marketing Manager

Tekort aan resources

“Er zijn nog steeds heel veel dingen die Ctac anders en beter kan doen, en we weten ook hoe het moet, maar we hebben niet de resources. Dat staat allemaal in de planning”

SME4.6


Vindbaarheid

“We zouden veel beter SEO kunnen toepassen en ik denk dat je daarmee wel…. Maar of het dat nou echt onderscheidend is..? Iedereen is daar een beetje mee bezig”

SME4.7


3. Mate van eenvoud concurrentievoordeel door komst internet

Claimen concurrentievoordeel (makkelijker)

“Nou, je kunt het in dierder detail uiten en je kunt het als eerste claimen. En ja het kan ook snel, alleen moet je wel heel consistent zijn”

BIG1.20

General Manager

Communicatie concurrentievoordeel

“Concurrentievoordeel hoeft in die zin niet waar te zijn als de consument het maar gelooft”

BIG1.21

General Manager

Positie concurrent (hetzelfde)

“Ik denk dat, dat hetzelfde is gebleven. De concurrent staat nu ook op het internet net zo goed als dat vroeger het geval was in de winkel. Er heeft geen verandering plaatsgevonden”

BIG2.17

Brand Manager

Klantenbinding

“De concurrent heeft niet een dergelijke club. De kracht van z’n club is dat je “de lovers” pakt, een podium pakt met liefhebbers. Andere hebben misschien een FB site… wat je ook een beetje mee kan vergelijken met een club”

BIG2.18

Brand Manager

Klantenbinding

“We zijn echt aan het pushen om de beleving over te brengen. Zeker bij [Merk respondent] omdat het pas begint als je een apparaat hebt gekocht”

BIG2.19

Brand Manager

Creativiteit en alertheid (moeilijker)

“Het is juist moeilijker geworden, je moet steeds meer creatiever en alerter zijn. BIG3.7 Je moet je concurrent meer en beter is de gaten houden.”

Program Manager

Brand experience

“Door middel van online activiteiten kunt je wel laten merken hoe je als brand ervaren kan worden, maar ja… de klant, de scholier, moet het hier uiteindelijk ook gaan ervaren.”

Program Manager

Sneller schakelen (moeilijker)

“Ik denk dat het niet makkelijker erop wordt ten opzichte va 10/15 jaar geleden. BIG 4.10 Puur omdat mensen meer kunnen vergelijken. Het gaat allemaal tien keer zo snel”

Brand Manager

Risico door snelheid

“het kan sneller de verkeerde kant op gaan. Je kan niet eenvoudig zeggen dat het makkelijker wordt”

BIG4.11

Brand Manager

Veel werk (moeilijker)

“Het is geen mate van eenvoud. Het is veel werk. Het blijft nog altijd veel werk”

BIG5.9

Brand Manager

Kennis online anders (moeilijker)

“het wordt complexer omdat de kennis voor online om het werk te doen veel BIG5.10 meer werft dan gewoon offline of via de telefoon, via de traditionele manier van communiceren”

Brand Manager

Zichtbaarheid (moeilijker)

“nadeel is ook de zichtbaarheid factor. Een telefoongesprek is tussen twee personen. Maar als je een revue, of een evolutie van een revue ziet gebeuren online, is dat www, dus weer voor de hele wereld zichtbaar”

Brand Manager

BIG3.8

BIG5.11

Werk online komt erbij (moeilijker)

“Ik vind het moeilijker omdat het veel werk is. Het is een extra layer. Want het is niet dat je het gedeelte offline weghaalt en alles online doet”

BIG5.12

Brand Manager

Human resources

“Als je alles wilt doen moet er iemand continue zijn die online bezig is”

BIG5.13

Brand Manager

Onderscheid door content “We kunnen nog steeds dezelfde website hebben, alleen de klant zal uiteindelijk BIG6.14 voelen dat het anders is”

eCommerce Manager

Gratis tools

“De middelen liggen nu misschien voor het oprapen, de tools zijn allemaal gratis, uiteindelijk gaat het om hoe stuur je het aan?”

BIG6.15

eCommerce Manager

Makkelijker te kopiëren (moeilijker)

“Het is niet per definitie makkelijker. Het kan moeilijker zijn omdat het makkelijk te kopiëren is”

BIG6.16

eCommerce Manager

Persoonlijk contact (offline)

“Blijft dat persoonsgebonden karakter een element dat gewoon in belangrijke mate zou moeten bijdragen aan het onderscheidend vermogen”


Internet is een middel

“internet is geen doel maar een middel”


Relatie optimaliseren (online)

“het staat ten diensten om de relatie te optimaliseren met je klant [Met het wordt gerefereerd naar het internet]”


Onderscheid door flexibiliteit

“Een hele ruime planning. Van ma t/m vr van 8.00 tot 22.00 en zaterdags van 8.00 tot 17 of 18.00 uur. Soms zondags ook als men een extra les nodig heeft. Ik ben heel flexibel”

SMA2.6

Eigenaar rijschool

Vindbaarheid (moeilijker)

“ik denk niet dat het eenvoudiger is geworden. Omdat alles zo goed gevonden wordt”

SMA3.9


Focus op prijs (moeilijker)

“een grote pot met faciliteiten terecht bent gekomen waarbij de mensen gaan liggen grabbelen. Een van de grootste nadelen daarvan is dat heel veel wordt gekeken naar de prijzen en niet naar de kwaliteit”

SMA3.10 Commercieel directeur

Vindbaarheid (makkelijker)

“Enige grote voordeel is misschien wel dat je makkelijker gevonden wordt als wanneer je niet op Internet zou zitten”


Producten niet te vergelijken (moeilijker)

“makkelijker te vergelijken bent, en uiteindelijk gaan mensen niet vergelijken op productniveau omdat je vaak niet online kan vergelijken, maar prijzen wel. Het zijn cijfertjes”


Vindbaarheid (makkelijker)

“merken hebben geen brengplicht, mensen hebben een brengplicht naar jou toe, SMA4.9 dus die kunnen jou makkelijker opzoeken, het is transparanter waardoor veel meer mensen ontvankelijk kunnen zijn voor jou boodschap”

Zenden en ontvangen

“het is wel zo dat de eerste 10 tot 12 seconden de zender aan de macht is, daarna ben je aan de ontvanger overgeleverd. Dus je moet eerst zenden om ontvangen te worden. Maar de ontvanger bepaald waar ze op af stemmen”

SMA4.10 Brainagent, auteur en spreker

Benchmarken (makkelijker)

“Je hebt veel makkelijker inzicht in wat de concurrentie doet”

SME1.7


Imago sterker offline (moeilijker)

“nee, offline is het grote voordeel nog steeds image”

SME1.8


Eenvoudig online starten (makkelijker)

“online kun je enorm eenvoudig een website en webshop beginnen. Je legt er alle producten in die je maar wil, ook als je ze niet hebt”

SME1.9



Webshop geen toetredingsdrempels (makkelijker)

“je hebt helemaal geen toetredingsdrempels meer en je kan meteen starten met een webshop”

SEM1.10


Creativiteit

“de technologie brengt een concurrentievoordeel als je maar creatief bent. Met creativiteit kun je een direct concurrentievoordeel hebben”

SME1.11


Uitzetten van het netwerk “Je moet duidelijk komen met iets wat een voordeel is op je concurrenten. Dat wil ik bijvoorbeeld doen met de landing pages. Ik wil juist laten zien dat we de kracht hebben van de dealers en distributeurs wereldwijd”

SME2.9

Marketing Manager

Briljant zijn (makkelijker)

“Als je globaal naar allerlei bedrijven kijkt, hoef je niet briljant te zijn maar dat ben je wel in onze branche met online erg snel”

SME3.8

Marketing Manager

Human resources

“Als je geld hebt, kan je goede mensen inhuren, ik denk dat je dan er al bent. Het hoeft niet eens tijd te kosten. Als je vooral geld hebt, dan lukt het je dat. Je moet je geld erin willen stoppen. En tot nu toe is het niet het stukje geweest dat we zeggen we gaan heel hard mee aan de slag”

SME3.9

Marketing Manager

Meer mogelijk (makkelijker)

“Internet maakt het natuurlijk wel complexer. Makkelijker: ja, omdat er is meer mogelijk”

SME4.8


4. Informatiestroom organisaties en invloed internet

Automatisering

“Ja, automatisering. Ja, maar we hebben geen intranet of zo waarbij we dingen delen met elkaar. We hebben de webmail. Maar is dat het nou? Nee, dat is het niet”

BIG1.22

General Manager

Interne nieuwsbrief

“Het hoeft niet chic te zijn, maar als je mooi vormgeeft is iedereen op de hoogte [Met het wordt gerefereerd naar een interne nieuwsbrief]”

BIG1.23

General Manager

Serviceverlening

“Veel, omdat onze consumentendienst bijvoorbeeld, onze homepage gebruikt: [Merknaam] in dit geval, als leidraad. Als consumenten vragen hebben over de producten, halen ze altijd de internet site erbij”

BIG2.20

Brand Manager

Serviceverlening

“Voor service gebruiken ze internet. We krijgen van hen feedback terug. We krijgen te horen wat de consument verbeterd wil hebben, bijvoorbeeld we krijgen te horen wat de consument niet goed kon vinden, of dat het aanmeldingsformulier een beetje onduidelijk is”

BIG2.21

Brand Manager

Communicatie per mail

“Nu mail je bijna alles. Het is niet goed, je zou vaker moeten bellen, maar ja.. e-‐ mail is naslagwerk en bewijs. Ik ben heel echt van het e-‐mailen.”

