Permission marketing is a term used in marketing in general and e-marketing specifically. Marketers will ask permission before advancing to the next step in the purchasing process. For example, they ask permission to send advertisements to prospective customers. It is used by some Internet marketers, email marketers, and telephone marketers. It requires that people first "opt-in", rather than allowing people to "opt-out" only after the advertisements have been sent. (source : wikipedia)
The key points from permission strategy :
- Since an e-mail strategy is proactive, get your customers’ permission; otherwise it is spam
- Rules of permission marketing
1. Permission must be granted – it can’t be assumed
2. Permission is selfish
3. Permission can be revoked as easily as it’s granted
4. Permission can’t be transferred
- Tests of permission marketing
1.Does every marketing effort encourage a learning relationship with thecustomer?
2.Does it invite customers to start communicating?
3.Do you track the people who have given you permission?
4.If a customer gives you permission, do you have anything to say?
Levels of permission marketing
1.Intravenous treatment – the emergency room
2.Green stamps – frequent flyer miles
3.Personal relationships – neighborhood butcher giving you ribeyes instead of sirloin at no charge
4.Branding – people usually choose the known over the unknown
5.Situational selling – a sales clerk recommends a video
6.Spam – calling a stranger at home during dinner without permission
There are some basic principles to be followed when performing B2C email marketing:
Permission marketing:
Before sending further information about your product or offers you have to get your customer’s permission. This is not only to apply with anti-spam rules, but also because unsolicited emails usually fail miserably in conversions rates. Opt in also outperform opt out email marketing. You can incentive people to subscribe to your list by offering a free report, a sample or a discount bonus.
The emails
You must be very precise when writing the email campaign. The first thing your subscriber will see is the “from” line and here the common mistake is to put your name along, trying to make the emails personal. Besides you are an international authority, use your product’s or company’s name along with yours because the final interest is in the product and people wouldn’t always remember who you are.
The second thing people read is the “subject” line. This is the only phrase that can make your mail to be opened or to be sent to the trash folder. It has to be catchy, but don’t make it totally irrelevant to the mail content and always try to avoid the use of words that trigger the spam filter (like “free”).
Now, if you have made it thru the previous steps, your subscriber has opened your mail and is reading your content. Don’t bore him! Make short messages and state clearly what is in there for him. You can use his or her name in the copy, but this feature has lost it effectiveness, the same with multiple PS calls to action.
Every mail must have a link to unsubscribe or change address, and again your name, your company’s name (if applicable) and a way to contact you for any question.
Remember that in B2C email marketing you are writing to a single person that is interested in your product. Be sure all your subscribers get the message!
source :http://ebusiness.leewaygroup.com/blog/b2c-email-marketing
Selasa, 23 Desember 2008
Senin, 22 Desember 2008
Select Particular Market Sector & Assess the Past, Current, and Future Customer Use Of Internet as A Medium to Select and Buy Product
Saya akan membahas sektor pasar di bisnis kue sesuai dengan blog saya sebelumnya yaitu menggunakan contoh The Harvest Patissier dan Chocolatier,
Pada masa lalu, internet hanya digunakan sebagai media untuk mengiklankan perusahaan serta sebagai informasi di dunia maya. Info perusahaan ini biasanya hanya berisi profil perusahaan saja, tanpa memiliki layanan penjualan lewat web.
Pada saat ini, internet digunakan sebagai media untuk menjual produknya. pembeli dapat memesan produk-produk yang dijual The Harvest lewat internet, didalam website ini dipaparkan keteranga produk-produk yang dijual, beserta harganya. Pembeli dapat memesan lewsat website ini.
Namun pada kenyataannya masih kurang strategi promosi yang memberi informasi mengenai keberadaan web ini, serta kemudahan yang dapat dilakukan orang lewat web ini.
