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Die Multi-Channel Strategie des führenden deutschen Versandhändlers

Beatrix Brocks, Andreas Fischer, Annalena Dierlam und Isabell Sandner

Otto stellte sich bereits früh breit auf und gehörte zu den Ersten die das E-Business für sich entdeckten
          

17. August 1949 Gründung durch Werner Otto als Schuhversandhandel 1950 Erster Otto Katalog Erster Versandhandel der Zahlung auf Rechnung akzeptierte, 5% Rabatt bei Sammelbestellung 1969 Gründung der Hanseatic Bank 1970 Beginn der Internationalisierung der Otto Group 1972 Gründung von Hermes Paket

1974-86 kauft Otto Heine Katalogversand und Schwab Versand und gründet BonPrix
1981 Michael Otto, Sohn des Gründers, wird Geschäftsführer 1993 gründet Otto den Reiseveranstalter OFT (Otto Freizeit und Touristik Group) 1995 Einstieg ins E-Business Positionierung als sozialverantwotliches Unternehmen mit Hilfe von Gütesiegeln



2000-04 Einstieg ins m-Business/m-Commerce, eigene Schnelldurchwahl per SMS, weitere technische Innovationen
Zwischen 1986 und 2005 mehrere - teils anteilige - Firmenübernahmen bzw. Joint-Ventures 2005 Partnerschaft mit Microsoft

 

Der Umsatz der Otto Group pro Jahr (in Mrd. Euro) stieg bis zum Jahrtausendwechsel rasant an und stagnierte dann
16 14 12 10 8 6 4 2 0 1970 1999 2002 2003 2004 2005

+50%

Die Otto Group gehört zu den größten Versandhändlern weltweit und verfolgt eine Multi-Channel Strategie




    





Größter internationaler (Katalog-)Versandhandel / Zweitgrößter Online-Versandhändler nach Amazon 26. Platz bei den Händlern weltweit/ PricewaterhouseCoopers (2000) Multi-Channel Strategie (E-Business, Einzelhandel, Katalog) Versand/ Kataloghandel ist das Kerngeschäft In 19 Ländern vertreten und besitzt 123 Sub-Unternehmen Agiert hauptsächlich in Europa, Asien und Nordamerika Zielgruppe: Familien mit Kindern und Frauen zwischen 25 und 45 Jahre Die Produktpalette umfasst Textilien, Möbel und Gebrauchsgüter, sowie Logistik-, Finanz- und Touristik-Dienstleistungen CSR als Unternehmensphilosophie

Die Otto Group steht auf drei Säulen, dem Multi-Channel Einzelhandel, den Finanzdienstleistungen und dem Service

Die Otto Group zeichnet sich durch Multi-Channel Vertrieb, Fokus auf Serviceleistungen sowie Früherkennung von Innovationen aus


Umsatzstruktur
  

Umsatz: 14,4 Mrd. € / Nettogewinn: 286 Mio. € 49,3 % in Deutschland 91,7% in Europa Segmente: Multi-Channel-Einzelhandel, Finanzdienstleistungen, Service



Leistungsprogramm:
   

Produktsortiment: Textil, Möbel, Gebrauchsgüter sowie Logistik-, Finanz- und Touristik-Dienstleistungen
Mittlere Preisstruktur Serviceorientierung (After Sales, 24h Kundenservice) 66% des Umsatzes im Geschäftsjahr 2004/05 durch Multi-Channel Einzelhandel



Vertriebsstrukturen:





Eigenes Logistikunternehmen für Versand (Hermes Paket Dienst)
Modernes webgetriebenes Handelsunternehmen (E-Commerce-Händler) Fokus auf Umwelt und soziale Verantwortung (90% der Textilien sind umweltbewusst produziert)

Unternehmenspositionierung:
 



Joint Ventures (Sumitomo Corporation, Castro) und Kooperationen (Microsoft)

Während der traditionelle Handel stagniert, ist der wachsende Onlinemarkt hohem Wettbewerbsdruck ausgesetzt




Marktsituation:  Traditioneller Handel stagniert  Hohe Eintrittsbarrieren für neue Händler im traditionellem Handel durch Machtposition der „Großen“ (Otto & Karstadt 50% Marktanteil im Versandhandel)  Trend zu neuen Technologien, z.B. Mobile Shopping  Wachstum des Onlinegeschäfts über 10% pro Jahr  Marktvolumen E-Commerce stieg in vier Jahren von $60 Mrd. auf $428 Mrd. Konkurrenzsituation:  Hoher Wettbewerb, vermehrt Onlinehändler auf dem Markt  Starke Position der „Generalisten“ Amazon und Ebay (wenig Service, günstige Preise)