BIG2.22

Brand Manager

Toegang tot informatie

“Als je ziet dat je informatie kan opzoeken vanaf je vaste werkplek via een server ergens in de Cloud.”

BIG3.9

Program Manager

Communicatie per mail

“De informatieoverdracht gaat veel sneller met e-‐mails. Online is heel belangrijk voor de communicatie tussen de afdelingen”

BIG3.10

Program Manager

Verandering in cultuur

“Het begint met een nadeel omdat je alle procedures moet omgooien. Mensen moeten eraan gaan wennen.”

BIG3.11

Program Manager

Tijdwinst

“Op de lange termijn levert het heel veel tijdwinst op.”

BIG3.12

Program Manager

Transparantie

“en de transparantie. Je kan informatie sneller vinden. Je bent minder afhankelijk van afdelingen omdat je zelf de informatie op kan zoeken.”

BIG3.13

Program Manager

Verandering in cultuur

“Als je dit aan een collega vraagt die heel veel met SIS moet werken dan zal hij zeggen dat hij het vreselijk ingewikkeld vindt en niet perse een verbetering.”

BIG3.14

Program Manager

Intranet

“Vanaf het begin is er wel een trade markteting website geweest waar ze qua marketing items wel alles verdelen. Het is een soort Intranet. Afgeschermd omgeving”

BIG4.12

Brand Manager

E-‐mail contact

“Daarnaast per e-‐mail. Heel veel mail contact. Je kan je productmanager proberen te bellen maar hij heeft waarschijnlijk iets anders te doen dan de hele dag telefoontjes aan te nemen”

BIG4.13

Brand Manager

E-‐mail contact

“Mail, ja. Maar voor de rest nog niet echt”

BIG5.14

Brand Manager

Social Collaboration Platform

“Ik werkte bij IBM en we hadden een Social Collaboration Platform. Alle documenten stonden op een Collaboration Platform en we werkten daarmee samen”

BIG5.15

Brand Manager

Chatten

“naar communicatie toe, zoals we gisteren gechat hebben, dat gebeurde bij IBM via de mailoplossing, daar zat een chatfunctie in”

BIG5.16

Brand Manager

E-‐mail contact

“Ja, veel. Ja, e mail. Bedrijven moeten intern hele heldere afspraken maken hoe ze intern om moeten gaan met communicatie en met digitale communicatie”

BIG6.17

eCommerce Manager

Gelijke communicatie in/extern

“hoe kan het zijn dat je open, transparant met je klant wil communiceren via Social Media en intern doe je het nog niet eens. Ik vind dat de manier van werken binnen, hand aan hand moet gaan lopen”

BIG6.18

eCommerce Manager

ATL communicatie alignen “met ATL communicatie, je moet je interne communicatie alignen met je klanten communicatie. Ze mogen geen twee werelden zijn”

BIG6.19

eCommerce Manager

Intern en extern gelijk

BIG6.20

eCommerce Manager

“Interne communicatie slaat eigenlijk helemaal nergens op. Je moet het als één geheel gaan zien. De klant moet naar binnen toe maar de medewerker moet naar buiten toe”

Leerproces

“het is een leerproces dat ik zelf ben ondergegaan in die zin heeft internet mij wel geholpen en helpen inzien dat het daar naartoe gaat”


Communicatie veelzijdiger “communicatie veel makkelijker en veelzijdiger is geworden. Het aantal producten en diensten waar je over het internet kan insturen is enorm toegenomen”


E-‐mail contact

“de hele dag aan het communiceren via de mail over dat onderwerp. Terwijl dat voorheen het telefonisch deed of in een persoonlijk gesprek als je op locatie kwam. Nu gaat de communicatie door 24 uren per dag”


Beslissingstraject langer

“Het beslissingstraject is langer geworden. Want nou gaan mensen vergelijken en verder zoeken online”


Softwarediensten

“De invloed is best groot. En groeit nog steeds. Er zijn nog steeds meer mensen, bedrijven die i.p.v. dat ze software aanbieden, softwarediensten aanbieden. Zoals Exact of Unit4”


Consument beter geautomatiseerd

“nu is er iets heel raars, de internet ontwikkeling is sinds de introductie van de iPhone eigenlijk in een versnelling geraakt, waarbij de consument nu beter geautomatiseerd is met mobiel internet dan het bedrijfsleven”


IT bedrijfsleven loopt achter

“Dus dat betekent dat iemand die bij een bedrijf binnenkomt een iPhone 5S in zijn zak heeft zitten terwijl de zaak nog op Vista draait”


Omgekeerde curve computers

“we krijgen nu te maken met de omgekeerde curve, je zal zien dat in 2014 of 2015 er een hele grote inhaalslag zal worden gemaakt doordat het bedrijfsleven upstream zal komen met computers of door een hele grote verandering en dat wordt bring your own device”


Bring your own device

“We zien bijvoorbeeld nu bij een vliegtuigtuigmaatschappij in Amerika niet meer z’n stupit schermpje in de stoel voor je zitten, terwijl je een iPad bij je hebt, dus ze zeggen log even in op deze channel als we in de lucht zitten. Bring your own device”


Andere brandstof

“De bedrijven zien nu dat ze nog bij wijze van spreken met een kolenkast aan het verwarmen zijn terwijl de rest van de wereld al op een andere brandstof zit”


Wet van Moore

“je moet je eens voorstellen als 1 GB 20 jaar geleden 400.000 dollar kostte, de opslag, nu kost het 30 dollar cent. Dus de Wet van Moore die is ook van toepassing bij het bedrijfsleven”


Sneller informatie delen

“Als je als bedrijf ervoor openstaat om bijvoorbeeld een intranet te hebben, of social media intranet, dan kan je natuurlijk veel sneller informatie met elkaar delen”

SME1.12


E-‐mail contact

“bijvoorbeeld een e-‐mail. Die beantwoord ik overal zelfs op de meest bekende privé plekken als het toilet”

SME1.13


E-‐mail contact

“Ik reken de distributeurs en dealers mee aan ons bedrijf, en dan is Internet hartstikke belangrijk. Omdat we dagelijks verkeer hebben over e-‐mail”

SME2.10

Marketing Manager

Toegang tot whitepapers en brochures

“Een klant kan bij ons via de website dingen vinden, onze dealers en distributeurs kunnen via onze website bestanden downloaden, zoals een whitepaper of een brochure”

SME2.11

Marketing Manager

E-‐mail contact

“Als je naar de mail kijkt, dan moet ik antwoorden dat online heel belangrijk is. Er wordt heel veel meegedaan aan klantencontact. Dus niet alleen maar persoonlijk, mail is gigantisch bij ons”

SME3.10

Marketing Manager

Werken vanuit thuis

“ik kan thuis inloggen, ik heb geen idee wat voor systeem er wordt gebruikt”

SME3.11

Marketing Manager

Linq

“Op zich heel erg. Als je eerst iets fysiek van het ene naar de andere moest brengen.. Een mailtje is het nu zo gestuurd. We hebben intern “Linq””

SME4.9


Chatten

“het werkt super fijn, want je kan je scherm delen. Wat ik vooral doe is even snel een vraag stellen. De mailbox is iets wat volstroomt en via “Linq” kan je snel … Dus het werkt heel prettig. Het is een chatfunctie”

SME4.10


Snel schakelen

“Er wordt verwacht dat je met informatie snel schakelt. 10 jr geleden was de competentie minder belangrijk dan nu. Ik denk dat daar Internet een grote rol heeft gespeeld”

SME4.11


5. Verandering hoe klanten bediend worden door internet

Marktinformatie

“We weten de prijsontwikkelingen en traceren de activiteiten van onze klant veel sneller. Alle informatie staat in de folders en je krijgt alles digitaal aangeleverd. (BIG1.24)”

BIG1.24

General Manager

Transparantie informatie

“Het is vaak ook een verdedigingsmechanisme als we aangevallen worden. BIG1.25 Bijvoorbeeld als er eentje loopt te rotzooien met de prijs. Je zegt dan dat het wel of niet waar is en staat veel sterker in je schoenen (BIG1.25)”

General Manager

Delen van informatie

“We hebben marktcijfers en ze verwachten van ons dat we de marktcijfers ook laten zien. Ik denk dat we de informatie met elkaar moeten delen en daar niet voor moeten betalen. Iedereen wordt er dan beter van (BIG1.26).”