Pada masa mendatang, ssebaiknya perlu dilakukan strategi marketing yang lebih banyak terhadap penggunaan strategi e- business ini. Karena sebenearnya potensi yang dimiliki oleh penggunaan internet sebagai media untuk menjaring konsumen sangatlah besar, apalagi ditunjang dengan berbagai macam servis yang diberikan oleh The Harvest, misalnya : layanan antar yang tidak terbatas pada area-area tertentu, kustomisasi produk yang dapat dilakukan sesuai keinginan kustomer, harga yang bersaing, penjualan berbagai macam produk pelengkap selain produk utama mereka.
Cost savings and increased profitability available from e-procurement
Why Procurement is Important?????
Executives strive to increase corporate profits and hence shareholder value. Increasing sales is the traditional approach but with the present economic climate we all know that it’s really difficult. Worse still, increased competition means that pricing is under pressure.
Reducing costs is one of the few options left: it’s clear that one euro saved is one euro more profit. But does that mean: five percent saved gives a five percent increase in profitability?
With today’s low profit margins, a cost saving of one percent has a much greater impact than most executives might think.
Suppose a company has a profit margin of 5% and makes a cost saving on goods & services of 1%, then their profits will proportionately increase by 10%!
So, why aren't more executives focusing on procurement to drive competitive advantage and enhance their bottom line profitability? Often they feel that they have already done as much as is possible. However, CoAvant has found that many companies are using out of date procurement practises viewing procurement as a back-office activity rather than of strategic importance. For example, purchase agents are often judged on their ability to negotiate lower prices on a case-by-case basis when they should be working on better sourcing and optimising the overall cost of design to delivery cycle!
True performance is difficult to measure because many companies do not have the datacollection and management feedback mechanisms in place. (e-Procurement software ensures that this data is gathered and stored.) Interestingly, “good” companies strive to improve, “poor” companies with far more scope for easy improvements remain complacent. The “poor” companies only act when a crisis occurs. When executives focus on cost reduction its usually on reducing direct material costs and labour. Usually, most expenditure is here so it is a good place to start. However, some
companies consider that when direct costs are optimised there is nothing more to do! They forget indirect costs! Indirect costs can be huge, especially for non-manufacturing organisations. An average organization spends 40 per cent of purchasing expenditure on nonproduction (indirect goods) items like travel, office supplies and services.
More often than not, procurement “methods” associated with indirect goods and services is haphazard. Data reporting can be extremely weak. Many executives believe that, if they can bring about direct cost reductions, indirect costs will simply decline as well. The indirect volumes of goods and services (i.e., their usage, not their unit prices) usually do decline following direct material and/or labour reduction efforts. But companies that simply count on spill-over savings in indirect costs are leaving a lot of money on the table.
Surprisingly even very large enterprises with high level ERP tools often only use these systems for procuring direct goods, their systems are often “too heavy” for the procurement of indirect goods because these ERP tools are too heavy being typically extremely finance centric. Naturally, each case is unique; strategies tend to differ by industry, by company, and according to the company's level of procurement capability. Yet there appear to be five common themes. The companies who are best at procurement:
• Create a central procurement organization supporting multiple business units.
• Implement strategic sourcing with modern software based procurement tools in a category-driven programme. In effect, reduce overall effort and negotiate the best
deal ahead of the immediate need.
• Define team structures and skill requirements appropriate for category sourcing. In
some cases procurement engineers will help optimise the design of products.
• Capture procurement data to improve management and control.
• Manage the procurement function with a robust set of performance metrics, and link
team and individual rewards directly to procurement results.
However, until recently, purchasing has been treated as a backwater of business; a
‘Cinderella’ function, traditionally neglected by top management. That position is now changing, as compelling evidence emerges about the strategic and operational impact of purchasing as a lever for maximising shareholder value. Senior management should not see procurement as a back-office activity. They can considerably improve their profitability hence shareholder value via cost reductions by means of modern methods.
True e-Pocurement – a Key Success Factor
Difficult market conditions require aggressive cost down programmes.
In some organisations, very demanding cost reduction targets are being set. It is imperative that the full range of cost and value initiatives are examined to avoid the risk of cost management alone becoming a proxy for aligned purchasing strategy.
