Innovative Capabilities and the Role of Consultants in

Innovative Capabilities and the Role of Consultants in the Information Economy IT-Management Discourse: Topics and Authorship This presentation is optimized for Win. XPPowerpoint 2003. Some of the grey hyperlinks may not work with OSX.

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 Overall Research Project Subproject SOFI GÖ: ITManagement Discourse IT-Management Concepts Subproject MA Univ. : Case Studies Management IT-Consultants IT-Consulting Project Subproject ZEW: Survey Dissemination Outcomes Effects Organizational Fields and Discourse

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 Emergence and Change of Management Knowledge Actors and Processes

1 2 3 4 5 6 Rise and Decline of Management Concepts and the Role of Actors: Results and Shortcomings • Translation instead of diffusion (Latour; Czarniawska/ Joerges) • Labels and/or akronyms and their wider horizon of meaning: Interpretative Flexibility (Konrad; Heusinkveld; Benders; Ortmann) • The Embeddedness of „Fashion Setters“ (e. g. Faust; Clark/Greatbatch) • The Role of Fields and Discourse: „Interorganizational Community“ (Swanson/Ramiller; Bloomfield/Vudurbakis) • Fashion and possible Institutionalization: Taken-for-granted, Textbook-knowledge (Czarniawska/Joerges) • Selective Focussing of Problems by guiding ideas („Leitbilder“) not-intended effects: cycles or spirals (Deutschmann) • Fashion as both progress and rationality; referring to early adopters (Abrahamson)

Innovating with IT: Coping with uncertainty. 1 2 3 4 5 6 „Organizational Visions“ and Building (on) „Collective Expectations“ Field, Community Level, societal Discourse „The Social Dynamics of Expectations“ (Konrad) „collective expectations“ Prerequisite of action, Exerts „image pressure“ „interpretative flexibility“ in evaluation results Strategic influence Organizational (meso level) Individual (micro level) Expecting Expectations Individual and specific expectations Software/Hardware Producer/Vendor „Organizing Visions“ (Swanson/Ramiller) Collectively held expectations „Image of the innovation“ Interpretation, Legitimation Mobilization „Institutional Production“ from the beginning Sensemaking „professional projects“ Innovating Organization Innovation Promoters Concept Provider

IT-Management concepts or Innovating with IT: 1 2 3 4 5 6 What´s different? • Organizing/Strategizing Vision or Efficiency/Effectiveness Expectations Loosely coupled with: • Artefacts: Computer and Communication technology equipment, Application and System Software, Tools etc. • Protocols, Standards, Methodologies Which implies: • Investment in fixed assets, technological path dependency involved (integration problem) • Different set of actors: Software/Hardware Vendors, ITprofessionals, IT-consultants (3 rd wave of the consulting profession: Kipping)

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 Research Design • Discourse analysis: Combining Expert Interviews and Media Analyses (quantitative, content analysis) • Time span considered: 1997 – 2006 (embracing the Internet-Hype and stock market bubble) • Topic cycles in different media types • Participation and Roles of different actors • Authorship and Cited Experts Analysis • Content analysis for selected issues and critical phases

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 IT-(Management) Concepts Discourse and Media Traces • Selecting topics (expert interviews, document analysis) • Methods (search routines; databases; media selection) • Thematic media grouping as a Proxy for Discourse fields (IT, Management, General) • Relative data (hits/number of all documents)

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 Workflow Manag. DSS CAD FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM (selected Topics)

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 Workflow Manag. DSS CAD e. g. FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM Outdated or institutionalized?

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 e. g. Workflow Manag. DSS CAD FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM Little or only recently recognized

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) • BPM (Performance) OLAP • Betriebsdatenerfassung BSC • SRM EAI • Nearshoring e. g. Offshoring • ERM IT-Outsourcing • Maschinendatenerfassung Podcasting • IT-Offshoring Mobile IT • CRM Web 2. 0 • IT-Nearshoring Workflow Manag. • PLM DSS • SCM CAD FIS “Thematic Leadership” E-recruiting IT-press IT self-rationalization and/or still looking for a business case

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) • BPM (Performance) OLAP • Betriebsdatenerfassung (continuing in M. BSC declining in IT. ) • SRM EAI e. g. • Nearshoring Offshoring • ERM IT-Outsourcing • Maschinendatenerfassung Podcasting • IT-Offshoring Mobile IT • CRM Web 2. 0 • IT-Nearshoring Workflow Manag. • PLM DSS • SCM CAD FIS “Thematic Leadership” E-recruiting Management-press