BIG1.26

General Manager

E-‐mail nieuwsbrief

“als ik een actie doe bij een magazine zoals bij de [Naam van bekend magazine], vraag ik ook of we het e-‐mail adres van de klant voor onze database kunnen gebruiken. Ik vraag altijd voor een dubbele opt-‐in”

BIG2.23

Brand Manager

Mailing per post

“We zien een brief sturen als iets exclusiefs, maar misschien ziet de consument dit helemaal niet als iets exclusiefs”

BIG2.24

Brand Manager

Productpresentatie

“Je kan niet meer zonder. Het is onmogelijk. We hebben nog wel brochures liggen maar het is bijna niets meer. Het gebeurd allemaal online. Het succes van je programma hangt af hoe je jezelf presenteert Online. Hoe actueel de informatie is. Hoe het vindbaar is.”

BIG3.15

Program Manager

Product staat centraal

“Wat je uiteindelijk biedt staat centraal, dus een opleidingsprogramma voor deze business call, voor wie die zijn, wat heb je eraan, kun je wat mee, wat voor doel dient het, wat levert je op, enz.”

BIG3.16

Program Manager

Merkbeleving

“De club die nu aankomt moet meer interactief worden maar, het is meer gericht op de merkbeleving dan op het verkopen van producten”

BIG4.14

Brand Manager

Online verkoop

“webshop .. rechtstreeks producten aan te bieden aan de klant”

BIG4.15

Brand Manager

Online advertising

“bannering op de vergelijkingssites. Op Kieskeurig en Vergelijk.nl. Dat doen we wel maar nog in beperkte maten”

BIG4.16

Brand Manager

Bestellingen via mail

“Vroeger kwamen de bestellingen via de fax, nu komen ze via de mail binnen”

BIG5.17

Brand Manager

Registratieproces

“een actie bij ons is online en offline gelinkt aan elkaar. Je registreert je online, maar je moet de documenten alsnog per post opsturen”

BIG5.18

Brand Manager

Inzage in processen

“Internet legt er meer druk op. Internet legt direct bloot als je processen niet op orde zijn [Met er wordt gerefereerd naar systemen en processen]”

BIG6.21

eCommerce Manager

Loyaliteit klanten

“die nieuwsbrief iets doet. Dat werkt, dat zie ik ook terug dat mensen weer naar de winkel toe komen”


Overal inzicht in sales

“doordat ik software in de cloud heb zitten, kan ik vanuit mijn vakantieadres kijken van wat is er gebeurd en hoe is het gelopen”


Voorzichtig met data

“dus als ik jou ga aanspreken alsof jij hier al jaren binnenkomt terwijl jij mij als persoon helemaal niet kent, denk jij, wat is dat nou voor een eikel?”


Online communiceren met klanten

“Wat internet ook doet met mensen is gedragsverandering, en dat betekent dat communicatie ook anders verloopt. Het vervagen van normen en waarden heeft gewoon te maken met het feit dat we op steeds grotere hoeveelheden communiceren om elkaar eens in de ogen te kijken”


Communicatie onderling decimeert

“het verschil tussen via de telefoon of via een computer e-‐mailen is dat het non-‐ verbale aspect met communicatie tussen mensen onderling gedecimeerd wordt”



“Je moet nu meer via internet, online, via e-‐mail informatie geven. Geeft als voordeel dat je het makkelijker op papier kan zetten, maar heeft als nadeel dat je niet met mensen kunt praten”

SMA2.7

Eigenaar rijschool

Telefonisch contact

“Ik leg het liefst persoonlijk contact op met de mensen dan via e-‐mail. Ik doe het SMA2.8 vaak telefonisch omdat ik niet makkelijk langs kan gaan ivm de lessen”

Eigenaar rijschool

Hulp op afstand

“Met support tooltjes. Als er storingen zijn kan je nu via bijvoorbeeld Teamviewer het beeldscherm overnemen. Het gaat nu allemaal via internet”


Dienstverlening belangrijker

“Daarom denk ik dat de dienstverlening veel belangrijker is geworden dan dat werkelijk leveren van apparatuur of software [Met daarom wordt gerefereerd naar het makkelijker support leveren].”


Mobiele communicatie

“Er staan filmpjes op het Internet waar in 1999 aan mensen werd gevraagd of ze een mobiele telefoon zouden willen hebben? Waarbij mensen zeggen: “Sodemieter op man””

SMA4.17 Brainagent, Auteur en Spreker

Behoefte mobiel internet

“toen in 2009 werd dezelfde onderzoek gedaan over mobiel internet, en toen zei SMA4.18 Brainagent, iedereen: “Nee man, schei nou toch uit, ik heb een mobiele telefoon en ik hoef Auteur en geen mobiel internet, ik zie er het nut er niet van in”” Spreker

Behoefte mobiel internet

“Ik heb nu hetzelfde onderzoek gedaan in 2013 en wat blijkt? Dat bijna 85 % van de mensen niet meer zonder mobiel internet kan”


Online vindbaarheid bedrijfsinformatie

“als er twee restaurants naast elkaar zitten, schroomt de consument niet om in de telefoon te kijken wie van de twee nou de leukste en het lekkerste is”


Disconnecting

“Het is misschien beter om te zeggen waar we Internet niet voor gebruiken. Een van de grootse trends in de nabije toekomst is: disconnecting”


Privacy

“Het enige wat Privacy nog is, is wat ik nu in mijn hoofd heb, en nog nooit tegen iemand gezegd heb, maar voor de rest zijn we voor 99,99 % connected”


Meegaan met de tijd

“En voor degene die denken dat je onder de steen kan gaan liggen en dat het wel SMA4.23 Brainagent, over zal gaan, dan heb ik een verrassing, want het is niet zo en het blijft zo” Auteur en Spreker

Printscreens doorsturen

“ik zie dat een concurrent het heel goed doet en er een artikel over wordt geschreven of dat ergens een blog de resultaten laat zien wat de conversies zijn en maak daar een printscreen van en die stuur ik continue toe naar mijn potentiele klanten”

SME1.14



“Die hele snelle communicatie die ik online kan vinden, een printscreen van kan maken en direct kan doormailen, wat voor mij nog geen minuut werk is, heeft voor mij een gigantische impact. Vooral voor sales dus erg interessant”

SME1.15


Vergemakkelijkt communicatie

“Het vergemakkelijkt het communicatieverkeer tussen [Merk] Breda en [Merk] SME2.12 China. Of [Merk] Amerika. Het is makkelijker een paar mailtjes versturen dan een paar faxen”

Marketing Manager

Verlenging service

“We gebruiken het als verlenging van de service voor de klant. We gebruiken momenteel alleen Facebook”

Marketing Manager

SME2.13

Interactieve communicatie

“Tweeten is een heel erg interactief kanaal, je moet per bericht reageren. En sommige vragen die binnenkomen moeten eerst door het hele bedrijf gehaald worden voordat er een duidelijke antwoord op kan komen”

SME2.14

Marketing Manager

Video boodschappen

“We hebben bijvoorbeeld ook een paar keer vragen van klanten beantwoord SME2.15 door een filmpje te maken met Charrel erin die een stukje verteld over een speaker. En we hebben het online op de FB gezet. En de persoon ingetagd die de vraag had gesteld”

Marketing Manager

Sneller communiceren

“Vroeger moest alles telefonisch of persoonlijk en nu gaat een stukje sneller”

SME3.12

Marketing Manager

Meer communicatie per mail

“krijg je daardoor een stuk meer werk omdat men sneller met ieder wisselwasje een mail stuurt [Met daardoor wordt verwezen naar e-‐mail]”

SME3.13

Marketing Manager

Minder efficiënte communicatie

“Dus niet alles op de e-‐mail zetten en denken dat je er zo vanaf bent, zo van de desbetreffende persoon heeft het toch gelezen. Dit is niet de meeste efficiënte manier”

SME3.14

Marketing Manager

Verlaagd drempel verkoop

“De offertegenerator die op dit moment loopt. Dat verlaagd de drempel voor klanten. Zo kan men achter komen hoe duur een product is”

SME3.15

Marketing Manager

E-‐mail nieuwsbrief

“Nieuwsbrieven… ik denk dat het gelezen wordt, maar ik denk niet dat we hiermee heel veel aanmeldingen meer gaan krijgen”