Modern software, such as the Brussels based “PurchasingConnect” (www.purchasingconnect.com) covers the entire purchasing cycle. See figure.
With the right software choice, e-Procurement is the most direct and effective ways for an organization to reduce costs, improve productivity, and boost profits. e-Procurement automates and streamlines the acquisition, management, and control of expenditures by creating a possibly Web-based, self-service environment that pushes product selection and order initiation to the desktops of frontline employees while maintaining corporate trading agreements, workflow, and rules.
Adopters of e-procurement have been able to realize the following benefits (Aberdeen Group):
• Reduce prices paid for materials by 5% to 10%;
• Shorten requisition-to-fulfilment cycles by 70% to 80%;
• Lower administrative costs by 73%;
• Cut off-contract ("maverick") buying in half; and;
• Reduce inventory costs by 25% to 50%, on average.
For example, typically, the costs of traditional purchasing are between 50 to 250 euro per order. But the situation can change. By using e-procurement, costs can be cut to between 5 and 20 euro per transaction.
E-procurement consolidates purchasing – if there are separate divisions or departments purchasing is coordinated to maximise discounts arising out of bulk purchasing power. Administration costs time and money. Consolidating your purchasing improves cash flow and reduces administration.
With e-procurement it is very easy to get alternative quotes. You are able to advise your existing suppliers that the business is being tendered. Of course it is possible to give existing suppliers a chance to compete and reduce their prices!
Some procurement solutions offer SRM (supplier relationship management), which keep
relationship data that will save time and can be used to build improved relationships with suppliers. E-procurement is able to interface with your suppliers in various ways. Some systems can even send interchange data entirely electronically between organisations.
source from http://www.itscan.be/files/e-Procurement_EN.pdf
Executives strive to increase corporate profits and hence shareholder value. Increasing sales is the traditional approach but with the present economic climate we all know that it’s really difficult. Worse still, increased competition means that pricing is under pressure.
Reducing costs is one of the few options left: it’s clear that one euro saved is one euro more profit. But does that mean: five percent saved gives a five percent increase in profitability?
With today’s low profit margins, a cost saving of one percent has a much greater impact than most executives might think.
Suppose a company has a profit margin of 5% and makes a cost saving on goods & services of 1%, then their profits will proportionately increase by 10%!
So, why aren't more executives focusing on procurement to drive competitive advantage and enhance their bottom line profitability? Often they feel that they have already done as much as is possible. However, CoAvant has found that many companies are using out of date procurement practises viewing procurement as a back-office activity rather than of strategic importance. For example, purchase agents are often judged on their ability to negotiate lower prices on a case-by-case basis when they should be working on better sourcing and optimising the overall cost of design to delivery cycle!
True performance is difficult to measure because many companies do not have the datacollection and management feedback mechanisms in place. (e-Procurement software ensures that this data is gathered and stored.) Interestingly, “good” companies strive to improve, “poor” companies with far more scope for easy improvements remain complacent. The “poor” companies only act when a crisis occurs. When executives focus on cost reduction its usually on reducing direct material costs and labour. Usually, most expenditure is here so it is a good place to start. However, some
companies consider that when direct costs are optimised there is nothing more to do! They forget indirect costs! Indirect costs can be huge, especially for non-manufacturing organisations. An average organization spends 40 per cent of purchasing expenditure on nonproduction (indirect goods) items like travel, office supplies and services.
More often than not, procurement “methods” associated with indirect goods and services is haphazard. Data reporting can be extremely weak. Many executives believe that, if they can bring about direct cost reductions, indirect costs will simply decline as well. The indirect volumes of goods and services (i.e., their usage, not their unit prices) usually do decline following direct material and/or labour reduction efforts. But companies that simply count on spill-over savings in indirect costs are leaving a lot of money on the table.
Surprisingly even very large enterprises with high level ERP tools often only use these systems for procuring direct goods, their systems are often “too heavy” for the procurement of indirect goods because these ERP tools are too heavy being typically extremely finance centric. Naturally, each case is unique; strategies tend to differ by industry, by company, and according to the company's level of procurement capability. Yet there appear to be five common themes. The companies who are best at procurement:
• Create a central procurement organization supporting multiple business units.
