Whereas Mass media Markt is present in fifteen European countries using its stores, and it is functioning also online nearly in every countries (exept Turkey, Russia and China). In all other country market segments, the company's homepage in the individual country only provides product information and pertains consumers to the local outlet. (Guide) prices aren't indicated, because, as already suggested, they are computed locally and therefore are not valid nationally within the framework of retail store business. The accessibility into e-commerce was combined with the market admittance in Italy in 1999. In the course of the takeover of Mass media World, the web shop Media World. it started out at the beginning of 2000 with 500 articles. Brand and design were adapted to Advertising Markt, but with orange, green and yellow, they were flashier. Down the road, it was designed little by little and since January 2000, the company is one of the Media-Saturn Holding. Under company rules, it turned out a direct internet affiliate of Metro Italia up compared to that time. Within the homepage of Media World. it, the button "Compro online" (online store) used to be slightly concealed between job adverts and the repair service. However immediate access is now possible on the homepage, enabling the customer to check out the web shop independently of visiting the homepage itself. Within the shop's main web page, it had not been very clear at the start how large the merchandise assortment really was: obviously, about 500 electric equipment articles in welve groupings, from car radio to washing machine. By the finish of 2000, the merchandise range had been risen to 1, 500 products, with the aim of ultimately creating a shop with a variety of 5, 000 articles. At the beginning, the costs of the Internet shop represented an average of the prices offered at all 23 Italian outlets in those days. Advertising World stores were not yet represented in the South of Italy or in Sicily. However, deliveries from the web shop were possible to all or any of Italy from the central warehouse in Monza. Today, prices are computed on the basis of comparisons with those of local online opponents are suggested on the homepage at the particular product description and are communicated aggressively (Hedewig Mohr 2000). From thebeginning, Media World has guaranteed delivery within five working days, but freight costs depended on the weight of the goods. Up to the present, payment is mostly made with bank cards.
Other countries didn't meet with online shop that early alas. Metro and Marketing Saturn management had a long discourse time about the existing market requirements of the sector. Metro Group were able to convience the Advertising Saturn Holding by 2011 for multichannel and Press Markt went online in 2011 in Austria first.
End of 2011 Saturn opened up its online store in Germany. Marketing Markt Germany used in early months of 2012. At that time all counties launched their online procedures one by one. Only Turkey, Russia and China not operating in online channel yet. But prep are ready for Turkey and Russia. It really is expected to have online route in these countries soon. China is not yet clear.
In this section will disscuss the 5 step of CRM in Advertising Saturn as request. We examine the CRM way of the company.
Let's remember from the prior section " that which was data integration?" and we will ask the question to figure out our current position
Accorrding to Neslin et all (2006), ideal position for a firm would be complete data integration (CDI) or a, sole view of the customer across channels. Ideal repository would contain the each step of customers through each channel and even competitor's. While determining a repository integration, companies should answer pursuing questions.
Which data need to be integrated?
Media Saturn brands have different touch points with its customers. And each route collects needed information for itself. A built-in data system not yet achived. The main datas needs to be integrated is: Customer Personal Data ( Individual name, address. Telephone number), Customer Purchase Record, Customer Payment methods, Customer communication details( e-mail, phone number, address).
Which activities of the firm would benefit from integration?
Store of Advertising Saturn Keeping would benefit from data inregration in the areas:After Sales support, combination selling, up-selling would benefit from data integration. Adress data would be benefitial for potential analysis for new store opportunities.
What is the sufficient integration level?
100% integration is the most benefitial one, to see 360 degree of the client.
What could be the possible loses with integration?
Investment lose would be biggest risk ROI would be low. Advantage on the average spending made with CRM systems not clear. There isn't yet very clear research consequence with a certain positive aftereffect of CRM systems.
Firms must be aware and understand the client patterns in multichannel environment. Why customers choose a specific channel to another? And if the company has an improved profiting stations than others.
Q. What establishes customer channel options? Which route is strategically most significant? How marketing activities effect the choice of the client?
A. Frame of mind of Customer defines the channel. This attitude identified by the demographics of the buyer. Working time, income, age group and country have effective on this decision. This brings the opportunity of fabricating customer classifications and different marketing activities to appeal to each group. Marketing activities strive consumers to try different channale. Campaigns, discount rates and comfort advantages may convience customer to use this channels.