SME3.16

Marketing Manager

Uitstralen imago

“publicaties in magazines en dergelijke, advertenties zetten, natuurlijk heeft het veel nut, maar het is moeilijk te meten of je daardoor meer klanten werft. Maar aan je imago draagt het zeker bij”

SME3.17

Marketing Manager

Communicatie via Cloud

“In de Cloud bedien je de klant heel anders dan voorheen. Alles is opgeslagen, SME4.12 alles is continu beschikbaar, mensen kunnen meer en minder, wat ze zelf willen”


24/7 service verlenen

“Mensen verwacht dat je veel langer beschikbaar bent. Het stopt niet meer. Je hebt internet en mensen verwachten 24 uur p.d., 7 dgn in de week reacties”

SME4.13


Applicaties aanbieden

“Hosting en beheer van de applicaties van de klant. Dat het doorstroomt. Dat de informatiedoorstroom door kan gaan, het kan bijv. een webshop zijn dat gekoppeld is aan een voorraad. CRM”

SME4.14


Depth

6. Hiërarchische veranderingen door invloed internet

Transparantie markt

“Je heb de euro, die heeft het transparant gemaakt, omdat alles wordt weergegeven in euro’s, en je hebt online. Ze kwamen samen bijna op hetzelfde moment. Die twee dingen hebben ervoor gezocht dat de markt enorm transparant is geworden”

BIG1.27

General Manager

Impact verkoop

BIG1.28 BIG1.29

General Manager

Centralisatie organisatie

“zelfs de laagste verkoper, moet bewust zijn van de gevolgen, de schade en de rampen die hij kan veroorzaken door aan Jan en allemaal te gaan verkopen” (BIG1.28) “Als je nu naar een zolderkamertje gaat heeft het nationaal impact maar kan het ook internationaal impact hebben. Er is steeds meer vrij verkeer van goederen door Europa, dus de verantwoordelijkheid en de bewustwording van de gevolgen van jou daden, dat moet steeds meer verankerd worden” (BIG1.29) “Wat ik denk dat het gaat gebeuren is dat je steeds meer centralisatie krijgt in plaats van decentralisatie”

BIG1.30

General Manager

Structureren organisatie

“Alles moet gestructureerd worden: van de simpele vragen van de consument tot aan het op tijd leveren en op tijd factureren aan toe. Want alles is aan wetgeving onderhevig. je moet binnen zoveel dagen het geld terugstorten als je via een webshop iets koopt.”

BIG1.31

General Manager

Proces klachtverwerking

“En daar moeten de processen aan de grondslag liggen.. en ok… filter die dan BIG1.32 uit, we behandelen hem met voorrang of niet, maar het moet snel gebeuren, en dat moet naar de juiste personen gaan [Met daar wordt verwezen naar opvolgen van klachten]”

General Manager

Geen verandering

“Er is niets veranderd. Volgens mij heeft iedereen toegang tot de verkoopcijfers via administratie. En Google Analytics, voor wat wij doen, dat doet marketing. Er wordt nu heen en weer gesproken over mogelijkheden om in de toekomst bepaalde zaken te verbeteren”

BIG 2.25

Brand Manager

Weinig verandering

“De veranderingen zijn niet zo groot als de mensen denken. Ik denk dat het niet zo groot is. De management structuur voor afdelingshoofden, leidinggevende, bedrijfsvoerders, structuur is er natuurlijk nog.”

BIG3.17

Program Manager

Informatie uitwisseling

“de snelheid en het gemak waarmee informatie kan delen, dat is wel erg toegenomen.”

BIG3.18

Program Manager

Sturing door informatie

“Eerlijkheid duurt het langst. Als je goede informatie tot je beschikking hebt als medewerker, als bedrijfsvoerder of als baas, generaal, dan kan je je troepen een heel stuk beter de goede kant op krijgen”

BIG3.19

Program Manager

Werk wordt leuker

“Het is alleen maar leuker. Werk moet gewoon leuk zijn. De hiërarchie blijft maar wordt op een positieve manier beïnvloed met de Online informatie.”

BIG3.20

Program Manager

Weet het niet

“Ik weet het niet omdat ik heb hier nooit op een andere manier gewerkt”

BIG4.17

Brand Manager

Inhuren externe partij

“We hebben nu niet de mogelijkheid om extra mensen aan te nemen dus het moet via een externe partij”

BIG5.19

Brand Manager

Werkwijze veranderen

“De capabilities en de manier van werken moet je op veel vlakken veranderen. Dus mijn beeld is dat je het centraal moet doen en zo hoog mogelijk in de organisatie”

BIG6.23

eCommerce Manager

Internet is change

Daarmee ga je veranderingen creëren. Internet is namelijk change. Internet is een tool, is geen middeltje, geen kunstje, is change”

BIG6.24

eCommerce Manager

Differentiatie door change “plat gezegd is gewoon een middel, maar wil je differentiatie toepassen dan moet je door changen”

BIG6.25

eCommerce Manager

CRM staat centraal

“het hele systeem heeft niet administratie als uitgangspunt maar CRM. Marketing, die klant staat centraal”


Uitbesteden website optimalisatie

“Het optimaliseren van de website. Dat besteed ik aan mensen die het goed kunnen uit”

SMA2.9

Account management via internet

“vertegenwoordiger bijvoorbeeld, kwam vroeger een keer op kantoor. Hij kwam zijn rapportjes inleveren, afspraken en noem het maar op. Een vertegenwoordiger doet het nu via het internet en hoeft nog niet eens op kantoor te komen”


Online afspraak maken

“Voordeel is dat het veel sneller gaat [Het wordt gerefereerd naar klant afspraken via internet]”


Boodschap niet altijd helder

“Nadeel is denk ik dat de communicatie niet altijd even duidelijk overkomt. Op moment dat je zelf in gesprek bent met een klant, zitten er bepaalde emoties onder”


Intern persoonlijk communiceren

“Vanuit management richting personeel hoeft niet altijd via internet te gaan. Ik denk dat het belangrijk is dat persoonlijk gecommuniceerd wordt”


Manager als inspirator

“nog steeds behoefte is aan duidelijkheid, we moeten van A naar B maar tegelijkertijd wordt de baas een voorman en een inspirator”


Middelmanagent mediate Middelmanagement implementeert

“Middelmanagement gaat mediaten en implementeren”


Eigenaar Rijschool

Lager management friend inspirator

“lager management gaat als een soort friend met de inspirator optrekken om te doen wat nodig is”


Hiërarchische inspiratie gedrag

“er een soort structuur is gaan ontstaan en het is een organische werkstructuur, net als bij mieren, dat we met z’n allen het doen maar wel vanuit een hiërarchische inspiratie gedrag”


Afdeling conventionele / online marketing

“als je kijkt naar het bedrijf waar ik nu voor werk, daar hebben ze conventionele marketing en een afdeling online, ook wel punt nl, online marketing, ecommerce, ebusiness”

SME1.16


“een eigen hiërarchie als een online media manager, affiliatie marketeer, SEO specialist, maar ook de inkoper”

SME1.17


Online media manager Affiliatie marketeer SEO specialist Offline media inkoper

“op hetzelfde horizontale niveau, maar wel andere afdelingen hebt die offline media inkoopt als tijdschriften en wat dan ook”

SME1.18


Online media inkoper

“erg interessant want je hebt dus twee personen die eigenlijk dezelfde media wegzetten, een online en de andere offline”

SME1.19


“de leeftijd van de oude marketeer die zit nog net te hoog en aan de andere kant vinden de online marketeer het ook wel lachen dat ze hun eigen afdeling hebben en dat ze een beetje cowboys kunnen zijn”

SME1.20


Online marketeer cowboys Conventioneel oude marketeer 50% weggegooid geld

“Bij offline marketing is 50% van je geld weggegooid, maar je weet nooit welke 50%!”

