Innovative Capabilities and the Role of Consultants in the Information Economy IT-Management Discourse: Topics and Authorship This presentation is optimized

Innovative Capabilities and the Role of Consultants in the Information Economy

IT-Management Discourse: Topics and Authorship

This presentation is optimized for WinXP-Powerpoint 2003. Some of the grey hyperlinks

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1. Introduction

2. Theoretical Considerations

3. Research Design

4. IT-Management Concepts: Discourse Analysis via Media Traces

5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

Table of contents123456

IT-ConsultingProject

IT-Management Concepts

Organizational Fields and Discourse

DisseminationOutcomes

Effects

Subproject ZEW: Survey

Subproject MA Univ.: Case Studies

Subproject SOFI GÖ: IT-ManagementDiscourse

Overall Research Project

Management

IT-Consultants

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1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions


Emergence and Change of Management Knowledge Actors and Processes1

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• Translation instead of diffusion (Latour; Czarniawska/ Joerges)

• Labels and/or akronyms and their wider horizon of meaning: Interpretative Flexibility (Konrad; Heusinkveld; Benders; Ortmann)

• The Embeddedness of „Fashion Setters“ (e.g. Faust; Clark/Greatbatch)

• The Role of Fields and Discourse: „Interorganizational Community“ (Swanson/Ramiller; Bloomfield/Vudurbakis)

• Fashion and possible Institutionalization: Taken-for-granted, Textbook-knowledge (Czarniawska/Joerges)

• Selective Focussing of Problems by guiding ideas („Leitbilder“) not-intended effects: cycles or spirals (Deutschmann)

• Fashion as both progress and rationality; referring to early adopters (Abrahamson)

Rise and Decline of Management Concepts and the Role of Actors: Results and Shortcomings1

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Innovating with IT: Coping with uncertainty.„Organizational Visions“ and Building (on) „Collective

Expectations“

Innovating Organization

Innovation Promoters

ConceptProvider

Software/Hardware Producer/Vendor

Organizational (meso level)

Individual (micro level)

Field, CommunityLevel, societal

Discourse

„Organizing Visions“(Swanson/Ramiller)

Collectively held expectations„Image of the innovation“

Interpretation, LegitimationMobilization

„Institutional Production“from the beginning

„The Social Dynamics of Expectations“ (Konrad)„collective expectations“Prerequisite of action,

Exerts „image pressure“„interpretative flexibility“

in evaluation results

Individual and specificexpectations

Strategic influence

Expecting Expectations

Sensemaking„professional projects“

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IT-Management concepts or Innovating with IT: What´s different?

• Organizing/Strategizing Vision or Efficiency/Effectiveness Expectations

Loosely coupled with:• Artefacts: Computer and Communication technology equipment,

Application and System Software, Tools etc.

• Protocols, Standards, Methodologies

Which implies:• Investment in fixed assets, technological path dependency

involved (integration problem)

• Different set of actors: Software/Hardware Vendors, IT-professionals, IT-consultants (3rd wave of the consulting profession: Kipping)

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1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions


• Discourse analysis: Combining Expert Interviews and Media Analyses (quantitative, content analysis)

• Time span considered: 1997 – 2006 (embracing the Internet-Hype and stock market bubble)

• Topic cycles in different media types

• Participation and Roles of different actors

• Authorship and Cited Experts Analysis

• Content analysis for selected issues and critical phases

Research Design123456

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions


IT-(Management) ConceptsDiscourse and Media Traces

• Selecting topics (expert interviews, document analysis)

• Methods (search routines; databases; media selection)

• Thematic media grouping as a Proxy for Discourse fields (IT, Management, General)

• Relative data (hits/number of all documents)

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT

• Web 2.0• Workflow Manag.

• DSS

• CAD

• FIS

• E-recruiting

• BPM (Performance)

• Betriebsdatenerfassung

• SRM

• Nearshoring

• ERM

• Maschinendatenerfassung

• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

Selected Results

(selected Topics)

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

Selected Results

Outdated or institutionalized?