Q. Different stations means segmentation of customers? Which section of the customer uses various stations at the same time?
A. Press Saturn yet doesn't have any research in this area. Because of lack of information in the company, it is hard to evidence the claim; for its customers specific channels means specific customer information as well. But studies also show there may be some correlations between the channels choosen and customer account in common. Years and country can results the utilization of internet and trust on online shopping.
Q. Customers make channel choice corresponding to route or firm?
Studies shows you can find very bigh correlation between store experience and internet route. Previous activities are also very effective on repetation of the Purchase. Mass media Markt and Saturn has very strong brand image, reliability of the brand would create trust for internet or mobile purchase as well.
Q. Does indeed multichannel creates any impact on customer devotion?
A. Yes. Many media-saturn customer asks form online shopping likelihood. Writer of the thesis acquired potential for working experience within many Marketing Saturn store and go through the demand of customer in this course. Missing programs would press customers to work with competitor alternatively. If competitor makes customer pleased with this purchase, loyality lose might occur also.
Does multichannel increase the start or support the progress of the business?
Yes, current results give positive sign.
Data integration and Customer patterns evaluation helps companies to assemble data and also capability to understand customer's preferences. Customer's channel choice can partly evaluate the success of the channel but pursuing questions can help company to develop an improved understanding.
Q. What is the contribution of an additional channel to the organization? If the firm have a tendency to add another channel, what kind of impact expected out of this activity?
A. Additional channel seemed generally potential for getting together with another profile group. Multimedia Saturn also expect to attaract online customers with internet and mobile channel. Expected effects are; higher customer loyalty, multichannel retailing position, higher turnover, sustainability and success.
Q. What's the proportional value adds of each route?
A. Each channel is a new option for the client. Customers can pick freely between channels that they feel most convient and comfortable. It is also very important to look at the changes to keep carefully the companies orientation in market and take apart in market improvements. It is a very important chance for innovator companie to differentiate with first implementation of these programs in the market. Oftentimes first idea generator companies, like "Amazon" or "McDonalds", needs the biggest market share with such applications.
Q. Which stations works more in a synergy? Total sum of each route should become more than solo parts and synergy should can be found but those will be the best?
A. At the moment, Media Saturn will try to use multichannel approach. This implies more synergy between online stations and mortar-brick stores.
A firm should represent its channel coverage with the allocation of the resources. Better performing programs may necessitate more source by time. And allocating sources into these stations may help company to increase success factors over market talk about in that route. To understand certain requirements better, asking pursuing questions are a good idea.
Q. What's the optimal route mix? What will be the possible impacts of taking away or downsizing programs?
A. Optimal combine for Advertising Saturn brick-mortar stores and online stores. Removing one of the programs is no option for Media Saturn. For the moment company programs to enlarge range of channels. Telephone orders also online with the mobile channel which includes been launched by 2012. Among the future consequent would be downsizing of the stores if the web channel continues on growing. It could make offline route customers sad maybe but Press Markt or Saturn does not intend to be genuine online player anytime.
Q. How marketing resources should be used across the channels? Should company spend equally effort and source to each channel or marketing activities should be designed to drive the clients to a particular channel?
A. Media Saturn will not spend special effort for any particular channel. Marketing activities continues on as before. Only additional emphasis is performed to different shopping programs. Since company has difficulaties to establish its customers and various customer profile, specific marketing activities for particular stations not involved.
Q. What determines the equilibrium channel structure in an industry? Should all firms offer the same channels to customers? Will businesses differentiate their route strategies?
A. Media Saturn tried out to distinguish itself by not going into online for long years. But we can clearly say, it didn't bring anything to company. Sometimes market pushes companies to offer similar channels. That is why it isn't necessary to offer same channels but more follow the trends on the market and put it promptly.
One of the hardest activity for the firms is placing the strategies, defining the objectives and directing the organization to reach these targets. To reach the mark of place marketing mix may also require precise coordination and company. To be certain a corporation should ask following question for a self check
Q. Should programs be indie or included?
A. Mass media Saturn identified a multichannel strategy. Using the whole probable of the organization is an extremely logical approach. Integration creates a nice combination for additional advantage to customer.