SME1.21


Makkelijker communiceren

“Internet heeft het voor ons alleen maar makkelijker gemaakt om met onze familie, om zo maar te zeggen, te kunnen communiceren”

SME2.16

Marketing Manager

Online media / marketing persoon erbij

“Er is een hele Online Media/marketing afdeling bijgekomen. Afdeling niet echt, er is een persoon bijgekomen”

SME2.17

Marketing Manager

Niet van toepassing

“Nee. Bij ons bedrijf is dit niet van toepassing”

SME3.18

Marketing Manager

Telemarketing afdeling erbij

“We hebben een nieuwe afdeling: Lead factory. Ik weet niet of dit een gevolg is van online. Dat zijn een aantal jonge jongens die net afgestudeerd zijn, de meeste hebben hier stage gelopen en het bestaat nog maar 1 ½ jaar. Zij zijn een bel team. Telemarketing. Zij ondersteunen mij met allerlei acties”

SME4.15


Acties via online

“En de acties zijn vaak online”

SME4.16


Meer behoefte aan CRM

“Voorheen hadden we geen goed CRM systeem. Dus je kan minder makkelijk acties doen. De behoefte is ontstaan omdat online er is”

SME4.17


7. Managen van processen en invloed internet

Inhuren online specialist

“Wat je belangrijk vindt moet je niet uitbesteden. Maar met online vind ik het wel. Omdat als je het in huis doet, dan heb je nooit een specialist”

BIG1.33

General Manager

Serviceverlening

“in het geval van services, bij het repareren van zaken, dat is kwalitatief, dat moeten we zelf doen”

BIG1.34

General Manager

Logistiek

“Logistiek uitbesteden is een vraagpunt. Die heeft het contact met de klant. Een chauffeur gaat naar klanten toe, je kan wel eisen stellen maar vaak kan je geen invloed uitoefenen op zijn gedrag”

BIG1.35

General Manager

Screening partners

“Bij aanvragen die ik krijg van restaurants die met ons samen willen werken, is het eerste wat je dan doet kijken naar hun website om erachter te komen wat voor een restaurant het betreft”

BIG2.26

Brand Manager

Dataverrijking

“Nu zijn we echt adressen aan het verzamelen bij elke actie die we doen en daarna gaan we ze via de nieuwsbrief aanschrijven, of beter gezegd, dat doen we al nu. We proberen een band te krijgen met het consument”

BIG2.27

Brand Manager

Samenwerking

“Samenwerking onderling. Je ben meer afhankelijk omdat je veel meer dingen zelf kan opzoeken. Het is veel toegankelijker.”

BIG3.21

Program Manager

Bundelen van systemen

“kijken welke systemen het besten zijn. Dus het structureren ervan. Het CRM is nieuw. Als het er eenmaal is, geïmplementeerd is en goed werkt, dan gaat het vervolgens gebundeld worden aan andere systemen om iets optimaals te kunnen halen.”

BIG3.22

Program Manager

Belang bij commercie

“Commerciële organisatie moeten heel veel investeren in goede manieren om te communiceren met zijn leads, zijn prospects, zijn klanten en zijn aftersales”

BIG3.23

Program Manager

Belang bij non-‐profit

“belang wordt door minder mensen gedeeld op management niveau, dan in grotere organisaties die gewoon commercieel zijn.”

BIG3.24

Program Manager

Snelheid informatieverzameling

“Waarschijnlijk heeft invloed op de snelheid gehad. De snelheid van het verzamelen van informatie en het combineren van databases”

BIG4.18

Brand Manager

Efficiëntere processen

“Ik denk dat Internet toegevoegde waarde heeft gehad om efficiënter en sneller de processen door te laten gaan”

BIG4.19

Brand Manager

Flexibeler toegang tot database

“Het email platform dat we aan ontwikkelen zijn is online, waarbij de database ook online komt te staan en we kunnen het 24 uren per dag inzien. Het is allemaal flexibeler en sneller”

BIG4.20

Brand Manager

Platform collaboratie

“platform collaboratie, daar doen we nog niet echt iets mee. Dit vereist tijd om het op te zetten. We communiceren via mail en telefoon / Internet telefoon”

BIG5.20

Brand Manager

Website moet blijven leven

“Een website moet blijven leven, geüpdatet worden enz. Inderdaad, executie online activiteiten is wel een zware factor of een drukfactor geweest in het team”

BIG5.21

Brand Manager

Makkelijker internationaal “Internationaal kan je mensen makkelijker bij elkaar krijgen. Ook qua delen van BIG6.26 contact informatie. Ik geloof in het hele Sociale karakter van internet. Je kan het inzetten om je bedrijf soepeler te laten werken”

eCommerce Manager

Interactieve klantcommunicatie

“Als je een platform aan het creëren bent waar mensen interactief met elkaar worden, dus over grenzen heen gaan kijken, dan kan je net zo goed de medewerkers met de klanten laten praten”

BIG6.27

eCommerce Manager

Webshop ondersteund winkel

“in hoeverre moet je de webshop als op zichzelf staand als verkoopelement beschouwen? Eigenlijk is mijn gedachte dat die webshop ten diensten staat van de fysieke winkel”


Voorraadmanagement webshop

“Belangrijk daarbij is ook de vraag moet je een webshop creëren die ook een eigen voorraad heeft. Of steek je met die webshop in alleen op voorraden die in de winkels liggen”


Klantenbestand via e-‐mail

“Met de motor, gebruik ik mijn klantenbestand via de e-‐mail, en als ik bijvoorbeeld een toertocht organiseer, dan benader ik die mensen”

SMA2.10 Eigenaar rijschool

Men is aan internet gewend

“Mensen zijn er zo makkelijk aan gewend geraakt. Ik denk dat er nog niets uitspringt. Het is geen momentopname geweest. Het is een proces dat je doormaakt en daar komt iedere keer iets nieuws bij”


Internet alleen communicatiemiddel

“moeilijk om te zeggen wat voor invloed dat internet heeft gehad op de wijze waarop managers hun processen tegenwoordig managen. Internet is alleen maar een communicatie middel”


7 uur met getikte of visuele communicatie

“Je moet je voorstellen dat we jaren geleden, ongeveer 14 uur per dag verbaal SMA4.28 Brainagent, spraken met elkaar. Als je je realiseert dat door de opkomst van het internet in auteur en de ruimste zin van het woord, we nu 7 uur verbale communicatie hebben en zijn spreker we 7 uur met getikte of visuele communicatie bezig, via Internet”

IT-‐matisering

“Dat noem ik IT-‐matisering, dus de Internet technologie koppelen aan automatisering om het leven een stukje leuker te maken voor mensen en dieren”


Sneller en makkelijkere processen

“IT-‐matisering, Dus hoe kunnen we IT neerzetten op onze processen waardoor het nog sneller en makkelijker gaat gebeuren, waardoor je tijd overhoudt”


Slechts 24 uur in een dag

“Siemens is de uitvinder van de klok maar er zijn nog steeds slechts 24 uur in een dag en we hebben het nog steeds niet voor elkaar om daar 26 uren van te maken”


Werkmanagement tools

“Tegenwoordig heb je werkmanagement tools bijvoorbeeld streamtime”

SME1.22


Inzicht in capaciteit

“de manager kan precies bijhouden hoe je het meest efficiënt kunt werken. Zo heeft hij ook meteen inzicht in hoeveel capaciteit is bij zijn mensen om nieuwe projecten in te plannen. Technologie is efficiency”

SME1.23 a


Werken waar en wanneer je wil

“Dropbox of Google Docs waarbij je tegelijkertijd aan documenten kunt werken en op kunt slaan in de cloud. Je kan werken waar je wil”

SME1.23 b


Overal e-‐mail toegang

“Voor hem is het heel fijn dat Internet er is omdat toch op andere locaties zijn e-‐ mail kan checken [Met hem wordt verwezen naar de salesmanager]”

SME2.18

Marketing Manager

Online streamen naar devices

“Ja, zoals bijvoorbeeld streamen van devices naar speakers. Vroeger kon je niet eens bedenken dat het kon. Dat je een iPad zou hebben waar je een knopje op drukt en dat alle muziek in je hele huis aan zou kunnen gaan”

SME2.19

Marketing Manager

Internet nodig voor streamen

“Je kan geen streaming device aanbieden als je geen internet heb”

SME2.20

Marketing Manager

Inspiratie product ontwikkeling

“Wij hebben internet nodig gehad om inspiratie op te doen om bepaalde producten op te zoeken, over akoestiek of over design”

SME2.21

Marketing Manager

Verkoop direct in actie

“De offerte generator is een goed voorbeeld. Extern. En als een aanvraag binnenkomt dan gaat het meteen naar verkopers die meteen iets mee kunnen doen”

SME3.19

Marketing Manager

Snellere logistiek

“De logistiek gaat een stuk sneller. Je kan meteen online zeggen dat men meteen langs kan komen. Label erop, ze komen het ophalen en klaar”

SME3.20

Marketing Manager

Klantbenadering via e-‐ mail

“Dat je je klanten ook online benaderd per e-‐mail, dat dingen in gescand worden, die klanten ook online krijgen”

SME4.18


Ticketsysteem

“we hebben bijvoorbeeld ook een portal waar klanten problemen met het systeem kunnen melden. Een ticketsysteem. Je heb een wachtwoord en een inlogcode nodig en dan log je in, je legt daar je issue in en dan wordt het opgepakt”

SME4.19


E-‐mail marketing projectteam

“Voor onze e-‐mail marketing hebben we een projectteam/redactie uit verschillende disciplines: marketing, lead factories en sales, vervolgens gaan we kijken wat de onderwerpen zijn en dat pakken we op met een aantal disciplines”

SME4.20


8. Marketing R&C om in Online strategie managen te spelen dynamische veranderingen online

"Op strategisch niveau zou ik het wel willen uitbesteden, op uitvoerend niveau dat is wel te doen. Ik denk dat het ook daar naar toe moet”

BIG1.36

General Manager

Serviceverlening

“voor services kan het niet uitbesteed worden omdat online dynamisch is en snel veranderd en de services veranderen niet zo veel en zijn meer gestructureerd”

BIG1.37

General Manager

Serviceverlening

“Als ik de services uitbesteed aan een derde partij, heeft hij andere BIG1.38 doelstellingen, hij moet zorgen dat zijn bedrijf winst maakt, dus hij gaat bepalen dat je niet meer dan 5 min mag uitbesteden voor een vraag. Anders kost je te veel”

General Manager

Nieuwe elementen

“Ik ben er altijd voor dat als je een nieuw element gaat toevoegen aan je organisatie, je er minimaal twee of drie van moet hebben. Anders heb je geen continuïteit. Een is geen.”