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

Selected Results

Little or only recently recognized



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

“Thematic Leadership”IT-press

IT self-rationalization and/or still looking for a business case

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

“Thematic Leadership”Management-press

(continuing in M. declining in IT.)

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

Fairly Equal Thematization

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

Selected Results

Subsequent Topics (example)



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

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start trace!

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

Significant Public Interest

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

Classic Bell-shaped+ more recent modest

rediscovery

e.g.

e.g.

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• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business

• SOA

• Outsourcing

• B2B

• KM

• IT Security

• Web Services

• DWH

• B2C

• RFID

• BI

• E-learning

• BPR

• Datamining

Selected Results

Increasing Relevancy after Internet Bubble

e.g.

(Up after 2001 in IT.; down since

1997 in M.) (peek 2002)

• E-business• SOA• Outsourcing• B2B• KM• IT Security• Web Services• DWH• B2C• RFID• BI• E-learning• BPR• Datamining• Compliance

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM



• SRM

• Nearshoring

• ERM


• IT-Offshoring

• CRM

• IT-Nearshoring

• PLM

• SCM

• BPM (Process)

• OLAP

• BSC

• EAI

• Offshoring

• IT-Outsourcing

• Podcasting

• Mobile IT


• DSS

• CAD

• FIS

• E-recruiting

• E-business• SOA• Outsourcing• B2B• KM• IT Security• Web Services• DWH• B2C• RFID• BI• E-learning• BPR• Datamining• Compliance

Selected Results

More recent upswing

e.g.

e.g.

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• Topic cycles give hints at relevance (attraction of attention), and timing for sub-groups and general public, and succession of topics.

• Can be combined with existing broader context knowledge

• Open questions: – Shift of Meaning across time (interpretative flexibility)– Different context specific meaning (Translation)– Substitution of „Buzzword“ for mostly unmodified practice

(different legitimation context)– Meaning of decline: Rejection, irrelevance or taken-for-

granted.

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• Only broad hints at „authorship“ (initiator, discourse participants, discoursive roles)

• Consequences:

– More detailed analysis of „authorship“

– Content analysis

– Combined with broader case study approach

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Selected Authorship Analysis

© 2007 D.Schaeffer

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Selected Authorship Analysis

© 2007 D.Schaeffer

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Selected Authorship AnalysisMore to come:

• Topic related

• Time related

• Cited Experts included

© 2007 D.Schaeffer

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1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions


CRM Case Study 123456

Media Analysis including content

analysisAnalysis of Case

specific Media and Arenas

Expert interviews

CRM Traces 123456

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ReengineeringDownsizing

Internet Bubble New GrowthEra?

CRM Recovery?

1995 2000 2005 20071997

SFA (Sales Force Automation)

CAS (Computer Aided Selling)

Front-OfficeSolutions

DWH, BI, Datamining

IT Crisis (Cost Cutting, Outsourcing,

Consolidation)

establish!

BeforeCRM

AW CWMM

Relationship MarketingCustomer Focus

Status enhancement of Marketing and Sales as

Function or „Profession“

Telco-, Utilities and Banking Privatization and Deregulation

Large-Scale B2C Markets

Internet as a new Distribution Channel

• CRM-Expo as a specialized fair (since 1999)

• CRM as a highlighted topic of the general IT fair CeBit („CRM Arena“ 2007)

• CRM Best Practice Award

• CRM-specialized consultants

• CRM Forum (expert network, online-community)

• Offered by all major vendors and consulting firms, increasingly integrated within ERP packages (SAP)

• Rubrics (in CIO and Computerwoche)

• Covered by major analysts (Gartner,Meta Group, IT-research) and Consultant Reports (CapGemini)

• „CRM roadshow“ (Computerwoche)