Durch Rezession und geringes Wirtschaftswachstum sind die Kunden durch Preissensibilität und Convenience charakterisiert
Umfeldsituation:




Durch verlängerte deutsche Wirtschaftskrise geringes Wachstum des BIP (1,6% in 2005) Lohnsteigerung von 0,2% im Q1/2005 Preisbewusstsein der deutschen Kunden durch Rezession Kunden sind sparsam, Kauf von Basics anstatt teuren Artikeln Kein Markenbewusstsein, sondern Preissensibilität -> Kauf bei Discountern/Outlets Konsumenten kaufen vermehrt online (Bequemlichkeit, Verfügbarkeit, Zahlungsmöglichkeiten, Vergleichbarkeit, Kundenservice)




Kundensituation:
  



Die Otto Group setzt auf eine differenzierte Mehrmarkenstrategie mit umfassendem Multi-Channel Vertrieb

Preis

Mittelpreisstrategie

Mehrmarkenstrategie

Produkt

Distribution

Multi-Channel Vertrieb

Strategie
Sukzessive Globalisierung Internationalisierung Prozesse Outsourcing der Produktion, eigene Logisik

Familien mit Kindern, Frauen

Zielgruppe

Organisation

Dezentral, unternehmergeführt

Multi-Channel-Vertrieb, Kundenservice und Nachhaltigkeit gehören zum erfolgreichen Unternehmenskonzept der Otto Group


Multi-Channel-Vertrieb: 3 Einkaufskanäle für individuelle Kundenbedürfnisse



 

E-Commerce: M-commerce (mobile Geräte), t-commerce (TV) services Katalog Stationärgeschäft 2004: Introscope solution Virtuelle Anprobe Ansprache verschiedener Zielgruppen (Castro, Sheego, Bonprix, SportScheck) Ergebnis: hohe Kundenzufriedenheit (beständiges Angebot von Produkten guter Qualität zu vernünftigen Preisen) Einführung von Bestellungen per Telefon als erstes Unternehmen 2002: i-Mode Technologie 2003: 1. deutscher Einzelhändler, der eine Kurzwahlnummer anbietet (6886) 2003: Erster live MHP shopping service (t-commerce service) 2005: e-commerce Kooperation mit Microsoft („Digital Lifestyle Shopping“)  interaktive Distributionskanäle Umweltschutz als erklärtes Unternehmensziel seit 1986 Umweltfreundliche, qualitätsgeprüfte Produkte

Fokus auf Service-Angebote / Kauferlebnis
  




First Mover: Früherkennung von Trends und Innovationen
   


 

Fokus auf Qualität und Nachhaltigkeit
 

Bestimmendes Ziel der Otto Group ist die Marktposition durch Internationalisierung und Ausbau der USP zu stärken


Ziele:
Anteil des E-Commerce ausbauen  Nachhaltiges Wachstum in weiteren Geschäftsfeldern  Ansprache vielversprechender Zielgruppen (Kunden erreichen)  Ausbau neuer Märkte  Corporate Responsibility




Handlungsbedarf:
Fortlaufende Globalisierung  Alleinstellungsmerkmale ausbauen


Neben überzeugenden Stärken und Marktchancen weist die Otto Group auch einige Schwächen auf und ist Risiken auf der Marktseite ausgesetzt

Strengths
        Führungsposition im Einzelhandelsmarkt Multi-Channel-Strategie First-Mover: Effiziente Nutzung neuer Technologien Sonderlieferzeiten After-Order-Stage Innovativ im E-Commerce (Digitale Anprobe) Synergieeffekte durch Subunternehmen CSR/Umweltbewusstsein

Weaknesses
 Kooperation mit Microsoft, Technologie basiert auf Windows  Hoher Koordinations- und Kostenaufwand durch MultiChannel-Strategie  Schwierigkeit Überblick über Vielzahl von SubUnternehmen zu behalten  Ungünstige Lieferkonditionen für Kunden  Unternehmensimage wird von Kunden nicht/falsch wahrgenommen

Opportunities
 Online-Shopping im Wachstum (Europa) durch Convenience-Faktor  Wettbewerb durch größere Produkttiefe und besseren Kundenservice  Immer neue Möglichkeiten durch technische Innovationen  Wachstumspotenzial in anderen Ländern