BIG1.39

General Manager

Online operaties managen “Als je zegt: ik wil een keer in de week een blog hebben, dan moet je de middelen ervoor hebben en dat kunnen we niet zelf, maar dat moet je uitbesteden”

BIG1.40

General Manager

Vergelijkingssites

“Sowieso Facebook, maar ook de club. En als je op een andere level hebt, vergelijkingssites. De consument zoekt informatie op een objectieve manier”

BIG2.28

Brand Manager

Social media

“Onze consument krijgt dan zeker meer voor zijn apparaat en veel meer inspiratie wat uiteindelijk resulteert in het kopen van veel meer accessoires om de top in de keuken te kunnen zijn”

BIG2.29

Brand Manager

Sentiment

“als een klant tevreden is over je product, gaat hij over jou schrijven en dat is wat we willen. En dan is de cirkel helemaal rond. Er wordt goed over jou gepraat je krijgt het sneeuwbaleffect”

BIG2.30

Brand Manager

Google producten

“als je naar resources kijkt, gebruiken we AdWords, Analytics, het is heel erg aan BIG3.25 Google verbonden. Aan de andere kant hebben we het CMS zelf.”

Program Manager

Generen van leads

“Je moet je klant goed kunnen vinden maar ook andersom. Hoe ze ons vinden… daar doen we ons uiterste best voor met SEO”

BIG3.26

Program Manager

Zichtbaarheid advertenties

“Adwords en Analytics gebruiken we om de advertenties goed zichtbaar te krijgen.”

BIG3.27

Program Manager

Social media

BIG3.28

Program Manager

Kennis gedrag doelgroep

“Ik vraag me af of Social Media bij UVA past. Je kan in de oriëntatie fase het gaan gebruiken om informatie over je programma’s te verstrekken. Je kan het tijdens het studeren gebruiken om de studenten informatie te laten delen, daarvoor heb je LinkedIn, eigenlijk. En voor alumni is LinkedIn heel erg interessant.” “HBO scholieren gebruiken wel FB. Maar studenten die vijftien jaar ouder zijn 35 of ouder, die doen het minder snel. Dus je moet goed kijken welke doelgroep heb ik voor ogen”

BIG3.29

Program Manager

Persoonlijk contact

“Het (Youtube films met uitleg) is een toevoeging, maar geen vervanging. Ik vind toch persoonlijk contact heel belangrijk, omdat je informatie kan delen.”

BIG3.30

Program Manager

Offline ondersteuning

“Concurrentie voordeel creëren, kan je door Online dingen aan te vullen op unieke manieren die nog niet eerder zijn gedaan. Maar we moeten Online niet gaan zien zoals iets dat Offline gaat vervangen.”

BIG3.31

Program Manager

Veranderd continue

“Het is maar net waar je dan op dat moment tegenaan loopt. En wat je dan noodzakelijk vindt om te hebben”

BIG4.21

Brand Manager

Consumentendata aankoop Consumentendata Interesse

“verrijken van consumentendata met aankoop, met in hoeverre het mogelijk is met interesses, met media waar ze op gefocust zijn”

BIG4.22

Brand Manager

Oplevering merkbeleving onduidelijk

“Ik geloof in zoverre in merkbeleving. En in hoeverre dat omzet zal genereren, dat is nog even de vraag?”

BIG4.23

Brand Manager

Online communicatie

“Je moet online de communicatie aangaan. Het is een stap naar de toekomst toe. Je moet het slim aanpakken en niet beginnen met ruzie te maken online”

BIG5.22

Brand Manager

Mensen met productkennis

“mensen met veel productenkennis hebben”

BIG5.23

Brand Manager

Online communicatie specialisten

“mensen hebben die juist het goed kunnen verwoorden online. Zo als ik al zei, alles is zichtbaar”

BIG5.24

Brand Manager

Clubsite

“De beleving. Dat is wat we met de clubsite gaan doen. Naar een soort beleving. Hoe breng ik het naar het volgende niveau”

BIG5.25

Brand Manager

Commerciële service

“Allemaal, want er is overal een tekort aan. Internet is niets anders dan commerciële service, alles is hetzelfde. Maar je middelen zijn uiteindelijk anders”

BIG6.28

eCommerce Manager

Één op één klantcommunicatie Robuuste en flexibele IT

“En internet wordt vaak ingezet om één op één communicatie met je klant te voeren. Hoe goed ben je om de IT omgeving zo te creëren dat hij robuust is maar toch flexibiliteit geeft om het snel in te kunnen schakelen”

BIG6.29

eCommerce Manager

Multidisciplinair inzetbare mensen

“Je hebt mensen nodig die vanuit meerdere disciplines kunnen denken”

BIG6.30

eCommerce Manager

Marketeer met IT kennis

“Mensen moeten in staat kunnen zijn om meerdere disciplines aan elkaar te koppelen. De gemiddelde marketeer hier in Nederland is geen Beta. Dus IT is best wel eng”

BIG6.31

eCommerce Manager

Marketeer met IT kennis

“We hebben behoefte aan vergelijkbare marketeers zoals nu die toch een IT component kunnen begrijpen en kunnen meenemen”

BIG6.32

eCommerce Manager

Direct antwoord van specialist

“Wat je ziet is dat de wereld veel “edgier” wordt. Veel meer on the edge, veel meer snelheid. Altijd de vraag moet nu beantwoord worden door de specialist met het goede antwoord”

BIG6.33

eCommerce Manager

Hands on ondernemen

“Je moet op een andere manier gaan werken. Dat je hands on moet kunnen ondernemen. Ondernemerschap is een essentiële factor aan het worden binnen de bedrijfsleven”

BIG6.34

eCommerce Manager

Autonome expertise centers

“Samenhangend opgedeeld door kleine stukjes die ook voor meerdere partijen kunnen werken. Expertise centertjes die autonoom ontwikkelen, die nooit groter worden dan x personen”

BIG6.35

eCommerce Manager

Omarming celdelingsprincipe

“Internet kan daarin gaan faciliteren. Dat geloof ik zeker. Maar daar zijn we nog bij lange na niet. Het moet gewoon ontstaan [Met daarin wordt verwezen naar de celdelingsprincipe van Eckart Wintzen]”

BIG6.36

eCommerce Manager

Goedwerkende systemen

“dat is die automatisering. Dat systeem van die informal is cruciaal. Als die niet voldoet moet daar een andere partner voor komen”


Doelgroep targetting nieuwsbrief

“nieuwsbrief systemen zijn nog steeds een massa ding, het nieuwsbrief systeem van het nieuwe systeem geeft mij de mogelijkheid om op basis van selectie een nieuwsbrief te sturen naar een specifieke groep”


Interactie via social media Interactie via nieuwsbrief

“voor interactie als voorbeeld de social media en de nieuwsbrief is vaak één kant op communiceren”


Website het belangrijkst Facebook voor bestaande klanten

“De website is het belangrijkste, Facebook en Social Media zijn ook belangrijk maar meer voor je bestaande klanten”


Flexibele planning

“Plango ed. Maar ik voel er niet veel voor omdat ik het gevoel heb dat ik dan een SMA2.12 Eigenaar hele strakke en gestructureerde planning krijg en als ik dan iets aan de planning rijschool wil wijzigen het veel ingewikkelder is. Nu kan ik het relatief makkelijk het omplannen”

Analyse van trends

“Er moet een goede analyse beschikbaar zijn van wat de trends op dat moment zijn en welke trends aan zit te komen. Want dan kan je makkelijker op inspelen”


Inzicht klantbehoeftes

“Het verwachtingspatroon van de mensen, van die diensten of services die er aan gaan komen. Wat mensen daar verwachten, voor de mensen, wat voor voordeel het oplevert”


Tijd en geld

“Tijd en geld”


Conceptontwikkeling

“Tijd om over na te denken hoe het concept op wilt zetten en waar”


