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The purpose of this paper is to analyse all aspects linked to the new business models which create markets, disrupt markets, shift product-market boundaries, and alter competitive structure. Traditional companies are facing these new entrants which create new competitive dynamics that threaten the bottom lines of incumbents. 

In the first part, the characteristics of these new business models are detailed. Disruption, disintermediation and dematerialization represent the difference between the linear and new business models. These features allow the value chain to be reduced and transformed: linear companies no longer have the control of the entire value chain. The reconfiguration of the value chain is not the only factor to take into account. Indeed, new entrants have totally changed the way people consume because they understood that customer’s behaviour is changing over time. Being customer-centric by following an “Outside-In” approach is the key to succeed. Environmental threats and opportunities (innovation, digitalization, regulation, etc.) must be taken into account as they interact with the existing organizations to avoid business model obsolescence or less profitability. Investing in a digital transformation is therefore a necessity to help counter these new entrants and to improve the customer journey, allowing customers to experience unique and personalized experiences. However, investing in social networks only is not enough.

Then, a special focus on the hospitality sector is described. In the second part we assess the potential impact Airbnb may have on independent hotels and hotel chains. The Airbnb platform is based on the collaborative economy that has effects on technologic, economic and social dimensions. Moreover, the aim of Airbnb is to possess the end-to-end travel experience of its users. This value proposition represents the strength of the business model which is designed with new technologies. Traditional hotels, whose business models are based on a linear model, need to strengthen their position in the minds of customers, by for example simplifying the online booking procedure, emphasizing how the hotel experience is different from the others or by helping guests find local and authentic experiences. The hotel chain AccorHotels understood the importance of a digital transformation to conquer the customer. In summary, three different case studies are described to explain how new business models are disrupting market.

digital transformation, disruption, sharing economy, customer centricity --- Sciences économiques & de gestion > Marketing

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As a leader in your organization, you will be very familiar with your organization’s key financial statements and monthly management reports. You may have spent countless hours discussing budgets and expenditures.But how much time have you spent reflecting on the fact that these revenues are generated by actual customers—the people who pull out their wallets and pay for your products and services? In The Customer-Base Audit: The First Step on the Journey to Customer Centricity, experts Peter Fader, Bruce Hardie, and Michael Ross start you on the path toward really getting to understand your customers’ buying behavior as well as the health of your overall customer base.A customer-base audit is a systematic review of the buying behavior of a firm’s customers using data captured by its transaction systems. It will help you answer questions such as:-- How healthy is your customer base? How realistic are your growth objectives?-- How do your customers differ in terms of their behavior and value?-- How has the quality of your customers changed over time?-- What changes in customer behavior lie behind period-to-period changes in firm performance?-- What is important to your high-value customers? Which products help you acquire and retain your best customers?Fader, Hardie, and Ross present five “lenses” through which an executive can address questions like those above. The answers are often lurking in various parts of the organization, but it is rare to find all the relevant analyses in one place, let alone performed on a regular basis (as an audit should be). Yet without such a basic, systematic understanding of the foundations of the firm’s primary source of cash flow, how can executives make informed decisions?Fader, a Wharton professor, is the author of Customer Centricity and coauthor of The Customer Centricity Playbook, both of which have helped businesses radically rethink how they relate to customers. In this first step of the journey, Fader, Hardie, and Ross assist leaders in gaining a fundamental understanding of their customers’ buying behavior—and thus their company as a whole.

Customer relations. --- Customer services. --- customer analytics. --- customer centricity. --- customer relationship management. --- customer-base audit. --- data science. --- marketing.

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Reputation is described as the most relevant asset in a company (Helm, 2011). Liehr-Gobbers and Storck (2011) adds that reputation has become a prerequisite to achieve organizational success. In the case of hotels, reputation grew in important over the recent years.
This thesis intends to demonstrate how reputation is created and managed through strategic intelligence. The objective is to answer to two research questions based on case studies, on hotels in the area of Spa, in order to demonstrate how to work on reputation through the tool that is strategic intelligence composed of this three pillars. Moreover, the two research questions were also answered with the help of a quantitative study, oriented towards customer sounding.
The two research questions are:
1. To what extent is strategic intelligence used by hotels to create their reputation?
2. To what extent is strategic intelligence used by hotels to manage their reputation?
In order to answer the second question, three hypothesis will be created.
Hypothesis 1: Scanning allows an increased knowledge of the image of the hotel which allows to maintain and improve the level of the hotel.
Hypothesis 2: Sharing knowledge maintains competition and pushes hotels to innovate on certain criteria valued by the customers and thus improves their reputation.
Hypothesis 3: Formal hotel communication builds loyalty among existing customers and brings in new ones that maintain reputation through informal communication.
The third part, results, will analyse a case study of three hotels, different in their type (rank, independent or hotel chain). Through interviews, it has been possible to demonstrate the way everyone works in front of reputation but above all through strategic intelligence and its three pillars.
In the fourth and last part, discussion, a quantitative study will be conducted in order to collect data from the customer perception. All this information will be used to support the answers to the various hypotheses and thus to demonstrate them from an external point of view, independently from the three hotels studied before.

Réputation --- intelligence stratégique --- intelligence économique --- hôtel --- satisfaction des clients --- Reputation --- strategic intelligence --- business intelligence --- scanning --- hotel --- customer centricity --- Sciences économiques & de gestion > Marketing

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Long description: Biographical note: Marco Hassler arbeitet bei Merkle, einer führenden Customer Engagement Agentur. Er berät Großunternehmen zu Marketing-Technologien und der Nutzung von Daten für erfolgreicheres Marketing. Bereits seit über 20 Jahren ist er im Digital-Umfeld tätig und war Miteigentümer der Digital-Agentur Namics.

Marketing. --- Privatsphäre --- Kundenbindung --- Social media. --- Internet marketing. --- Web usage mining. --- buch --- Datenauswertung --- datensammlung --- Privacy. --- Customer Journey --- kundenzentrierung --- data driven marketing --- customer centricity --- digital analytics --- mitp --- digital marketing --- adtech --- customer data platform --- data strategies --- Marketing --- martech --- performance marketing --- Planning.

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This thesis examines the dynamic landscape of change management within the business sector,
specifically focusing on the Business Unit Services Energy South (SES) and Services Energy North (SEN)
at John Cockerill. Historically, SES has been engaged in managing large-scale structured projects while
SEN has specialized in rapid-response incident handling. Recent strategic decisions have led to the
proposed fusion of these units by the end of 2024 to leverage their complementary strengths and
create a more unified service offering.
The primary objective of this study is to analyze and enhance the commercial strategies of these
business units by implementing and optimizing commercial tools. The integration of these tools aims
to address and streamline internal business processes, thereby improving efficiency and service
delivery. This transformation involves a careful examination of existing tools, identifying their
limitations, and deploying new ones that meet the specific needs of the combined entity while
adhering to internal regulations.
The anticipated outcome of this study is to establish a model for successful integration of business
units within John Cockerill, potentially setting a standard for similar transformations within the
industry. This thesis provides a detailed blueprint for strategic development, aiming to significantly
enhance the operational capabilities and competitive positioning of the business units involved.

Optimisation --- Business Unit --- Stratégie --- Outils commerciaux --- CRM --- Outils de reporting --- PowerBI --- Customer Centricity --- Sciences économiques & de gestion > Stratégie & innovation --- Sciences économiques & de gestion > Gestion de l'entreprise & théorie des organisations --- Sciences économiques & de gestion > Marketing