• Increasingly mentioned: CRM-Manager

• Certification of CRM software packages (by Hewson Group Analysts and Schwetz Consulting)

CRM: Institutionalized Discourse123456

CRMExpo

Discourse Participants CRM Expo 2007

• CRM-Expo Advisory Board: Software vendors have the lead (Update, SAP, Microsoft, Oracle, Adito)

• CRM-Expo judges selecting convention contributions: 1 IT-Consultant1 Marketing Consultant2 Professors (Marketing)

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• CRM-Expo convention speakers: Vendors

Consultants

Practitioners

© 2007 D.Schaeffer

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions

1. Introduction


3. Research Design


5. CRM Case Study

6. Conclusions


• The Set of Actors: Mobiles and path-dependent

• The need for coalitions beyond IT-experts and vendors

• Vendors surprisingly (?) in the lead

• The role of discourse: Construction, stabilization, modification and (possibly) de-construction

• IT-consultants as Salesforce or benevolent Critics

• Innovative IT-Management-Concepts and „reflexive rationalization“: Renunciation from a (perceived, constructed) problematic Past

• Remaining interpretative flexibility

• The possibility of institutionalization (from fashion to „master idea“)

• However, high incentives to innovate the innovation

• Remaining problem: How to detect, describe and fix a possible underlying continuity: which language is available?

• Problems for standardized diffusion surveys

Conclusions and Outlook123456

Thanks for your Attention

Friedländer Weg 3137085 Göttingen

Tel.: (+49-551)522050

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CAD

back© 2007 D.Schaeffer

Web 2.0


EAI


BSC

back

(continuing in M. declining in IT.)

© 2007 D.Schaeffer

BPM (Process)


„New Era“

E-business


(popularweekly & daily press)

Public Interest

CRM


(recent rediscovery)

Classic Bell-shaped

another Bell-shaped

„New Era“

bellshaped) E-business (bellshaped)


(popularweekly & daily press)

Public Interest

Classic Bell-shaped

(recent rediscovery)

Outsourcing


(upswing after 2001 in IT-Press)

(downward since 1997 in Management-Press)

IT-Security

back

© 2007 D.Schaeffer

„New Era“

(non intended effects, reaction to

more open systems)

another recent theme

Compliance


„New Era“

(new possibilities - new duties; states as initiating actors)

0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

5

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

SFA

CRM

„Manager Magazin“ Visibility of SFA - CRM (1995-2006)

back

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12

another source

CRM Story

0

5

10

15

20

25

30

35

40

45

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

SFA

CRM

„Absatzwirtschaft“ Visibility of SFA - CRM (1995-2006)

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12

CRM Story

backanother source

„Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995-2007)

Siebel/Malone(1996/1998):

CAS/SFA CrisisDiagnosis:50% Failure

Normalization: aggregated hits of a single topic =100%

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backnext

event

readmore

CRM Story


„So-called“CRM (1997)


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backnext

event

CRM Story

readmore

Expectation and coalition building

(1997-2000)

1:1 Marketing

(1998)

lastevent


CRM „in Fashion“

CRM as a Must-Have

CRM as a„Philosophy“

Early warnings (1999):Sales Force reluctanceCustomer reservation


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backnext

event

readmore

CRM Story

lastevent


Fierce PriceCompetition

Discount-Strategy(2001-2004)


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backnext

event

CRM Story

Return of the Supressed(2000 ff)

readmore

lastevent


CRM only Nice-to-haveCoupled with VBM

Gartner (2003):CRM CrisisDiagnosis:60% Failure


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back

nextevent

CRM Story

lastevent


„Save CRM“-Initiative CRM as a „journey“ (2007)


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back

CRM Story

„Indian Summer“for CRM (2006)

Recent Recoveryreadmore

InstitutionalizedCRM Discourse

lastevent

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Internet Bubble ReengineeringDownsizing

New GrowthEra?

CRM Recovery?