Threats
 Zunehmendes Preisbewusstsein beim Kunden  Viele Konkurrenten, auch zunehmender Wettbewerb im Online-Einzelhandel  Langanhaltende Rezession in Deutschland  Kannibalismuseffekte durch unterschiedliche Kanäle/Sub-Unternehmen  Hohe Investitionen nötig um mit technischen Entwicklungen Schritt halten zu können  Zukünftige Trends müssen voraus gesagt werden

Folgende Ansätze sind zur nachhaltigen Erfolgsausrichtung von der Otto Group als Unternehmen zu empfehlen

① Expansion in Wachstumsmärkte

② Neue Zielgruppen akquirieren
③ Ausweitung von technischen Kooperationen ④ Serviceangebote und CRM fördern

Die Expansion in Wachstumsmärkte könnte den Umsatz der Otto Group steigern


Expansion in Wachstumsmärkte
 Ausdehnung

in BRICS-Staaten

Vorteile: Umsatz-/Ergebnispotenziale, Erhöhung von Marktanteilen, Synergieeffekte bei Produktionen, Stagnierung im Europäischen Markt ausgleichen Nachteile: Kulturelle Unterschiede erschweren Expansion, Markteintritt mit hohen Kosten verbunden Umsetzung: Akquisitionen von etablierten lokalen Unternehmen Potenzial: Risikostreuung, hohes Wachstumspotenzial der Märkte

Durch weitere Sub-Unternehmen könnte die Otto Group neue Kundensegmente abschöpfen


Über Sub-Unternehmen neue Kundensegmente akquirieren
‚Best Ager‘ als zahlungskräftiges Segment  Trendbewusste Männer


Vorteile: Ausschöpfung neuer Kundensegmente Nachteile: Kostenintensiv durch neue Produktlinien/Unternehmensaufbau Umsetzung: Altersgerechte Shop- und Angebotsstruktur, maskuliner Unternehmensauftritt Potenzial: Wachsende Zielgruppe durch demographischen Wandel, Mentalitätswandel bei Männern hin zum modischen Auftritt

Mit Hilfe von technischen Kooperationen könnte die Position der Otto Group als First-Mover gestärkt werden
 Ausweitung
 Ausbau

von technischen Kooperationen

von M-Commerce  Interaktive Mediennutzung

Vorteile: Multi-Channel-Strategie weiter ausbauen, umfassende Erreichbarkeit Nachteile: Hohe Kosten, Berücksichtigung unterschiedlicher Software der Nutzer Umsetzung: Kooperationen mit führenden Technologieunternehmen (z. B. Software, Apps, interaktives TV) Potenzial: Prognose: Anteil neuer Medien am Gesamtumsatz des Handels von 20%, First-Mover bei Innovationen

Die Otto Group könnte sich durch erweiterte Serviceangebote von der Konkurrenz abheben


Serviceangebot und CRM fördern
Kundenbedürfnisse erkennen durch Marktforschung  Soziales Marketing  Interaktives Einkaufserlebnis schaffen


Vorteile: Gezielt Kundenbedürfnisse ansprechen, positives Einkaufserlebnis beim Kunden, Wettbewerbsvorteil durch USP Nachteile: Sehr Kosten- und Zeitintensiv, hohe Technikstandards, Gefahr der Ablehnung vom Kunden Umsetzung: Pflege der Social Media-Kanäle, persönliche Beratung auf Webseite Potenzial: Zunehmende Relevanz von Social Media Kanälen, individueller Service als USP

Management Summary I
 









Otto stellte sich bereits früh breit auf und gehörte zu den Ersten die das E-Business für sich entdeckten Der Umsatz der Otto Group pro Jahr (in Mrd.) stieg bis zum Jahrtausendwechsel rasant an und stagnierte dann Die Otto Group gehört zu den größten Versandhändlern weltweit und verfolgt eine Multi-Channel Strategie Die Otto Group steht auf drei Säulen, dem Multi-Channel Einzelhandel, den Finanzdienstleistungen und dem Service Die Otto Group zeichnet sich durch Multi-Channel Vertrieb, Fokus auf Serviceleistungen sowie Früherkennung von Innovationen aus Während der traditionelle Handel stagniert, wird der wachsende Onlinemarkt von wenigen großen Anbietern dominiert

