Customer orientation or the customer is king is a key word of the management economics, which the dependence of the enterprises on customer points out. Missing customer orientation can reduce the conversions. The causes for customer orientation lacking lie frequently in the culture, the structure and the processes of the enterprise.

Customer orientation as strategy requires new processes and a changed Unternehmenskultur. Despite substantial expenditure, which is connected with the way to the customer-oriented enterprise, it is worthwhile itself for enterprises. The ability of the fulfilment of customer expectations is evaluated as a crucial competition advantage.

Future trend process orientation

Process orientation is a crucial success factor for consistently lived customer orientation. This applies to all divisions, which are connected in an internal customer suppliers' relation. According to a study of the University of Trier (June 2003) measure out 72.7 per cent of the asked enterprises of process orientation for example in the selling an increasing meaning. Hereunder applies it on the one hand to adjust Ineffizienzen: Business processes must be strengthened co-ordinated in the enterprise, in order successfully to master the increasing complexity with market and customer side. On the other hand it will be necessary, process thinking and - an acting more strongly into the marketing department for building, in order to define in place of one "„black box selling "“transparent procedure and behaviors, which are to be adapted to future change need better.

85.4 per cent of the asked enterprises attach to a faster and more efficient operation of customer's requests and requirements an increasing meaning. Structures and processes must stand in the agreement, whereby the structure has to orient itself at the processes.

Customer expectations from tomorrow

The conviction that rising customer requirements will be one of the largest challenges in the future scenario selling 2010, is 51.5 per cent of the asked ones. That above all, because it will come also for 61,1 per cent of the enterprises to a sinking customer loyalty, those from shorter product life cycles, increasing transparency and more with difficulty becoming personal connections results. All factors together produce more "„moment OF truth "“in shorter time and thus potenzielle change situations, which lower the hurdle, to change the manufacturer or the mark. Discontent of customers in the B2B-Bereich will have thereby in the future by far more serious effects than so far, so that it will depend on the ability of selling coworkers and enterprises to deal with it professionally.

Customer Relationship management (CRM) became by this trend an important topic in the economical theory and practice. Here however the discrepancy shows up between desire and reality. The introduction of a CRM plan, depending upon inquiry, between 70 and 80 per cent of the enterprises, did not even convert it 20 per cent.

See also

• Customer satisfaction, customer connection, Customer Relationship management, service, relations work, emotion work, coworker orientation, goal cost calculation, Clienting, complaint management

Literature

• Whiteley, R. (1993): Their customer is the Boss - the customer-oriented company, Freiburg, ISBN 3-448029-24-6
• Ederer, g./being value, L. (1998): The fairy tale of the king customer. Service in Germany - desert or Open brook; ISBN 3-930799-47-2
• Bruhn, M. (1999): Customer orientation. Components for a exzellentes Customer Relationship management (CRM), Munich, ISBN 3-42350-808-6
• Bruhn, M. (2002): Integrated customer orientation. Implementation of the customer-oriented management, Wiesbaden ISBN 3-409120041
• Bruhn, m./Homburg, C. (2003): Manual customer connection management, Wiesbaden, ISBN 3-40942-269-2
• Peterke, J. (2005), of and with which customers learn, in: "“IO new management"” 12/2005 - magazine for enterprise sciences and guidance practice, Zurich
• Peterke, J. (2005): Consistent customer orientation, in: "“Magazine for ergonomics"” 5/2005, Darmstadt

Related links

• The fairy tale of the king customer, of Professor L. being value
• From and with the customers learn, from Peterke
• Consistent customer orientation, of Peterke

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