• Implement strategic sourcing with modern software based procurement tools in a category-driven programme. In effect, reduce overall effort and negotiate the best
deal ahead of the immediate need.
• Define team structures and skill requirements appropriate for category sourcing. In
some cases procurement engineers will help optimise the design of products.
• Capture procurement data to improve management and control.
• Manage the procurement function with a robust set of performance metrics, and link
team and individual rewards directly to procurement results.
However, until recently, purchasing has been treated as a backwater of business; a
‘Cinderella’ function, traditionally neglected by top management. That position is now changing, as compelling evidence emerges about the strategic and operational impact of purchasing as a lever for maximising shareholder value. Senior management should not see procurement as a back-office activity. They can considerably improve their profitability hence shareholder value via cost reductions by means of modern methods.
True e-Pocurement – a Key Success Factor
Difficult market conditions require aggressive cost down programmes.
In some organisations, very demanding cost reduction targets are being set. It is imperative that the full range of cost and value initiatives are examined to avoid the risk of cost management alone becoming a proxy for aligned purchasing strategy.
Modern software, such as the Brussels based “PurchasingConnect” (www.purchasingconnect.com) covers the entire purchasing cycle. See figure.
With the right software choice, e-Procurement is the most direct and effective ways for an organization to reduce costs, improve productivity, and boost profits. e-Procurement automates and streamlines the acquisition, management, and control of expenditures by creating a possibly Web-based, self-service environment that pushes product selection and order initiation to the desktops of frontline employees while maintaining corporate trading agreements, workflow, and rules.
Adopters of e-procurement have been able to realize the following benefits (Aberdeen Group):
• Reduce prices paid for materials by 5% to 10%;
• Shorten requisition-to-fulfilment cycles by 70% to 80%;
• Lower administrative costs by 73%;
• Cut off-contract ("maverick") buying in half; and;
• Reduce inventory costs by 25% to 50%, on average.
For example, typically, the costs of traditional purchasing are between 50 to 250 euro per order. But the situation can change. By using e-procurement, costs can be cut to between 5 and 20 euro per transaction.
E-procurement consolidates purchasing – if there are separate divisions or departments purchasing is coordinated to maximise discounts arising out of bulk purchasing power. Administration costs time and money. Consolidating your purchasing improves cash flow and reduces administration.
With e-procurement it is very easy to get alternative quotes. You are able to advise your existing suppliers that the business is being tendered. Of course it is possible to give existing suppliers a chance to compete and reduce their prices!
Some procurement solutions offer SRM (supplier relationship management), which keep
relationship data that will save time and can be used to build improved relationships with suppliers. E-procurement is able to interface with your suppliers in various ways. Some systems can even send interchange data entirely electronically between organisations.
source from http://www.itscan.be/files/e-Procurement_EN.pdf
Selasa, 09 Desember 2008
Six Strategy Definition Choices from The Harvest Patissier dan Chocolatier
Menyambung posting blog saya sebelumnya mengenai strategi e-business yang diterapkan oleh The Harvest,Saya ingin mereview The Harvest dari 6 kriteria strategi yang telah diterapkannya :
1. E-Biz channel priorities
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka telah menggunakan internet sebagai salah satu channel mereka dalam memenuhi keinginan konsumen mereka, mereka menggunakan media internet sebagai media yang membantu mereka dalam menjangkau konsumen.
Mengapa mereka memilih web?
karena dengan Web, jumlah audien yang dapat dicapai adalah sangat luas, karena secara teoritis siapapun yang dapat mengakses Internet dapat mengakses Web tersebut. Cakupan geografi adalah 'borderless' lintas negara dan benua. Waktu produksi relatif cepat, membutuhkan waktu sekitar 1 minggu bahkan secara ekstrim dalam 1 jam juga mungkin,
waktu tayang adalah timeless atau tak terbatas, tergantung keinginan si pemilik Web. Fleksibelitas isi sangat menakjubkan, bisa dirubah sesuai kondisi terakhir dengan kualitas mendekati 'real time' dan dapat di'customize' sesuai keinginan user. Untuk mem'baca' web memerlukan sarana yang paling komplek dibandingkan media marketing lainnya. Sarana yang diperlukan komputer, modem, telpon line, akses ke ISP dan beberapa program penunjang terutama untuk web browser. Tetapi teknologi akhir-akhir ini sepert WebtopTV, WAP memudahkan pengkasesan media Web tanpa membutuhkan perangkat komputer biasa.
