Intelligence/Business Intelligence/ OmverdensOvervåking 

E-Business 

Internet Marketing Intelligence

Internett Marketing  

Web utviklingsprossen 

CD/Video utviklingsprossen 

Tips& Triks 

Linker

• Markedsovervåking

  • Søketeknikker
  • Søkestrategi
  • Market research
  • Markedsundersøkelse

• Internet Situational Analysis of 1to1 Marketing/CRM

Chapter 1 Introduction/overview

Chapter 2 Search Strategy

Chapter 3 One to One Marketing and its environment

Chapter 4 Environmental Scan

Chapter 5 Market analysis

Chapter 6 Competitors Analyses

Chapter 7 SWOT

Chapter 8 Critical Success factors

Chapter 9 Segmentation, Customer analysis and target markets

Chapter 10 Business Objectives and Strategies

Chapter 11 Marketing Mix tactics and Conclusions

Chapter 5

Market Analysis

Chapter 5 Market analysis

5.1 Trends

5.1.1 Mega trends

5.1.2 Emerging Web Trends

5.1.3 1999 Web Trends

5.1.4 Where in the world is the Net taking us?

5.1.5 Future.sri.com

5.1.6 Predictions for the Web in 1999

5.1.7 Other trend forecasts

5.1.8 E-Commerce

5.1.9 Trends Technology

5.1.10 Drivers for Change – Consumers

5.1.11 Demographics

5.2 Internet statistics

5.2.1 Internetstatistic.com

5.2.2 E-Marketer STATISTIKK

5.2.3 NUA

5.2.5 Activmedia

5.2.6 Dataquest

5.2.7 Surveyn.Net – Internet User Survey #2

5.2.8 Other Statistik

5.2.9 Web shopping Statistics

5.3 One to One marketing / Relationship marketing

5.3.1 Relationship Marketing

5.3.2 1:1 marketing

5.3.3 Permission marketing

5.3.4 Power tools for 1:1

5.3.6 Critical Questions

5.3.8 The state of one to one online, part II

5.4 Customer care/ customer service

5.4.1 Customer Care Pricewaterhous & Coopers

5.4.2 Customer Relationship Management CRM

5.4.3 Customer service

5.4.4 Collect customer information

5.4.5 Customer service

5.4.6 Internet Customer Service

5.5 Personalization

5.5.1 Personalization: Marketing to one:

5.5.2 There are 4 ways to ad personalization to the web site

5.5.3 Different articles about personalization

5.6 Privacy

5.6.1 Information sources on Internet concerning privacy

5.6.2 Articles about privacy

5.7 Security

5.7.1 Different articles concerning security

5.7.2 NUA Security Issues

5.8 The Market place 1to1 after Peppers & Rogers

5.8.1 Communications and Media

5.8.2 Customer Knowledgebase

5.8.3 Mass Customization

5.8.4 Distribution and Channel

5.8.5 Organizational Structure

5.9 The future of One to One Web Technology

5.9.1 The Future of One-to-One Web Interactivity

5.9.2 The Future of One-to-One E-Mail

5.9.3 The Future of One-to-One Web Site Personalization

5.9.4 The Future of One-to-One Push

5.2.5 The Future of One-to-One Community

5.9.6 The Future of One-to-One Web Presentation and Conferencing

5.9.7 The Future of One-to-One Advertising and Promotion

5.9.8 The Future of One-to-One Web Site Tracking and Analysis

5.9.9 The future of tracking in a word: databases.

5.10 Products and customers

5.10.1 Who is buying what over the Internet?

5.10.2 Customer-business interaction

5.10.3 Business relationships and communications

5.11 Changes in the market place

5.11.1 Drivers of Change

5.11.2 Consumer Behaviour

5.11.3 Industry Response

5.12 Changes in the market response

5.12.1 Product & Service Offering

5.12.2 Relationship Marketing

5.12.3 One to One Marketing

5.12.4 Mass Customisation

5.12.5 Future Delivery Mediums

5.13 Changes in delivery mediums

5.13.1 Post

5.13.2 Fax

5.13.3 CDs and Disks

5.13.4 Kiosks

5.13.5 Pagers and PDAs

5.13.6 Telephones and Smartphones

5.13.7 Interactive TV

5.13.8 Web TV

5.13.9 Internet E-mail

5.13.10 Internet World Wide Web

5.13.11 Proprietory ISPs

5.13.12 Summary

5.11

Changes in the market place

• Customers will adopt the new modes of behaviour at different rates.
• existing infrastructures and distribution cannot be eliminated overnight.
• which mediums will dominate is unclear.
• new technology is risky.

• structural and image problems across the industry.
• an emphasis on cost reduction, cost justification and on delivering results in the short term.
• internal problems with existing technology, the caliber of staff and culture.
• Unavoidable external pressures include Year 2000 and closer regulation.

