Cross-Channel-Management: Integrationserfordernisse im by Gerrit Heinemann

By Gerrit Heinemann

Der Erfolg eines Multi-Channel-Systems hängt maßgeblich davon ab, wie intestine die Hürden aus Kundensicht und operativer Sicht überwunden werden. Dieses ist wesentliche Aufgabe des Cross-Channel-Managements, das vor allem in den united states zu einem gängigen Begriff für die integrative Ausgestaltung von Multi-Channel-Systemen geworden ist. In der three. Auflage wurden alle Kapitel aktualisiert und die most sensible Practices auf den neuesten Stand gebracht. Dem Innovationsmanagement und der Transformation wird im 2. Kapitel ein besonderer Stellenwert eingeräumt. Der geänderte Titel trägt den Erfordernissen im Handel Rechnung.

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Extra info for Cross-Channel-Management: Integrationserfordernisse im Multi-Channel-Handel (German Edition)

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12 ff. ȱ GeldȬȱ undȱ 18 G. ȱ Abbildungȱ2Ȭ1:ȱ KontaktprinzipienȱimȱMultiȬChannelȬHandelȱ Quelle: Wegener 2004, S. ȱȱȱȱȱ ȱ Abbildungȱ2Ȭ2:ȱ MerkmaleȱdesȱMultiȬChannelȬHandelsȱ Quelle: Bohlmann 2007, S. ȱBeiȬ spiel:ȱEdeka,ȱRewe,ȱKaisers/ȱTengelmann. ȱ Abbildungȱ2Ȭ3:ȱ VorteilhaftigkeitȱdesȱAbsatzkanalsȱInternetȱ Quelle: Nach Passenheim 2003, S. 99 Nachteile Vorteile Handelssicht Kundensicht • globale Präsenz/Zugang zu neuen Märkten • höhere Flexibilität • direkte Bestellannahme • Zeit und Kostenvorteile • Gewinnung von Kundendaten • One-to-One-Marketing • Cross/Up-Selling-Potenziale • zusätzliche Kunden-/Umsatzpotenziale • keine eigene Infrastruktur erforderlich • hoher technischer Aufwand • kein schneller ROI (ohne Outsourcing) • Wettbewerb auch mit bisher • Anywhere- und Anytime-Verfügbarkeit • Unabhängigkeit von Öffnungszeiten • größere Auswahl und Vergleichbarkeit • fehlender physischer Kontakt mit den an Produkten und Angeboten • Markttransparenz • individuelle Angebote • Offenheit • bessere und mehr Informationen branchenfremden Anbietern • „free rider“-Mentalität • neues Geschäftssystem • Know-how-Bedarf Produkten • fehlender sozialer Aspekt beim Einkauf • mögliche Schwierigkeiten bei der Reklamation • Sicherheit bei der Zahlungsabwicklung • ggf.

39 in Anlehnung an Schröder 2005, S. B. abhängig von: • Bestellung • Warengruppenart • Produktanzahl • Transportverpackung • Lieferzeit • Liefergebiet • Zahlungsart Kosten der Beschwerdeführung / Kontrollkosten (entfallen soweit Beschwerden durch Kontrollen vor Abschluss des Kaufvorgangs Mängel erkennen und beseitigen lassen) Beschwerdekosten bei mangelhafter Lieferung / Kontrollkosten • Zeit (Opportunitätskosten) • Kosten der Internetverbindung • sonstige Kosten bei mangelhafter Lieferung • Nutzenentgang • Kosten für Ersatzprodukte Rückgabekosten bei Nichtgefallen der Ware: Fahrtkosten, falls Ware bereits mitgenommen im Übrigen keine Rückgabekosten bei Nichtgefallen der Ware: regelmäßige Kosten bei Anwendung des Widerrufsrechts können vertraglich auferlegt werden bei einer Bestellung bis 40 Euro (§357 Abs.

39 in Anlehnung an Schröder 2005, S. B. abhängig von: • Bestellung • Warengruppenart • Produktanzahl • Transportverpackung • Lieferzeit • Liefergebiet • Zahlungsart Kosten der Beschwerdeführung / Kontrollkosten (entfallen soweit Beschwerden durch Kontrollen vor Abschluss des Kaufvorgangs Mängel erkennen und beseitigen lassen) Beschwerdekosten bei mangelhafter Lieferung / Kontrollkosten • Zeit (Opportunitätskosten) • Kosten der Internetverbindung • sonstige Kosten bei mangelhafter Lieferung • Nutzenentgang • Kosten für Ersatzprodukte Rückgabekosten bei Nichtgefallen der Ware: Fahrtkosten, falls Ware bereits mitgenommen im Übrigen keine Rückgabekosten bei Nichtgefallen der Ware: regelmäßige Kosten bei Anwendung des Widerrufsrechts können vertraglich auferlegt werden bei einer Bestellung bis 40 Euro (§357 Abs.

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