Hal di atas menyebabkan beberapa venture capitalis melakukan investasi eCommerce dengan konsentrasi terbesar adalah pada bidang advertising dan marketing dan baru diikuti jasa finansial. Bidang marketing memang menjadi pilihan investasi yang menarik, karena daya jangkah dan pola pemasaran di Internet yang bisa dipersonalkan.
2. Organizational Restructuring and Capabilities
Ada beberapa fakta nyata yang saya lihat tentang dampak Internet terhadap bisnis mereka :
• Menggeser kekuatan dari penjual ke pembeli dengan mengungai harga ketika melakukan perubahan supplier (vendor lainnya hanya satu click jaraknya)
• Menyediakan informasi harga dan produk yang banyak dan lebih lengkap.
• Mengurangi biaya transaksi. Bandingkan transaksi bank melalui Internet dan melalui toko langsung yang tentunya akan memerlukan biaya-biaya lain, seperti transportasi dan lain-lain.
• Kecepatan, jangkauan dan aksesibilitas informasi dari Internet, serta biaya rendah untuk mendistribusikannya.
Internet mendukung infrastruktur untuk organisasi dalam tugas-tugas :
• Marketing
• Sales
• Fullfilment (ERP)
• Service/Support
3. Business, Service and Revenue Model
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka tetap menjual produk-produk asli mereka, dalam arti, saya belum melihat mereka melakukan inovasi dengan melakukan diferensiasi produk jenis lain yang dijual, namun mereka mulai menerapkan strategi service yang baru dengan melayani jasa antar sampai ke daerah-daerah tertentu di jakarta dan surabaya, untuk memenuhi keinginan konsumen yang tidak dapat datang langsung ke toko mereka.
4. Marketplace Restructuring
Berdasarkan konsep pada sistem Customer Relationship Management (Oracle), untuk mengelola customer loyalty dapat dilakukan :
• Mengelola naiknya permintaan : Setiap kustomer harus menikmati standard layanan dan dukungan yang sama, dimanapun dan berapapun ukuran mereka. Bila gagal memenuhi permintaan kustomer, saingan akan segera mengambil-alih mereka.
• Menyediakan dukungan kustomer yang baik sekali : Menyediakan jawaban sesegera mungkin atas pernyataan serta informasi yang konsisten dari setiap bagian di jalur interaksi kustomer.
• Membuat transaksi bisnis dilakukan secara mudah : Kustomer lebih suka memiliki metoda yang disukainya untuk berinteraksi dengan perusahaan. Ada yang menyukai melalui Web, ada yang suka melalui telfon. Ada juga yang masih ingin sales representative mendatangi mereka, walau mereka harus membayarnya. Perusahaan haruslah menemukan cara yang cocok dan menggunakannya secara efektif, untuk berinteraksi dengan kustomer, dalam upaya menarik minat dan menjual jasa pada mereka.
• Menyediakan distribusi yang cepat dan efisien: Mengintegrasikan jalur komunikasi, memungkinkan suatu organisasi bekerja secara lebih efisien dengan bagian internal, ataupun dengan partner luar untuk memenuhi permintaan kustomer. Pengetahuan yang real time dan ditail mengenai inventori dan status manufacturing, memungkinkan bagian penjualan menangani permintaan kustomer dan memastikan janji yang mereka berikan pada kustomer.