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) e. g. OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 Workflow Manag. DSS CAD FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM Fairly Equal Thematization

1 2 3 4 5 6 Selected Results • • • • E-business • SOA • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • start BPR trace! • Datamining • BPM (Process) OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 Workflow Manag. DSS CAD FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM Subsequent Topics (example)

1 2 3 4 5 6 Selected Results • • • • E-business • e. g. • SOA Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) OLAP BSC EAI Offshoring IT-Outsourcing Podcasting Mobile IT Web 2. 0 Workflow Manag. DSS CAD FIS E-recruiting • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM Significant Public Interest

1 2 3 4 5 6 Selected Results • • • • E-business • SOA e. g. • Outsourcing • B 2 B • KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) • BPM (Performance) OLAP • Betriebsdatenerfassung BSC • SRM EAI • Nearshoring Offshoring • ERM IT-Outsourcing • Maschinendatenerfassung Podcasting • IT-Offshoring Mobile IT • CRM e. g. Web 2. 0 • IT-Nearshoring Workflow Manag. • PLM DSS • SCM CAD FIS Classic Bell-shaped E-recruiting + more recent modest rediscovery

Selected Results (Up after 2001 in IT. ; down since 1997 in M. ) • • • • E-business • SOA • Outsourcing • e. g. • B 2 B KM • IT Security • Web Services • DWH • B 2 C • RFID • BI • E-learning • BPR • Datamining • BPM (Process) • BPM (Performance) OLAP • Betriebsdatenerfassung BSC • SRM (peek EAI • Nearshoring 2002) Offshoring • ERM IT-Outsourcing • Maschinendatenerfassung Podcasting • IT-Offshoring Mobile IT • CRM Web 2. 0 • IT-Nearshoring Workflow Manag. • PLM DSS • SCM CAD FIS Increasing Relevancy E-recruiting after Internet Bubble

1 2 3 4 5 6 Selected Results • • • • E-business • BPM (Process) SOA • OLAP Outsourcing • BSC B 2 B • EAI. KM e. g • Offshoring IT Security • IT-Outsourcing Web Services • Podcasting DWH • Mobile IT B 2 C • Web 2. 0 RFID • Workflow Manag. BI • DSS E-learning • CAD BPR • FIS Datamining • E-recruiting Compliance e. g. • • • BPM (Performance) Betriebsdatenerfassung SRM Nearshoring ERM Maschinendatenerfassung IT-Offshoring CRM IT-Nearshoring PLM SCM More recent upswing

1 2 3 4 5 6 IT-(Management) Concepts Discourse and Media Traces • Topic cycles give hints at relevance (attraction of attention), and timing for sub-groups and general public, and succession of topics. • Can be combined with existing broader context knowledge • Open questions: – Shift of Meaning across time (interpretative flexibility) – Different context specific meaning (Translation) – Substitution of „Buzzword“ for mostly unmodified practice (different legitimation context) – Meaning of decline: Rejection, irrelevance or taken-forgranted.

1 2 3 4 5 6 IT-(Management) Concepts Discourse and Media Traces • Only broad hints at „authorship“ (initiator, discourse participants, discoursive roles) • Consequences: – More detailed analysis of „authorship“ – Content analysis – Combined with broader case study approach

1 2 3 4 5 6 Selected Authorship Analysis © 2007 D. Schaeffer

1 2 3 4 5 6 Selected Authorship Analysis © 2007 D. Schaeffer

1 2 3 4 5 6 Selected Authorship Analysis More to come: • Topic related • Time related • Cited Experts included © 2007 D. Schaeffer

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 CRM Case Study Expert interviews Media Analysis including content analysis Analysis of Case specific Media and Arenas

1 2 3 4 5 6 CRM Traces

Reengineering 1 Downsizing 2 3 4 5 6 MM CW (Cost Cutting, Outsourcing, Consolidation) New Growth Era? CRM Recovery? Relationship Marketing Customer Focus CAS (Computer Aided Selling) AW IT Crisis Internet Bubble Before CRM SFA (Sales Force Automation) h lis Front-Office Solutions b ta Large-Scale B 2 C Markets es DWH, BI, Datamining 1995 ! 1997 Telco-, Utilities and Banking Privatization and Deregulation Internet as a new Distribution Channel 2000 Status enhancement of Marketing and Sales as Function or „Profession“ 2005 2007