1995 2000 2005 20071997

SFA (Sales Force Automation)

CAS (Computer Aided Selling)

Front-OfficeSolutions

DWH, BI, Datamining

Telco-, Utilities and Banking Privatization and Deregulation

Large-Scale B2C Markets

Internet as a new Distribution Channel

Relationship MarketingCustomer Focus

Status enhancement of Marketing and Sales as

Function or „Profession“

IT Crisis (Cost Cutting, Outsourcing,

Consolidation Price Competition)

CRM: Customer Relationship Management

established as a discourse and a field

Incumbent vendors

Start-ups„Neuer Markt“

Database

VendorsAlliances with

IT-consultants

• „Siebel and Malone describe their sales philosophy called "virtual selling," show how it is put into action, and then describe a final goal for the process (the "Informed Sales Force" ).

• Excellent points are made against blind faith in technology and the experience many companies have with serious shortcomings in their salesforce automation system. The authors point out that in the race to automate sales, the software is often used as a means of cost reduction, with word processing, spreadsheets, E-mail, etc., used for control and analysis rather than aimed at improving the sales process. Their solution is the Informed Sales Force, which uses technology to maximize the individual salesperson's selling time, provide computer access to all corporate and marketing information relevant to the sale, and position the salesperson to make critical decisions independently.

• Although the book offers valuable insights, it is highly theoretical. Nevertheless, with the surge in usage of automated sales technology (sales of such systems estimated to be $700 million in 1995 and $10 billion by 2000), this book is a good resource for considering the potential value of such technology and its pitfalls.

(Amazon Booklist)

Siebel/Malone (1996)Virtual Selling: Going Beyond the Automated Sales Force to

Achieve Total Sales Quality

backSiebelarticle

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123

CRM Story

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• Siebel/Malone: „Most Sales-Force-Automation tools don´t work“ (CW July 1997)

• Siebel und Malone caution about exaggerated faith in progress regarding Sales information systems: companies were moving on the brink when trying to impose technologically advanced SFA tools on existing sales organization. Processes would get more more complicated, team building would be hampered, and even additional work created.“ (CW July 1997)

Siebel/Malone (1996)The Organizing/Strategizing Vision

Critizing the unsufficient Past: The CAS/SFA Failure

backsecond

book

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• „Das Buch zeigt, wie es gelingt, durch die gelungene Kombination moderner Managementmethoden mit neuester Informationstechnologie den Verkaufserfolg zu steigern und echte Kundennähe zu erreichen. Jedes zweite Unternehmen beklagt schwerwiegende Mängel beim Einsatz von CAS-Systemen.

• Woran liegt das? Computer Aided Selling, so die Autoren, hat zwar die administrativen Tätigkeiten im Verkauf erleichtert, aber den Verkaufsprozess insgesamt nicht optimiert.

• Unternehmen, die auch in Zukunft im Wettbewerb bestehen wollen, müssen die Möglichkeiten von CAS besser ausschöpfen und die umfassende Informationsversorgung Ihrer Verkaufsteams sicherstellen. Nur so können Verkäufer als Unternehmer im Unternehmen flexibel und kundenorientiert agieren und Total Quality im Verkauf erreichen.“(Amazon Kurzbeschreibung)

(Amazon Booklist)

• Severe problems with CAS, only facilitating administrative work. Instead: Overall optimzation. The salesman as an Intrapreneur. Total Quality in Sales. Mobilizing the Salesmen for the Vision.

Siebel/Malone (1998)Die Informationsrevolution im Vertrieb (Gabler) (German edition)

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• „First mentioned in connection with Internet/E-commerce as „so-called“ CRM (1997)

• „Software vendors and Analysts see a gigantic market emerge“ (CW July 1997): from 700 mio. $ in 1995 to 10 billion $ in 2000.