• Mengumpulkan dan memanfaatkan bersama informasi tentang kustomer : Konfigurasi produk yang disukai kustomer, harga yang populer, serta kesamaan antara kustomer di market vertikal dan bisnis menengah, informasi ini secara
konstan dapat dikumpulkan dan dianalisis dan menjadi dasar pemikiran untuk produk, strategi, dan layanan mendatang.
• Mengembangkan proses bisnis ke arah kustomer: Memposisikan kustomer menjadi pusat dari strategi bisnis, berarti memperluas bisnis proses untuk memenuhi permintaan kustomer. Begitu telah dimulai koordinasi interaksi kustomer yang terjadi antar bagian (billing, sales dan customer service), begitu juga melalui berbagai jalur (web, call center, face-to-face sales), efisiensi besar mulai dapat dirasakan, yang bersamaan dengan itu timbulnya oportunitas baru.
5. Market & Product Development Strategies
Penggunaan internet oleh The Harvest dari sisi market, yaitu mereka ingin menjangkau market-market yang tidak dapat dijangkau oleh penggunaan strategi yang diterapkan dengan penggunaan media konvensional. Mereka memberikan layanan antar melalui pemesanan lewat internet, namun dari sisi product development, mereka belum melakukan suatu pengembangan produk yang baru melalui media internet ini.
6. Positioning and differentiation strategies
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka terlihat baru ingin mencapai transactional excellence, dimana mereka menggunakan internet sebagai media untuk memudahkan konsumen mereka dalam melakukan transaksi, serta menggunakan internet sebagai media untuk mempromosikan produk-produk mereka beserta harga-harganya.
Dari segi Relationship Excellence, mereka menerapkan strategi testimonial dari konsumen terhadap produk-produk mereka.
1. E-Biz channel priorities
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka telah menggunakan internet sebagai salah satu channel mereka dalam memenuhi keinginan konsumen mereka, mereka menggunakan media internet sebagai media yang membantu mereka dalam menjangkau konsumen.
Mengapa mereka memilih web?
karena dengan Web, jumlah audien yang dapat dicapai adalah sangat luas, karena secara teoritis siapapun yang dapat mengakses Internet dapat mengakses Web tersebut. Cakupan geografi adalah 'borderless' lintas negara dan benua. Waktu produksi relatif cepat, membutuhkan waktu sekitar 1 minggu bahkan secara ekstrim dalam 1 jam juga mungkin,
waktu tayang adalah timeless atau tak terbatas, tergantung keinginan si pemilik Web. Fleksibelitas isi sangat menakjubkan, bisa dirubah sesuai kondisi terakhir dengan kualitas mendekati 'real time' dan dapat di'customize' sesuai keinginan user. Untuk mem'baca' web memerlukan sarana yang paling komplek dibandingkan media marketing lainnya. Sarana yang diperlukan komputer, modem, telpon line, akses ke ISP dan beberapa program penunjang terutama untuk web browser. Tetapi teknologi akhir-akhir ini sepert WebtopTV, WAP memudahkan pengkasesan media Web tanpa membutuhkan perangkat komputer biasa.
Hal di atas menyebabkan beberapa venture capitalis melakukan investasi eCommerce dengan konsentrasi terbesar adalah pada bidang advertising dan marketing dan baru diikuti jasa finansial. Bidang marketing memang menjadi pilihan investasi yang menarik, karena daya jangkah dan pola pemasaran di Internet yang bisa dipersonalkan.
2. Organizational Restructuring and Capabilities
Ada beberapa fakta nyata yang saya lihat tentang dampak Internet terhadap bisnis mereka :
• Menggeser kekuatan dari penjual ke pembeli dengan mengungai harga ketika melakukan perubahan supplier (vendor lainnya hanya satu click jaraknya)
• Menyediakan informasi harga dan produk yang banyak dan lebih lengkap.
• Mengurangi biaya transaksi. Bandingkan transaksi bank melalui Internet dan melalui toko langsung yang tentunya akan memerlukan biaya-biaya lain, seperti transportasi dan lain-lain.
• Kecepatan, jangkauan dan aksesibilitas informasi dari Internet, serta biaya rendah untuk mendistribusikannya.