5.11.1.1 Political

• Free market economics and reduced state intervention.
• Emphasis on self reliance and responsibility.
• For further information see chapter 4

5.11.1.2 Economic

• Dominance of the retailers and power of the brand.
• Increasing competition, often from new directions.
• An increasing variety of distribution mechanisms.
• Many 1st World markets are becoming saturated.
• For further information see chapter 4

5.11.1.3 Social

• Increasing numbers of elderly and smaller households.
• A society that is active 24 hours per day, 7 days per week.
• More fragmented and disjointed life-styles.
• A more polarised society, with a decline in the C2’s (a mass market attracted to traditional brands) now at only 23%.
• For further information see chapter 4 and trends chapter 5

5.11.1.4 Technological

• Increasing pace of technological innovation delivering increase power and lower costs.
• Significant increase in communications bandwidth with competition leading to a reduction in unit costs.
• Advent of the global wired society. A trend towards narrow casting.
• For further information see chapter 4 and trends chapter 5

• Profile early adopters of new products Idenfity other key user groups later in the diffusion process
• Estimate market potential
• Target advertising and communications
• Identify social resistance early and take appropriate action
• Design, redesign, and position products effectively  

5.11.2.1 Confusion

http://www.managingchange.com/simrep/content.htm

• Historically, most people have led stable lives both with respect to employment and to their family situation.
• Market and social forces are producing a de-stabilising impact resulting in the appearance of new models.

5.11.2.2 Learning

http://www.managingchange.com/simrep/content.htm

• People turn to a variety of sources to try to make sense of the situation and, more importantly, identify coping strategies.
• Initial sources of information are likely to include less threatening ones such as friends and family and the media.
• An increasingly technologically familiar society is using the Internet and other mediums as a rich hunting ground for anonymous fact finding.

5.11.2.3 Experimentation

http://www.managingchange.com/simrep/content.htm

• Consumers will try new patterns of behaviour, giving rise to new requirements. In the first instance they are likely to turn to the well-established brands, though not necessarily long established. Newer brands, with their open and fresh approach, are proving an attraction for many.
• Products at this stage are likely to be basic commodity products with limited options. As a form of risk management, consumers may have a preference for low cost, short term products.

5.11.2.4 Confidence

http://www.managingchange.com/simrep/content.htm

• The prior stage leads to a greater awareness of, and increasing expertise in different services.
• Some use their new found confidence to deal with professionals, whilst others will deal direct with manufacturers. This has given rise to the term Pull marketing.
• Increasing knowledge and experience is likely to lead to a shift from quantity (i.e. must get some cover) to quality plus service (must get good cover) but all at a competitive price.

Increasing Confidence

A 1996 study by Deloitte & Touche Consulting found 44% of PC owners (that subscribe to an on-line

service provider) have made an on-line purchase in the last 12 months. When looking at the buying habits of young people they found 77% of those consumers under the age of 25 were shopping on-line.

Especially with Brands

In another survey, consumers said they were confident in purchase leading brands electronically, even when the product is outside the normal market for that supplier.

5.11.2.5 Recent Consumer Net Stats

See Chapter 5.2

5.11.3.1 Changes occur over time, probably in a fragmented way:

• different consumers move at different rates.
• early adopters demonstrate new ways of buying and followers quickly replicate these.
• laggards may be a problem for established players
• new technology provides opportunities for innovative delivery of information, products and services.
• some new technology leads to cul-de-sacs and write-offs.
• unclear legislation does not inhibit adventurous suppliers. They aim to establish new consumer behaviours both as a lever to update legislation as well as ratifying their tactics.

5.11.3.2 Opportunities include

• an education role to help consumers adjust to the new era.
• collaborative working with businesses, consumers and retailers to identify emerging and unsatisfied needs.
• developing a range of simple commodity products that consumers find easily to purchase.
• greater transparency to raise consumer confidence.
• developing a range of more complex products that are easily customised to suit business and individual needs and aspirations.

5.11.3.3 Failure by providers to adapt could be due to a number of reasons.

As well as the failure to seize the opportunities, other reasons may include:

• being unable to justify value for money.
• not providing consumer choice in product and service delivery.
• not adapting internal organisational structures, business processes and IT systems to support the new delivery mechanisms.
• not exploiting the mass of existing customer data.
• not changing the organisational culture so that all parts of the organisation feel responsible for customer service.
• not ensuring that all customer contact points understand that they have a marketing role both in:
  – realising the expectations of the marketing messages, and
  – being a conduit for ensuring that the activities of the organisation stay abreast of customer needs.
• not incorporating greater flexibility and faster speed of response for the development of new product and new delivery systems.
• spreading resources too thinly.
• dabbling in new developments without clear objectives.
• not developing suitable strategic alliances with both suppliers and distributors and perhaps even competitors.
• not outsourcing or withdrawing from activities no longer appropriate or economic.

5.11.3.4 Recent Net Commerce Stats

See Chapter 5.2

5.11.3.5 Count of 1to1 Marketing companies within the Industry

No time at the moment to investigate that, but it is quite easily for some parts of the Industry. Look at the yellow pages and bigger professional database company.