1 2 3 4 5 6 CRM: Institutionalized Discourse • • CRM-Expo as a specialized fair (since 1999) • • CRM Best Practice Award CRM-specialized consultants CRM Forum (expert network, online-community) Offered by all major vendors and consulting firms, increasingly integrated within ERP packages (SAP) Rubrics (in CIO and Computerwoche) Covered by major analysts (Gartner, Meta Group, IT-research) and Consultant Reports (Cap. Gemini) „CRM roadshow“ (Computerwoche) Increasingly mentioned: CRM-Manager Certification of CRM software packages (by Hewson Group Analysts • • • CRM as a highlighted topic of the general IT fair Ce. Bit („CRM Arena“ 2007) and Schwetz Consulting) CRM Expo

1 2 3 4 5 6 Discourse Participants CRM Expo 2007 • CRM-Expo Advisory Board: Software vendors have the lead (Update, SAP, Microsoft, Oracle, Adito) • CRM-Expo judges selecting convention contributions: 1 IT-Consultant 1 Marketing Consultant 2 Professors (Marketing) • CRM-Expo convention speakers: Vendors Consultants Practitioners © 2007 D. Schaeffer

1 2 3 4 5 6 Table of contents 1. 2. 3. 4. Introduction Theoretical Considerations Research Design IT-Management Concepts: Discourse Analysis via Media Traces 5. CRM Case Study 6. Conclusions

1 2 3 4 5 6 Conclusions and Outlook • The Set of Actors: Mobiles and path-dependent • The need for coalitions beyond IT-experts and vendors • Vendors surprisingly (? ) in the lead • The role of discourse: Construction, stabilization, modification and (possibly) de-construction • IT-consultants as Salesforce or benevolent Critics • Innovative IT-Management-Concepts and „reflexive rationalization“: Renunciation from a (perceived, constructed) problematic Past • Remaining interpretative flexibility • The possibility of institutionalization (from fashion to „master idea“) • However, high incentives to innovate the innovation • Remaining problem: How to detect, describe and fix a possible underlying continuity: which language is available? • Problems for standardized diffusion surveys

1 2 3 4 5 6 Thanks for your Attention Friedländer Weg 31 37085 Göttingen Tel. : (+49 -551)522050

CAD © 2007 D. Schaeffer back

Web 2. 0 © 2007 D. Schaeffer back

EAI © 2007 D. Schaeffer back

BSC (continuing in M. declining in IT. ) © 2007 D. Schaeffer back

BPM (Process) © 2007 D. Schaeffer back

E-business „New Era“ (popular weekly & daily press) Public Interest © 2007 D. Schaeffer back

CRM Classic Bell-shaped (recent rediscovery) © 2007 D. Schaeffer back another Bell-shaped

bellshaped) E-business (bellshaped) „New Era“ Classic Bell-shaped (recent rediscovery) (popular weekly & daily press) Public Interest © 2007 D. Schaeffer back

Outsourcing (upswing after 2001 in IT-Press) (downward since 1997 in Management-Press) © 2007 D. Schaeffer back

IT-Security „New Era“ (non intended effects, reaction to more open systems) © 2007 D. Schaeffer back another recent theme

Compliance „New Era“ (new possibilities new duties; states as initiating actors) © 2007 D. Schaeffer back

1 2 3 4 5 6 „Manager Magazin“ Visibility of SFA - CRM (1995 -2006) CRM Story 1 2 back another source

1 2 3 4 5 6 „Absatzwirtschaft“ Visibility of SFA - CRM (1995 -2006) CRM Story 1 2 back another source

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story Normalization: aggregated hits of a single topic =100% 1 2 3 4 5 6 Siebel/Malone (1996/1998): CAS/SFA Crisis Diagnosis: 50% Failure read more back next event

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story Normalization: aggregated hits of a single topic =100% 1 2 3 4 5 6 1: 1 Marketing (1998) „So-called“ CRM (1997) Expectation and coalition building (1997 -2000) read more back last next event

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story Normalization: aggregated hits of a single topic =100% 1 2 3 4 5 6 Early warnings (1999): Sales Force reluctance Customer reservation CRM as a„Philosophy“ CRM as a Must-Have CRM „in Fashion“ read more back last next event

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story 1 2 3 4 5 6 Normalization: aggregated hits of a single topic =100% Return of the Supressed (2000 ff) Fierce Price Competition Discount-Strategy (2001 -2004) read more back last next event

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story 1 2 3 4 5 6 Normalization: aggregated hits of a single topic =100% back Gartner (2003): CRM Crisis Diagnosis: 60% Failure last event CRM only Nice-to-have Coupled with VBM next event

