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failure to -even think about- integrating specific situational & organisational
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Chris Macrae
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Jan 14, 2002 02:27 PST
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I think one of the other great lessons is just how much needs to be integrated in situational specific details. I guess that can only be understood by strong case selections of success stories.
Any suggestions on where these are to be found? The UK seems to have a strong selection at www.e4m.biz
To illustrate "integrated in situational specific details" these are the summary notes I made for tesco.com
tesco.com
-has become biggest online grocery retailer in world with 70,000 orders per week
-tesco used store-picking model, ie when online customer makes an order its fulfilled from nearest real store to that customer
-tesco has put a lot of effort into employee training and connecting e-shopping culture with the service standards traditionally expected of its brand: for example, in Tesco culture, Gold Awards are made to store managers who become e-commerce gurus by demonstrating they can run an efficient operation and have knowledge about all the elements of e-shopping
-tesco recognised that customers wanted quick online shopping and to have common recognition whether they shopped real or online; to achieve this Tesco's customer clubcard is the key tool. This is the first thing the e-customer types in, and this activates the customers favourite past purchases so that a convenient choice is made, ie starting with the customised shopping list (otherwise 40,000 items would have to picked from!). The other cool point is that Tesco customers have always regarded their club card as a thank you card with points collected for every pound spent. So one card provides rewards to customer and usable personalised data to Tesco.com
Tesco.com provides an example of a click business that is very well integrated with a brick business and where the overall brand promise -and customer relationship - is confirmed by both shopping modes. The whole provides Tesco with a strategy which looks nigh on impossible for any competitor to imitate or ever expect to catch up with
I wish I had a better phrase for "integrated in situational specific details" but when you think of it many of the efailures we spectated seem to have the precise opposite culture: different types of employee who were not organised as one organisation, probably due to the inexperience of their CEOs and the blindness of venture capitalists to the idea that there's a lot to building a true sustainable organisation, which takes more time and care than just putting up some front door in cyber space
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<DIV><FONT face=Arial size=2>I think one of the other great lessons is just how
much needs to be integrated in situational specific details. I guess that can
only be understood by strong case selections of success stories.</FONT></DIV>
<DIV><FONT face=Arial size=2></FONT> </DIV>
<DIV><FONT face=Arial size=2>Any suggestions on where these are to be found? The
UK seems to have a strong selection at <A
href="http://www.e4m.biz">www.e4m.biz</A></FONT></DIV>
<DIV><FONT face=Arial size=2></FONT> </DIV>
<DIV><FONT face=Arial size=2>To illustrate "integrated in situational specific
details" these are the summary notes I made for
tesco.com</FONT></DIV>
<DIV><FONT face=Arial size=2></FONT> </DIV>
<DIV><FONT face=Arial size=2>
<DIV><FONT face=Arial size=2>tesco.com</FONT></DIV>
<DIV><FONT face=Arial size=2>-has become biggest online grocery retailer in
world with 70,000 orders per week</FONT></DIV>
<DIV><FONT face=Arial size=2>-tesco used store-picking model, ie when online
customer makes an order its fulfilled from nearest real store to that
customer</FONT></DIV>
<DIV><FONT face=Arial size=2>-tesco has put a lot of effort into employee
training and connecting e-shopping culture with the service standards
traditionally expected of its brand: for example, in Tesco culture, Gold Awards
are made to store managers who become e-commerce gurus by demonstrating they can
run an efficient operation and have knowledge about all the elements of
e-shopping</FONT></DIV>
<DIV><FONT face=Arial size=2>-tesco recognised that customers wanted quick
online shopping and to have common recognition whether they shopped real or
online; to achieve this Tesco's customer clubcard is the key tool. This is the
first thing the e-customer types in, and this activates the customers favourite
past purchases so that a convenient choice is made, ie starting with the
customised shopping list (otherwise 40,000 items would have to picked from!).
The other cool point is that Tesco customers have always regarded their
club card as a thank you card with points collected for every pound spent. So
one card provides rewards to customer and usable personalised data to
Tesco.com</FONT><FONT face=Arial size=2></FONT></DIV>
<DIV><FONT face=Arial size=2></FONT> </DIV>
<DIV><FONT face=Arial size=2>Tesco.com provides an example of a click business
that is very well integrated with a brick business and where the overall brand
promise -and customer relationship - is confirmed by both shopping modes.
The whole provides Tesco with a strategy which looks nigh on
impossible for any competitor to imitate or ever expect to catch up
with</FONT></DIV>
<DIV> </DIV>
<DIV>I wish I had a better phrase for "integrated in situational specific
details" but when you think of it many of the efailures we spectated seem to
have the precise opposite culture: different types of employee who were not
organised as one organisation, probably due to the inexperience of their CEOs
and the blindness of venture capitalists to the idea that there's a lot to
building a true sustainable organisation, which takes more time and care
than just putting up some front door in cyber space</DIV>
<DIV> </DIV></FONT></DIV>
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