Conceptueel denkvermogen

“Goed over na denken, hoe ga ik het neerzetten waarbij de mensen overtuigd zijn dat voor hem ook toegevoegde waarde is”


Volgen eigen gevoel

“Je eigen intellect. Je eigen gevoel. Wat je voelt dat je moet doen, moet je daadwerkelijk gaan doen en je moet je niet schromen om die in te zetten”


Inspelen op zelfactualisatie

“piramide van Maslow .. Tegenwoordig stromen we allemaal in op het hoogste niveau wat je kan voorstellen en dat is zelfactualisatie. Dus dat betekent dat we steeds meer vanuit ons eigen ik gaan redeneren”


Actie ondernemen

“het is just fucking do it! Ja, je moet het zelf doen. Want niemand anders doet het voor je”


Sterk betrokkenheid zijn

“Tegenwoordig wordt al het succes bepaald van de return on involvement”


Innovativiteit

“Hoe geïnnoveerd ben je in je eigen wereld. En de Return On Ideas, dat is die ROI, dat is de grootste aanjager om gedeputeerde middelen en capaciteiten in te zetten om het leven van je potentiele klanten leuker en vooral lekkerder te maken”


Emotionele connectie

“Eerst 3 sec emotioneel mensen beraken door het hoofd, dan in het hart en na 12 sec ben je overgeleverd aan de portemonnee, de klant moet connected zijn”


Kennis why, how en what

“Simon Sinek noemt het altijd the why, how and the what. De wat is 3 seconden de how is 12 seconden en de why is the eternity”


Spirituele connectie

“tussen je IQ, je EQ maar ook je SQ dat is je Spirituele overtuiging. Doordat zo druk, zo veel op het Internet ziet, moet je veel meer op gevoel en vaak ook op spirit van mensen totdat ze tot een beslissing komen”


“Je moet een goed technologisch team hebben en goede marketeers hebben en tijd krijgen van de baas om te kijken van “what is going on?”

SME1.24


Goed technologisch team Goede marketeer Tijd van de baas voor onderzoek Inspelen nieuwe ontwikkelingen

“als je ziet dat er nieuwe ontwikkelingen zijn, hier meteen op inspelen en kijken of ze interessant zijn voor je bedrijf”

SME1.25


24 uur bereikbaar zijn

“Sommige bedrijven willen dat je 24 uur per dag bereikbaar bent. Dus daar is tijd een heel belangrijk resource”

SME2.22

Marketing Manager

Constante innovatie

“Geld ook omdat je moet constant verbeteren, innoveren en bepaalde uitstraling kunnen creëren”

SME2.23

Marketing Manager

Moderne website

“De juiste middelen online is ook heel belangrijk. Dat je een makkelijk werkende website heb”

SME2.24

Marketing Manager

Kennis online verkopen

“mensen binnen je team heb zitten die begrijpen hoe het allemaal werkt en die er ook verstand van hebben. Ik bedoel verstand hebben hoe je online je verhaal kan verkopen”

SME2.25

Marketing Manager

Snelle reactietijd online

“Als mensen online informatie gaan zoeken, willen ze het gewoon snel hebben. En als ze meer informatie willen hebben dan vragen ze het na. Ik denk dat de snelheid online veel hoger ligt dan offline”

SME2.26

Marketing Manager

Modern website

“Een website in het algemeen”

SME3.21

Marketing Manager

Online bestelsysteem

“het online bestelsysteem is heel erg belangrijk geworden. Je moet daar als bedrijf uiteindelijke toch iets mee”

SME3.22

Marketing Manager

Optie online bestellen

“Als je je processen goed op een manier heb ingesteld, dan heb je uiteindelijk minder mensen nodig in de binnendienst. Ik denk dat de meeste klanten / consument bijna eisen dat er ook online kan worden besteld. Daar gaat de hele markt toch wel naar toe”

SME3.23

Marketing Manager

Inspirerende partner zijn

Marketing Manager

Online inschrijfformulier lezingen

“we willen vooral een inspirerende partner zijn. Niet alleen een product leveren SME3.24 maar ook denken aan strategie, beleid en concept. Daarin kun je zeker, online, toegevoegde waarde hebben, Als je via Social Media al je klanten bereikt en daar werkelijk, maandelijks een inspirerend iets op zet, dan ben je al veel meer inspirerend en service gerichte partner” “bijv. workshops en dergelijk. Dat mensen hier een lezing kunnen bijwonen. Het SME3.25 kan ook allemaal online. Dat ze bijv. via FB kunnen zien dat er een lezing is en dat ze daar meteen voor in kunnen schrijven”

Marketing Manager

CMS systeem

“We hebben goede systemen nodig. Een goed CMS”

SME4.21


E-‐mailprogramma

“een goed email programma”

SME4.22


Kennis systemen Kennis online marketing

“We hebben de mensen nodig die verstand hebben van die systemen maar ook van online marketing wat er allemaal mogelijk is”

SME4.23


Een online plan

“Je heb een plan nodig”

SME4.24


Online doelstellingen

“wat zijn je doelstellingen”

SME4.25


Designers

“mensen die goed grafisch zijn aangelegd (designers)”

SME4.26


Slimme acties

“slimme acties”

SME4.27


Innovatieve content

“Goede content. We hebben sinds een jaar een innovatie manager. DNA is er nog wel maar op sommige punten is het teruggedraaid. De innovatie manager spot alle innovatieve oplossingen”

SME4.28


Life cycle

9. Opstartfase en invloed internet

Focus op prijs

“het product wordt in de eerste fase, als je dit niet onder controle hebt, snel afgeschoten, waardoor het te snel gaat pieken en te snel in zijn neergangsfase komt, dit omdat mensen niets meer eraan kunnen verdienen”

BIG1.41

General Manager

Focus op prijs

“de ziekelijke gedachte weer naar boven om de goedkoopste te willen zijn, niet te willen onderscheiden van service of op ander zaken”

BIG1.44

General Manager

Inspireren

“Als onze website ondersteunt kon worden met een fatsoenlijke SEO en als je de BIG2.31 flexibiliteit van de webshop zou kunnen vergroten tot een maximum, zou het prettiger zijn voor de consument, waardoor hij ook langer op de site blijft en meer geïnspireerd wordt”

Brand Manager

Merken en producten in andere fasen

“Je kan niet voor een merk zeggen dat ze in een bepaalde fase bevindt want producten worden los van elkaar ontwikkeld en worden los van elkaar op een bepaald moment geïntroduceerd”

BIG4.24

Brand Manager

Nut moet duidelijk zijn

“Een staafmixer kan veel langer mee dan een sapcentrifuge wat toch vraagtekens oproept bij de meeste mensen in de zin van wat moet ik ermee?”

BIG4.25

Brand Manager

Gezondheidstrend

“een gezondheidstrend gaande is. Voor een merk is naar mijn menig niet zo te benoemen. Dat is lastig”

BIG4.26

Brand Manager

België loopt achter op Nederland

“België zijn we in de opstartfase. We zitten nu met een nieuwe site en dat is ook SEO, je begint terug vanaf nul en je moet het opbouwen”

BIG5.27

Brand Manager

Visibiliteit opbouwen

“Online moeten we de juiste visibiliteit hebben, onderhouden en vernieuwen”

BIG5.28

Brand Manager

Tijd tekort

“Tijd is ook een resource. We komen gewoon tijd te kort om dat allemaal te doen”

BIG5.29

Brand Manager

Focus op vernieuwing

“We hadden twee jaar geleden de opstartfase moeten afronden. We zaten op een klantaandeel van 8% acquisitie en 12% op “vernieuwing”. Nu zitten we op 20% op “vernieuwing”. Maar de kwaliteitseisen zijn nog niet op orde. De value per customer”

BIG6.22

eCommerce Manager

Van webshop naar fysieke winkel

“pure webshop zijn via het internet om zo hun business te bedrijven. En van daaruit stappen te gaan zetten om bijvoorbeeld dat persoonlijke contact te bevorderen en die relatie weer terug te gaan brengen naar menselijke vormen [Voorbeeld Coolblue werd gegeven]”


Levenscyclus online onvoorspelbaar

“je wil iets ophangen aan een onderwerp en dat is levenscyclus wat volgens mij niet eens perse op te hangen is aan een levenscyclus Want volgens mij kun je per definitie niet zeggen wat je als je speler bent je via het internet het beste het volgende kunt doen”


Geen drempel bereik doelgroep

“Het wordt wel zo gezien bijvoorbeeld dat je vanuit je zolderkamertje de wereld kunt bereiken via het internet”


Middel om klantrelatie te ondersteunen

“Alles draait immers om te klantrelatie en daar dient het internet aan bij te dragen als een middel en nogmaals niet als een doel op zich”


Begin efficiency

“Qua efficiency denk ik dat ik nu pas begin”