Q. :Which areas of the route design should be integrated? Should prices be the same in every channels; should programs take the same products? In the related issue, how should the organization be integrated with regard to channel management?
A. Multimedia Saturn not yet achived the entire integration of the whole channels. You will find two different assortments. First one is the web assortment. The products needs to be available also in the stores. They are simply bought by central procurement. That's why these products can be purchased in all stores and online. Prices of the products are also central. Mean same in all channels. Online route products, which identifies mobile and online store products, has same price in all channels. Second variety type of variety is an collection that stores bring. But all store products not avaliable on online stores. This makes obviously pricing also challenging. Store products are listed locally.
Q. How company can define the strategy that will create the synergy?
A. Mass media Saturn had a hard strategy defining process but after decision of multichannel made, internal communication made it announced. Recently clear strategy noticeable in every organizations of the business.
Q. Should programs be designed across the segments or functions? For example, one technique might encourage the customers to use the Internet for search, the brick-and-mortar store for purchase, and the decision centre for after sales support, which would signify a functional route strategy. In contract a segmentation route strategy would advise that customers in Section A use the Internet for all levels of these decision process, those in Section B use the store for many stages, and those in Segment C use the decision center. Definitely, intermediate combinations are possible
A. Advertising Saturn doesn't have any segmentation yet due to insufficient customer data. This question is however not appropriate for Advertising Saturn.
Q. How can firms manage the study shopper occurrence, whereby the client searches on Channel A but acquisitions through Route B(not necessarily from the same firm)? Does a firm's superior search capacity confer a competitive advantage that grows profits?
A. Also answering these question extremely hard with the existing position of CRM systems of the business. There is not enough clear data. Only there it would be possible to set correlation of web page visits and purchases versus store buys. High frequency times would be discovered and turnovers of stores would be viewed after such high regularity days. But still there isn't enough data to determine an obvious picture.
Q. How should firms manage their romantic relationships with channel parters when applying a multichannel strategy?
A. That requires a special procedure. Marketing Saturn not yet described an extremely clear route partnerships for every channel. There exists a big spouse cooperations for this part to make a useful CRM system.
During previous five sections. Article writer questioned the essential requirements of business strategy, Technology and folks (Chen and Popovich, 2003) source of the Advertising Saturn Holding. With this section we will disscuss and summarize the studies of this questionnaire.
Writer used his own knowledge, observation and experience of three years within the business to answer these questions. Questions have been extracted from academic source. (Neslin at all, 2006).
Media Saturn handled in 2011 to set-up clear strategy and made a decision to put milestone for multichannel placement.
Organizational understanding created successfully
Processes and ±ntegration of the channels defined.
Partial integration achieved.
Marketing work have been started to create awereness of new stations.
Organizational sources limited and organizational framework reqires re-modeling for the channel focus
Customer Behavior data is not available. This makes customer segmentation and route specific marketing imposisible also limited healthy business decisions.
IT integration not been able. Integration systems primal. Workarounds are complex and time consuming
Channel strategies not clear.
Customer Romance Management is one the the "emphasis topic of the moment" in retail and overall service area. It needs most recent IT technology, customer oriented business scope and enough human being source for organizational integration. This review not only centered on CRM but also tried to give an idea how it is implemented in multichannel.
Media Saturn was choosen as example company and empherical finding examined with the study of Neslin, Scott A. , et al. "Challenges and opportunities in multichannel customer management. Study was saying several question to be sure company implemented all needed business process, technology and human resources. Which also helps the analysis of Chen, I. J and K. Popovich (2003), 'Understanding customer romance management (CRM): people, process and technology'.
We also mentioned multichannel in sellers. We also found it is much needed for many companies to put into practice it. Not offering several channel will generate much more pressure on companies in the foreseeable future. We also figured out channel satisfaction and dissastisfaction is a very significant concern on other channels however, not always equally. For a few channels degree of satisfaction has better or minimal impact.
Intgeration level and synergy of the channels one of another challenging items. Companies should have allocation scenarios and identified clear particular route strategies. Promotoions and bonuses should be multi-channel as well.
Multichannel retailing will clearly expand within nexy years. One clear reason that mutlchannel cust±omers spend more. However they require more attention as well. That is why integration of cumstomer service as well as operational systems will be needed for every channel. The customer interaction should be involved across all stations.