1 2 3 4 5 6 „Computerwoche“ Visibility-traces of SFA - CRM - CAS (1995 -2007) CRM Story Normalization: aggregated hits of a single topic =100% 1 2 3 4 5 6 read more back last event Institutionalized CRM Discourse Recent Recovery „Save CRM“-Initiative CRM as a „journey“ (2007) „Indian Summer“ for CRM (2006)

1 2 3 4 5 6 (Cost Cutting, Outsourcing, Consolidation Price Competition) New Growth Era? CRM Recovery? Relationship Marketing Customer Focus CAS (Computer Aided Selling) Incumbent vendors CRM: Customer Relationship Management established as a discourse and a field SFA (Sales Force Automation) ith w es nts c n a a Alli onsult se c a IT Front-Office ab ors t Solutions Da end V DWH, BI, Datamining 1995 IT Crisis Reengineering Downsizing Internet Bubble 1997 Large-Scale B 2 C Markets Start-ups „Neuer Markt“ Telco-, Utilities and Banking Privatization and Deregulation Internet as a new Distribution Channel 2000 Status enhancement of Marketing and Sales as Function or „Profession“ 2005 2007

1 2 3 4 5 6 Siebel/Malone (1996) CRM Story 1 1 2 2 3 3 4 5 6 • • • Virtual Selling: Going Beyond the Automated Sales Force to Achieve Total Sales Quality „Siebel and Malone describe their sales philosophy called "virtual selling, " show it is put into action, and then describe a final goal for the process (the "Informed Sales Force" ). Excellent points are made against blind faith in technology and the experience many companies have with serious shortcomings in their salesforce automation system. The authors point out that in the race to automate sales, the software is often used as a means of cost reduction, with word processing, spreadsheets, E-mail, etc. , used for control and analysis rather than aimed at improving the sales process. Their solution is the Informed Sales Force, which uses technology to maximize the individual salesperson's selling time, provide computer access to all corporate and marketing information relevant to the sale, and position the salesperson to make critical decisions independently. Although the book offers valuable insights, it is highly theoretical. Nevertheless, with the surge in usage of automated sales technology (sales of such systems estimated to be $700 million in 1995 and $10 billion by 2000), this book is a good resource for considering the potential value of such technology and its pitfalls. (Amazon Booklist) back Siebel article

1 2 3 4 5 6 Siebel/Malone (1996) The Organizing/Strategizing Vision Critizing the unsufficient Past: The CAS/SFA Failure CRM Story 1 1 2 2 3 3 4 5 6 7 • Siebel/Malone: „Most Sales-Force-Automation tools don´t work“ (CW July 1997) • Siebel und Malone caution about exaggerated faith in progress regarding Sales information systems: companies were moving on the brink when trying to impose technologically advanced SFA tools on existing sales organization. Processes would get more complicated, team building would be hampered, and even additional work created. “ (CW July 1997) back second book

1 2 3 4 5 6 Siebel/Malone (1998) Die Informationsrevolution im Vertrieb (Gabler) (German edition) CRM Story 1 1 2 2 3 3 4 5 6 • • • „Das Buch zeigt, wie es gelingt, durch die gelungene Kombination moderner Managementmethoden mit neuester Informationstechnologie den Verkaufserfolg zu steigern und echte Kundennähe zu erreichen. Jedes zweite Unternehmen beklagt schwerwiegende Mängel beim Einsatz von CAS-Systemen. Woran liegt das? Computer Aided Selling, so die Autoren, hat zwar die administrativen Tätigkeiten im Verkauf erleichtert, aber den Verkaufsprozess insgesamt nicht optimiert. Unternehmen, die auch in Zukunft im Wettbewerb bestehen wollen, müssen die Möglichkeiten von CAS besser ausschöpfen und die umfassende Informationsversorgung Ihrer Verkaufsteams sicherstellen. Nur so können Verkäufer als Unternehmer im Unternehmen flexibel und kundenorientiert agieren und Total Quality im Verkauf erreichen. “(Amazon Kurzbeschreibung) (Amazon Booklist) • Severe problems with CAS, only facilitating administrative work. Instead: Overall optimzation. The salesman as an Intrapreneur. Total Quality in Sales. Mobilizing the Salesmen for the Vision. back