Management Summary II
 









Durch Rezession und geringes Wirtschaftswachstum sind die Kunden durch Preissensibilität und Convenience charakterisiert Die Otto Group setzt auf eine differenzierte Mehrmarkenstrategie mit umfassendem Multi-Channel Vertrieb Multi-Channel-Vertrieb, Kundenservice und Nachhaltigkeit gehören zum erfolgreichen Unternehmenskonzept der Otto Group Bestimmendes Ziel der Otto Group ist die Marktposition durch Internationalisierung und Ausbau der USP zu stärken Neben überzeugenden Stärken und Marktchancen weist die Otto Group auch einige Schwächen auf und ist Risiken auf der Marktseite ausgesetzt Folgende Ansätze sind zur nachhaltigen Erfolgsausrichtung von der Otto Group als Unternehmen zu empfehlen
   

Die Expansion in Wachstumsmärkte könnte den Umsatz der Otto Group steigern Durch weitere Sub-Unternehmen könnte die Otto Group neue Kundensegmente abschöpfen Mit Hilfe von technischen Kooperationen könnte die Position der Otto Group als FirstMover gestärkt werden Die Otto Group könnte sich durch erweiterte Serviceangebote von der Konkurrenz abheben

Beatrix Brocks, Andreas Fischer, Annalena Dierlam und Isabell Sandner

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...In the story, The Diary of a Young Girl: Anne Frank, Anne compares the eight occupants of the “Secret Annex,” to a piece of little blue heaven. I feel that Anne is referring to the black rain clouds around them are the Nazi’s coming closer to finding them. Anne notices the fighting in the streets and how Nazi’s are taking away people every day which worries her more. She starts have nightmares of what might happen, and how she might be taken away from her family. I feel that Anne compares the families to the little blue heaven because she feels safer with them in the annex, and their “...circle which separates us from the approaching danger closes more and more tightly,” (Frank 115) shows how they come closer and closer to being found each day. Anne becomes more and more afraid that they will be caught. Anne goes into a deep state of depression because she feels there is not a living person she can talk to about her problems. She has nightmares of being shipped off away from her family, or of the “Secret Annex” being on fire. Anne tries hard to occupy herself with books and education, but it won’t help her to have her fears go away. I think the “black rain clouds” refer to some people becoming very suspicious of all the noise coming from the annex, and how the Nazi’s are coming closer and closer to figuring out where they are. Anne is very scared and worried for her family as she describes their little safety circle, “Now we are surrounded by danger and darkness that we bump...

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Comparing The Franks And The Van Pels

...From 1942 Anne frank which was 13 years old when she entered the annex, her family and another family the Van Pels entered the annex. Margot the sister of Anne is very quiet and is 16 years old when she enters the annex. Otto and Edith Frank are the parents of Margot and Anne and are very generous people. Hermann the dad, Auguste the mom, and Peter Van Pel the son. The Van Pels care for their stuff very much and are very selfish other than Peter while the Franks don’t care as much for their stuff and are very generous and kind. The Franks and the Van Pels couldn’t use the water at all and couldn’t flush the toilets and had barely enough food. They closed the windows with housemade blinds with blankets. They sometimes would be able to open...

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You Can't Handle the Truth

...Diary of Anne Frank: Paper Christopher Bauer On her thirteenth birthday, Anne Frank’s parents give her a diary. She’s excited because she wants someone, or something, in which to confide all of her secret thoughts. Even though she has a rich social life, she feels misunderstood by everyone she knows. Anne starts writing about daily events, her thoughts, school grades, boys, all that. But, within a month, her entire life changes. As Jews in German-occupied Holland, the Frank family fears for their lives. When Anne’s sister, Margot, is called to appear before the authorities, which would almost surely mean she was being sent to a concentration camp, Anne and her family go into hiding. They move into a little section of Anne's father's office building that is walled off and hidden behind a swinging bookcase. The little diagram of the office building and "Secret Annex" along with the Thursday, July 9, 1942 entry gives us the layout. For two years, the Frank family lives in this Secret Annex. Mr. and Mrs. van Daan and their son Peter (who is a few years older than Anne) are also in hiding with the Franks. Later, Mr. Dussel, an elderly dentist moves in, and Anne has to share her bedroom with him. Anne’s adolescence is spent hidden from the outside world. She’s cooped up in tiny rooms, tiptoeing around during the day and becoming shell-shocked from the sounds of bombs and gunfire at night. Luckily, the Franks have tons of reading material and a radio. Anne grows in her knowledge...

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