Internet mendukung infrastruktur untuk organisasi dalam tugas-tugas :
• Marketing
• Sales
• Fullfilment (ERP)
• Service/Support
3. Business, Service and Revenue Model
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka tetap menjual produk-produk asli mereka, dalam arti, saya belum melihat mereka melakukan inovasi dengan melakukan diferensiasi produk jenis lain yang dijual, namun mereka mulai menerapkan strategi service yang baru dengan melayani jasa antar sampai ke daerah-daerah tertentu di jakarta dan surabaya, untuk memenuhi keinginan konsumen yang tidak dapat datang langsung ke toko mereka.
4. Marketplace Restructuring
Berdasarkan konsep pada sistem Customer Relationship Management (Oracle), untuk mengelola customer loyalty dapat dilakukan :
• Mengelola naiknya permintaan : Setiap kustomer harus menikmati standard layanan dan dukungan yang sama, dimanapun dan berapapun ukuran mereka. Bila gagal memenuhi permintaan kustomer, saingan akan segera mengambil-alih mereka.
• Menyediakan dukungan kustomer yang baik sekali : Menyediakan jawaban sesegera mungkin atas pernyataan serta informasi yang konsisten dari setiap bagian di jalur interaksi kustomer.
• Membuat transaksi bisnis dilakukan secara mudah : Kustomer lebih suka memiliki metoda yang disukainya untuk berinteraksi dengan perusahaan. Ada yang menyukai melalui Web, ada yang suka melalui telfon. Ada juga yang masih ingin sales representative mendatangi mereka, walau mereka harus membayarnya. Perusahaan haruslah menemukan cara yang cocok dan menggunakannya secara efektif, untuk berinteraksi dengan kustomer, dalam upaya menarik minat dan menjual jasa pada mereka.
• Menyediakan distribusi yang cepat dan efisien: Mengintegrasikan jalur komunikasi, memungkinkan suatu organisasi bekerja secara lebih efisien dengan bagian internal, ataupun dengan partner luar untuk memenuhi permintaan kustomer. Pengetahuan yang real time dan ditail mengenai inventori dan status manufacturing, memungkinkan bagian penjualan menangani permintaan kustomer dan memastikan janji yang mereka berikan pada kustomer.
• Mengumpulkan dan memanfaatkan bersama informasi tentang kustomer : Konfigurasi produk yang disukai kustomer, harga yang populer, serta kesamaan antara kustomer di market vertikal dan bisnis menengah, informasi ini secara
konstan dapat dikumpulkan dan dianalisis dan menjadi dasar pemikiran untuk produk, strategi, dan layanan mendatang.
• Mengembangkan proses bisnis ke arah kustomer: Memposisikan kustomer menjadi pusat dari strategi bisnis, berarti memperluas bisnis proses untuk memenuhi permintaan kustomer. Begitu telah dimulai koordinasi interaksi kustomer yang terjadi antar bagian (billing, sales dan customer service), begitu juga melalui berbagai jalur (web, call center, face-to-face sales), efisiensi besar mulai dapat dirasakan, yang bersamaan dengan itu timbulnya oportunitas baru.
5. Market & Product Development Strategies
Penggunaan internet oleh The Harvest dari sisi market, yaitu mereka ingin menjangkau market-market yang tidak dapat dijangkau oleh penggunaan strategi yang diterapkan dengan penggunaan media konvensional. Mereka memberikan layanan antar melalui pemesanan lewat internet, namun dari sisi product development, mereka belum melakukan suatu pengembangan produk yang baru melalui media internet ini.
6. Positioning and differentiation strategies
Dalam strategi e-commerce yang telah diterapkan oleh The Harvest, mereka terlihat baru ingin mencapai transactional excellence, dimana mereka menggunakan internet sebagai media untuk memudahkan konsumen mereka dalam melakukan transaksi, serta menggunakan internet sebagai media untuk mempromosikan produk-produk mereka beserta harga-harganya.
Dari segi Relationship Excellence, mereka menerapkan strategi testimonial dari konsumen terhadap produk-produk mereka.
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