• Expectation building and stock market dynamics: venture capital and IPOs (e.g. TPS Labs): promising 35% growth each year

• Software Vendors use IT-consultants as „Salesforce“; Consultants use Software implementation projects to sell their competence in „customer focused“ business strategies: SAS - PW, Deloitte, KPMG und HP; Siebel – PW „worldwide alliance“: 350 consultants trained in Siebel products in 1997.

• Siebel gains Siemens as a prominent customer

• Incumbent (ERP) software vendors buy specialist boutiques (e.g. Baan – Aurum; IBM – Corepoint)

Expectation and coalition building (1997-2000)

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• „Database, Data Warehouse, and Data Mining Vendors looking for business expansion: from „tools“ to „solutions“, using Martha Rogers „One-to-one Marketing“: establish a „learning relationship“ with customers! (CW 1998).

• Not to have a CRM product is considered as a deficiency (Edwards, CW 1999)

• „Today the question is not any more what the implementation of CRM costs but what are the costs of not having a CRM“ (Marketing Manager on first CRM-Expo, CW 1999)


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backExampleVision

• Internet and network technology with its all embracing reach allows to collect and distribute huge amounts of data in shortest time. This implies a unique chance: virtual proximity to customers.

• In the old economic world it was considered an irrevocable fact that a firm has either to serve a broad, mostly anonymous mass clientele or is able to respond to individual needs of handpicked clients. Industry or manufactory – both together was impossible. Now it will go together after all. The Internet promises the end of the alleged indissoluble contradiction between mass and class (peach?) („Masse und Klasse“).

• In future, not the product or the service will determine what the customer will do with it. The request of the customer will form the supply of the firm. Finally, the customer will be really king. Companies that are able to interpret the needs of the customer and transform these into products and services, will make about 60% more profit, grow much stronger, and gain value more quickly than others, according to a study of Deloitte Research.

(Manager Magazin June, 2000, own translation)


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Example Vision

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• „Benefit of CRM is widely unclear“ (Survey Meta Group)

• „Don´t love your customer to death!“ (Consultant)

• „To solely rely on modern hard- and software is wrong“ (Consultant)

• Ambitious projects relying on large-scale data warehouses fail (according to a Merrill Lynch report)

• Failures go back to missing „business case“, too broad and complex project design, coordination problems across functions

and business units. (CW 1999 different issues)

Early Warnings (1999)

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• The Rediscovery of early warnings and even CAS/SFA-issues.

• The overall changing scenario: The end of „nice-to-haves“: the need for the business case and evidence as a „value driver“; instead emphasis on cost reduction, outsourcing, system consolidation, and IT-security; overall changing view of IT-innovation.

• More Emphasis on human resource and organizational aspects of customer relations.

• „Companies have well been recognizing the subject. CRM is considered as one of the most important management topics in the recent years. However, many firms restrict their efforts to collect a hige amount of data about their customers. The analysis and transformation of information in tangible measures is often neglected. Worldwide 55 to 60 percent of all CRM-projects are failing, according to the estimation of Gartner Group analysts. Why? Most companies succumb to the fallacy to have solved all problems by buying a software package.“ (Manager Magazin 12/2002)

Return of the Suppressed (2000 ff)

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• „Indian Summer“ for CRM: A new growth story?

• Enlightment slope? More focused, less exciting

• Consulting Stories: CRM as a „philosophy“ and a „journey“• ROI still considered problematic: 52% only moderately satsified

or complete disappointed, 32% confess that they cannot answer the question (Survey CapGemini 2006)

• The overall changing Scenario: new oppotunities for „nice-to-haves“?

• Inevitable: Differing and competing views and rationales (concurrent and cyclical movements)

• Diffusion or Translation. Instituionalization despite or because of Translation: Doing SFA under CRM?

• Rediscovery of the notion of Relationship in general?

Recent Recovery (2005-2007)

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InstitutionalizedDiscourse

Documents

Innovative Capabilities and the Role of Consultants in the Information Economy IT-Management Discourse: Topics and Authorship This presentation is optimized