Kundenbeziehungsmanagement

Wissenszentrum

Was ist Kundenbeziehungsmanagement? Beschreibung

Kundenbeziehungsmanagement kann unterschiedlich definiert werden. Einige Personen betonen die Bedeutung von Informationstechnologie im CRM, einige vertreten die Auffassung, dass CRM das Vorhandensein einer kundenzentrierten Organisation voraussetzt, einige glauben, dass CRM eine funktionelle (Marketing-) Strategie ist, andere heben hervor, dass CRM hauptsächlich eine Unternehmensstrategie ist. Wir stimmen mit Peelen überein (Kundenbeziehungsmanagement, 2006), dass die Definition der Gartner Group (2004) attraktiv ist: CRM ist eine durch IT ermöglichte Unternehmensstrategie, dessen Resultate die Profitabilität, Umsätze und Kundenzufriedenheit optimieren, indem man sich um Kundensegmente herum organisiert, kundenzufriedenstellende Verhaltensweisen pflegt und kundenfokussierte Prozesse implementiert.

CRM ist eine Unternehmensstrategie und ist mehr als nur eine funktionelle Strategie. Es berührt die Organisation als Ganzes: Marketing, Verkauf, ES, Logistik, Finanzierung, Produktion, F&E, Stunde, Management, etc. Wenn wir folglich CRM definieren, ist es sofort klar, dass die Implementierung eines umfassenden CRMs eine abschreckende Herausforderung ist.

Das Schaffen von rentablen und sehr effizienten (kundenzugewandten) Prozessen ist nicht genug. Für richtiges Kundenbeziehungsmanagement werden eine Kundenbeziehungsstrategie, eine Kundenmarketingphilosophie anstatt einer Transaktionsmarketingphilosophie, sowie eine Kundenorientierung der gesamten Organisation benötigt.
 

Ursprung von Kundenbeziehungsmanagement. Geschichte

Die achtziger Jahre waren geprägt durch die Entstehung des Directmarketing, welches primär auf Kundendatenbanken zurückgreift. Christan Grönroos und Evert Gummesson der „Nordischen Schule“ und Theodore Levitt verdienen eine spezielle Erwähnung in diesem Artikel. Sie waren die ersten, die Relation Marketing im Vergleich zu Transaktionsmarketing beschrieben. Sie definierten auch die Eigenschaften von kundenzentrierten Organisationen und stellten die entsprechenden Marketingwerkzeuge zur Verfügung. Im Jahr 1995 beschrieben Treacy und Wiersema (1995) ihre drei Wertdisziplinen. Kundenbeziehung war eine von ihnen. Infolgedessen entwickelte sich CRM in den neunziger Jahren von einem webbasierten Kontaktmanagement- und Informationstool zu einer kundenorientierten Strategie.

Gebrauch von Kundenbeziehungsmanagement. Anwendungen

• Unternehmen, die eine Kundenbeziehungsstrategie umsetzen möchten.
• Unternehmen, die ein kundenfreundliches Image erreichen möchten.

Schritte im Kundenbeziehungsmanagement. Prozess

Die folgenden Dinge bilden die Hauptelemente, um eine auf Kundenbeziehungen ausgerichtete Organisation zu schaffen:

1. Ausgeprägte kundenorientierte Führung.
2. Die Mission, eine kundenbeziehungsorientierte Organisation, mit einer Ausrichtung auf langfristige Geschäftsbeziehungen, zu sein.
4. Die Hauptstrategie ist es, durch Kundenbeziehungen erfolgreich zu sein.
5. Unternehmenswerte und Mitarbeiterwerte sind auf die Betreuung von Kunden fokussiert.
6. Verhaltensstandards reflektieren das Einfühlungsvermögen für den Kunden und den Wunsch, ein langfristiges Verhältnis und Engagement aufzubauen.
7. Eine kundenbeziehungsorientierte organisatorische Kultur.
8. Eine Organisation, die Kundenkontakte in den Mittelpunkt stellt. Vergleichen Sie mit: Co-Creation-Ansatz, Business Process Reengineering-Ansatz.
9. Personen: einfühlsame Kommunikationsfähigkeiten, Betreuung von Kunden.
10. Systeme, die dabei helfen können, harte Werte mit weichen Werten zu verbinden und zu managen, wie die Wert-Gewinnkette und die Balanced Scorecard-Konzept.

Stärken von Kundenbeziehungsmanagement. Nutzen

• Ausgeprägte Beziehungen mit Kunden bieten einen Grad an Schutz vor den Aktivitäten der Konkurrenten.
• Loyale Kunden können rentabler sein. Neue Kunden zu gewinnen ist kostspielig, zufriedene Kunden könnten mehr kaufen, glückliche Kunden könnten zusätzliche Kunden bringen, etc.

Einschränkungen von Kundenbeziehungsmanagement. Nachteile

• Die Implementierung von CRM in einer umfassenden Weise bedeutet kein Stillstand.
• Große CRM Investitionen rentabel durchzuführen ist schwierig.
• Das Erzielen eines nachhaltigen Wettbewerbsvorteils mithilfe von CRM ist noch schwieriger.

Annahmen von Kundenbeziehungsmanagement. Bedingungen

• Wenn wir gut zu Kunden sind, werden sie gut zu uns sein.
• Der Wechsel von der gegenwärtigen strategischen Disziplin hin zu einer Kundebeziehungsdisziplin ist möglich.

Beurteilen von Kundenzufriedenheitsniveaus

Zwei Techniken, um das tatsächliche Kundenzufriedenheitsniveau zu beurteilen, sind das Kundenzufriedenheits-Modell und SERVQUAL-Ansatz für Dienstleistungsunternehmen.

Buch: Ed Peelen - Kundenbeziehungsmanagement

Buch: Heskett, Sasser and Schlesinger - The Service Profit Chain

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