1 2 3 4 5 6 CRM Story 1 2 1 3 2 4 3 5 6 Expectation and coalition building (1997 -2000) • „First mentioned in connection with Internet/E-commerce as „socalled“ CRM (1997) • „Software vendors and Analysts see a gigantic market emerge“ (CW July 1997): from 700 mio. $ in 1995 to 10 billion $ in 2000. • Expectation building and stock market dynamics: venture capital and IPOs (e. g. TPS Labs): promising 35% growth each year • Software Vendors use IT-consultants as „Salesforce“; Consultants use Software implementation projects to sell their competence in „customer focused“ business strategies: SAS - PW, Deloitte, KPMG und HP; Siebel – PW „worldwide alliance“: 350 consultants trained in Siebel products in 1997. • Siebel gains Siemens as a prominent customer • Incumbent (ERP) software vendors buy specialist boutiques (e. g. Baan – Aurum; IBM – Corepoint) back more

1 2 3 4 5 6 Expectation and coalition building (1997 -2000) CRM Story 1 2 1 3 2 4 3 5 6 • „Database, Data Warehouse, and Data Mining Vendors looking for business expansion: from „tools“ to „solutions“, using Martha Rogers „One-to-one Marketing“: establish a „learning relationship“ with customers! (CW 1998). • Not to have a CRM product is considered as a deficiency (Edwards, CW 1999) • „Today the question is not any more what the implementation of CRM costs but what are the costs of not having a CRM“ (Marketing Manager on first CRM-Expo, CW 1999) back Example Vision

1 2 3 4 5 6 Expectation and coalition building (1997 -2000) CRM Story 1 2 1 3 2 4 3 5 6 Example Vision • Internet and network technology with its all embracing reach allows to collect and distribute huge amounts of data in shortest time. This implies a unique chance: virtual proximity to customers. • In the old economic world it was considered an irrevocable fact that a firm has either to serve a broad, mostly anonymous mass clientele or is able to respond to individual needs of handpicked clients. Industry or manufactory – both together was impossible. Now it will go together after all. The Internet promises the end of the alleged indissoluble contradiction between mass and class (peach? ) („Masse und Klasse“). In future, not the product or the service will determine what the customer will do with it. The request of the customer will form the supply of the firm. Finally, the customer will be really king. Companies that are able to interpret the needs of the customer and transform these into products and services, will make about 60% more profit, grow much stronger, and gain value more quickly than others, according to a study of Deloitte Research. • (Manager Magazin June, 2000, own translation) back

1 2 3 4 5 6 Early Warnings (1999) CRM Story 1 2 3 1 4 5 6 • „Benefit of CRM is widely unclear“ (Survey Meta Group) • „Don´t love your customer to death!“ (Consultant) • „To solely rely on modern hard- and software is wrong“ (Consultant) • • Ambitious projects relying on large-scale data warehouses fail (according to a Merrill Lynch report) Failures go back to missing „business case“, too broad and complex project design, coordination problems across functions and business units. (CW 1999 different issues) back

1 2 3 4 5 6 Return of the Suppressed (2000 ff) CRM Story 1 2 3 4 1 5 6 • The Rediscovery of early warnings and even CAS/SFA-issues. • The overall changing scenario: The end of „nice-to-haves“: the need for the business case and evidence as a „value driver“; instead emphasis on cost reduction, outsourcing, system consolidation, and IT-security; overall changing view of IT-innovation. • More Emphasis on human resource and organizational aspects of customer relations. • „Companies have well been recognizing the subject. CRM is considered as one of the most important management topics in the recent years. However, many firms restrict their efforts to collect a hige amount of data about their customers. The analysis and transformation of information in tangible measures is often neglected. Worldwide 55 to 60 percent of all CRM-projects are failing, according to the estimation of Gartner Group analysts. Why? Most companies succumb to the fallacy to have solved all problems by buying a software package. “ (Manager Magazin 12/2002) back

1 2 3 4 5 6 Recent Recovery (2005 -2007) CRM Story 1 2 3 4 5 6 1 • • • „Indian Summer“ for CRM: A new growth story? Enlightment slope? More focused, less exciting Consulting Stories: CRM as a „philosophy“ and a „journey“ ROI still considered problematic: 52% only moderately satsified or complete disappointed, 32% confess that they cannot answer the question (Survey Cap. Gemini 2006) The overall changing Scenario: new oppotunities for „nice-tohaves“? Inevitable: Differing and competing views and rationales (concurrent and cyclical movements) • • Diffusion or Translation. Instituionalization despite or because of Translation: Doing SFA under CRM? Rediscovery of the notion of Relationship in general? Institutionalized Discourse back