Naamsbekendheid Vindbaarheid

“In de opstartfase via internet naamsbekendheid krijgen. Proberen je producten in de markt te krijgen naast naamsbekendheid. Proberen dat je bedrijf goed wordt gevonden”


Ideeën voor leuker en lekkerder leven

“Alle ROI’s, iedereen die komt met een return on Idea, dus een idee om het leven nog leuker en lekkerder te maken. En of dat nou komt via Internet of het komt omdat iemand op een sinaasappelkist gaat staan, daar maak me geen zak uit”


IT-‐driven snelweg

“Het maakt niet uit hoe jij je medium, jouw idee wilt gaan distribueren, alleen de snelweg naar de wereld is IT-‐driven dus via elektronische media”


Online minder belangrijk

“Ik vind het lastig om de koppeling met internet steeds te moeten maken. Omdat ik het gevoel heb dat het toch een minder belangrijk iets is in dit bedrijf. En altijd is geweest”

SME3.26

Marketing Manager

Groeifase en invloed internet

Online registratie

“Ik kreeg toevallig vorige week nog een mail dat we eindelijk met productregistratie online van start gaan. Eindelijk”

BIG2.32

Brand Manager

Inspireren

“Bij [Bekende online speler in elektronica] bijvoorbeeld, het is zo mooi hoe het wordt geleverd. Met leuke tips, en zo voort. Het is helemaal af. Men investeer ook meer tijd aan dit soort zaken”

BIG2.33

Brand Manager

Nederland in groeifase Link naar webshop

“Nederland, zitten we al in de groeifase, de link naar de webshop is er. We staan al een stap verder”

BIG5.26

Brand Manager

IT gebruiken voor groei Bedrijfsprocessen efficiënter

“je moet IT gebruiken om je bedrijf te laten groeien. Je kan ermee efficiënter werken. Je bedrijfsprocessen worden efficiënter”


Koppelen onderdelen communicatie

“diverse onderdelen mogelijk te kunnen koppelen. Dat ze met elkaar kunnen communiceren. Zorgen dat de diverse onderdelen met elkaar kunnen communiceren [Er wordt gerefereerd naar efficiëntie]”


Verrassen, Veranderen en Veroveren

“De 3 V’s van de toekomst zijn: Verrassen, Veranderen en Veroveren. Beyonce heeft het gedaan, en ze laat zien dat het mogelijk is zonder plug in en dergelijke een album een miljoen keer te verkopen binnen 3 dagen.”


Ondersteund offline

“internet heeft in de levenscyclus van Kharma heel erg bijgedragen toen ze in de groeifase zaten, dat het zorgde voor een bepaalde ondersteuning”

SME2.27

Marketing Manager

Internet nodig voor innovatie

“Om de innovaties daadwerkelijk goed te kunnen uit voeren en goed te kunnen communiceren heb je online kanalen nodig”

SME2.28

Marketing Manager

Koppeling online en offline

“je hebt altijd een bepaalde ondersteuning nodig, enerzijds offline, anderzijds online, beide zijwieltjes om zomaar te zeggen, hebben we nodig om naar de juiste baan te gaan en om het juiste doel te kunnen bereiken”

SME2.29

Marketing Manager

Online resources vinden

“intern om daardoor inspiratie op te doen. Technologie op te doen. Kijken waar SME2.30 kan je innoveren. Je bent dan op zoek naar nieuwe materialen om je product nog beter te maken. Je gaat online op zoek naar de juiste resources”

Marketing Manager

Communicatie van innovatie

“communicatie gebied, bij online ben je bezig om de mensen van een nieuwe innovatie te informeren. Je communiceert een nieuwe innovatie naar buiten toe”

SME2.31

Marketing Manager

Export al 15 jaar via e-‐ mail

“Voor export is e-‐mail zeker belangrijk geweest. Toen Rob begon met export was SME3.27 Internet er al. Dat is meer dan 15 jaar geleden”

Marketing Manager

Concurrent had ook e-‐ mail

“Als je mail heb en de concurrent niet, dan kan je zeggen dat we door mail zijn gaan groeien, maar de concurrent had het ook”

SME3.28

Marketing Manager

Investeren in relaties

“Ik denk dat aan Rob veel is gegund omdat hij veel geïnvesteerd heeft in relaties met mensen en daarmee heeft iets opgebouwd. Niet met alle klanten, maar in het begin met grotere klanten wel"

SME3.29

Marketing Manager

Volwassenheidsfase en invloed internet

Distributiebeleid

“Dus de levenscyclus van een product, als je het distributie beleid niet goed op orde hebt, wordt korter”

BIG1.42

General Manager

Communicatiebeleid

“Door Online heb je communicatieve voordelen, maar het product zelf is niet veel veranderd.”

BIG3.33

Program Manager

Merklevenscyclus groeit naast product

“De staafmixer is onze eerste strategische productgroep, qua markt zit het denk ik tegen een volwassenheidfase aan. Maar dat zegt niet dat wij als merk niet kunnen groeien”

BIG4.27

Brand Manager

Veel en snelle communicatie

“Wij hebben een uniek feature, de Smart pid control, dat heeft geen andere concurrent. Het is uniek. Internet helpt daarbij om z.s.m. en zoveel te kunnen communiceren”

BIG4.28

Brand Manager

Website is bestaansrecht

“Als je als bedrijf geen website hebt, dan vragen de mensen zich af of het wel een serieus bedrijf is. Het moet gewoon”

BIG4.29

Brand Manager

Opgebouwde naam

“De naam heb ik al gevestigd. Ik ben daar volwassen in, zeg maar. Ik ben een rijschool en mensen weten mij te vinden”


Groei door prijsaanpassing

“Ik zou misschien iets met mijn prijs moeten doen. Een stapje terug te nemen. Om dan weer de groei in te krijgen”


Communicatie tijdperk

“Vroeger hadden heel veel mensen door de technologie, alle IT, wint altijd van de Status Quo, omdat er vooruitgang in zit voor de mens in zijn hoedanigheid. Dat was in de industriële tijdperk, dat is in het IT tijdperk en nu gaan we in het communicatie tijdperk”


Groen een attitude

“gebeurd in de overtuiging waarbij groen geen kleur is maar een attitude, dan staat iedereen te applaudisseren en gaat het roer om”


Internet gewoon gebeurd

“Ik weet niet of Internet invloed op heeft gehad. Internet is gewoon gebeurd. Ik denk dat we in de volwassenheidsfase zitten”

SME4.29


Innovatief bezig zijn Processen professionaliseren Snel toegang tot informatie

“Ik denk dat we in de volwassenheidsfase zitten, omdat we heel innovatief bezig zijn, hoe kunnen we eruit springen, heel veel dingen aan het professionaliseren, processen enz.”

SME4.30


“Ik vind Internet een heel breed begrip. Ik zie internet als de mogelijkheid om alle informatie die je wilt hebben, dat die er ook binnen 5 seconden is”

SME4.31


Neergangsfase en invloed internet

Mismanagement

“De kosten zijn enorm en dit heeft een hoop faillissementen veroorzaakt. Door mismanagement. Echt, mismanagement”

BIG1.43

General Manager

Online verkort levenscyclus

“Online heeft de levenscyclus van de organisatie aanzienlijk verkort. Als je niet meegaat met de nieuwe tijd, de norm hybride formule, als je dat niet goed beheerst, dan ga je eraan”

BIG1.45

General Manager

Non-‐profit overleeft

“Een onderwijsinstelling zal altijd blijven bestaan, omdat een onderwijsinstelling investeren is in de toekomst. Het is moeilijk om een hele onderwijsinstelling in een bepaald vakje te zetten.”

BIG3.32

Program Manager

Negatieve reacties

“Zodra een negatieve reactie op internet komt en je reageert er niet op, dan heb je opgegeven moment een groot probleem”

BIG4.30

Brand Manager

Andere brandstof volgen

“Als er een andere brandstof komt dan gaat het over. Daar kan je je wel tegen SMA4.41 Brainagent, verzetten maar dat heeft geen zin. Dat betekent dat innovaties of technologische Auteur en ontwikkelingen e.d. steeds meer als die het leven leuker en lekkerder maken, Spreker met dubbele L van het leven, als dat van toepassing is, dan zal iedereen altijd daarin gaan volgen”

Innoveren een must

“in de laatste fase dat het internet het meeste invloed heeft gehad, de neergangsfase. Omdat je over een levenscyclus hebt die afloopt dus moet je iets doen, innoveren”

SME1.26


Smart maken

“het Smart maken van je wasmachine, TV en van alles. Het betekent eigenlijk online aansluiten en de mogelijkheden die het onbegrensd biedt benutten”

SME1.27


Sterke visie

“One day there will be a personal computer on every desk!”

SME1.28


Online Resource Orchestration

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