Customer-related strategy

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The customer-related strategies are an element of key account management that is itself part of a corporate strategy. These can be grouped into the product, the service and the supplier.

The key account management and the customer-related strategies can be related and clearly visualized using the Business Model Canvas . This is a concept to describe and revise a business model. A corporate strategy can be developed by considering the essential components. This model is made up of nine building blocks, with the customers on one side and the partners on the other. The concept of the Business Model Canvas is the basis for the Project Canvas , although the individual building blocks of the methods differ.

Purpose of a company

According to Peter Drucker , the goal of a company is not to maximize profits, but to find customers who are interested in the products. One aspect is active marketing . The customer determines the market through his requirements, while the entrepreneurs present their products, which should meet customer needs, on the market.

Another aspect for the customer is innovation. The company should try to be better than its competitors in key areas of product, process or service quality through the innovation. It is also helpful that the product meets several customer requirements. The innovation can be implemented through lower prices for a product, but also through a new type of use.

In conclusion, it can be said that the purpose of a company is determined by the customer. The properties must correspond to the customer's needs and should therefore be viewed and defined from the customer's point of view. The customer thus plays an essential role in corporate planning and in the production processes.

Customer-related quality management strategies

Customer portfolio

First, the questions should be asked what benefits the strategy has for your own company and for the customer, especially with regard to the differentiation in quality from the competition.

The starting point is the creation of a customer portfolio . The most important decision-making aspects are compared with each other and the view of the entrepreneur on the customer and also the view of the customer on his own company are shown in a two-sided view using a portfolio matrix . With the help of the portfolio analysis, information about the competitive situation and attractiveness of the customer is collected and evaluated. From this knowledge can be gained for the design of new relationships or possible strategies. The customers are assigned to one of four matrix fields and thus divided into different customer groups.

The development customers field describes the customers whose importance is not yet clear. Usually new or rare customers can be classified in this group. The group of premium customers, the so-called "key customers", is located in one field. These customers are the most important to the company because they have long relationships with customers, they shop regularly, and they make up a significant part of sales. With the help of these customers, the company is recommended. Because of their reliability, they should therefore be well looked after and kept. In addition, there are the relegated or waiver customers, who have little value for the company, since the turnover is usually lower than the costs caused by the customer.

Customer acceptance

Another aspect of the customer portfolio is customer acceptance, i.e. the customer's requirements for the entrepreneur. The advantage of a product over previous products and the current competitive situation in this segment play a not insignificant value. However, this is perceived differently by each customer depending on their use. In addition, customers expect a product whose operation can be learned quickly, depending on the level of knowledge and usage. Another aspect is how well the product can be presented to customers, for example with the help of advertising. These criteria can be determined through questions to the customer or a profile of the customer about the supplier and weighted by the customer, whereby one gets an objective evaluation of the supplier. It is also possible to compare the services of the different providers.

Necessary quality features

The customer portfolio analysis shows what requirements the selected customer segment places on the product. To do this, it is necessary to find the right level of quality and to execute the characteristics that are important for the customer in a high quality, since the customer's opinion is decisive for his quality assessment. For example, there is the possibility of trained test persons to determine the necessary properties of a quality feature. An analysis can be used to determine which properties the customers consider necessary in the product and how this can be implemented. The Kano model, for example, is helpful here. The priority is therefore to attach importance to the customer-specific product features and to implement them according to customer requirements.

Competitive strategies regarding quality

With the adaptation strategy, the company wants to align its strategy with the strategy of the customer and thus help him to realize his own strategy. For this, however, an adaptation and linking of the two strategies is necessary, which results in constant quality improvement. Since the competencies were combined here, the company also benefits other customers as a supplier. However, the prerequisite for the company is that it is informed about both the strengths and weaknesses of the customer and his requirements.

1. Differentiation strategy : The company wants to meet the wishes of its customers, but also to stand out from the competition. The task of the company is now to fathom the characteristics in which the customer would like to specialize and to track them together.

2. Quality advantage strategy : The company wants to prove itself to the competition through better quality, which corresponds to a variant of the differentiation strategy. The supplier must recognize which quality features are intended and how they can best be implemented.

3. Niche strategy: This strategy is also a variant of the differentiation strategy and deals with the fact that the company wants to operate as a market leader or sole provider in a certain market area. Therefore, it is first necessary to find out what expectations the customers have in this area. The company can help secure and expand the desired position.

4. Software profiling: In this case, the company would like to make itself known through good advice, which is often used in the service areas. The company should expand its services here.

5. Strategy of cost leadership: The company wants to offer the lowest possible prices in its segment. With the help of a suitable supplier structure, savings can be made through large production quantities and constant control of costs.

6. Time leadership strategy: With this corporate strategy, the company wants to stand out through its speed.

7. Time-quality-cost leadership: This strategy corresponds to "Lean Management". In this case, all work steps should be coordinated in order to achieve a product that meets customer requirements through improved productivity and thus increase the success of the company. The company must put itself in the position of the customer in order to be able to offer him corresponding services.

In addition to the adaptation strategy, in which the supplier adapts to the customer, there is also the design strategy. Here, the customer's strategy is redesigned by the company.

Expectation Management Strategies

In expectation management, it is important to adapt the service provided to customer expectations. It is relevant to control customer expectations in the interests of the customer, for example, in order not to get caught in a so-called “expectation spiral”, in which performance must always be increased through an induced increase in customer expectations. For the customer-related strategy, it is important what kind of customer it is. If there are customers with relatively homogeneous expectations and needs, an undifferentiated strategy can be pursued. In the case of heterogeneous customer requirements, a differentiated strategy must be developed accordingly.

In order to structure customer needs, it makes sense to vary your strategy according to the three phases of the customer life cycle, which first consists of a customer acquisition strategy with subsequent loyalty and then, if necessary, the recovery of lost customers.

1. Acquisition-related expectation strategies

In customer acquisition, a distinction should be made between desired and undesired customers in order to be able to pursue their interests in a targeted manner. The main goal is to win the desired, valuable customers. For this purpose, the predictive expectations should be strengthened, since a high predictive expectation speaks for a high purchase intention. At the same time, the normative expectation should be kept high in order to prevent customers from being lost to the competition. The less desirable customers should be addressed as little as possible in terms of their expectations, in order to specifically reduce the intention to buy.

2. Attachment-related expectation strategies

Here, too, it is important to differentiate between customers. In order to optimally adapt the strategy, it makes sense to differentiate between satisfied and dissatisfied customers. For the more satisfied customers, because of the already "high perceived service quality", it is true that an increase in the predictive expectations is not necessarily required for further loyalty. On the other hand, care should be taken to lower the normative expectations somewhat in order to maintain customer satisfaction on the customer's expectation side in the future. In the case of dissatisfied customers, it is necessary to maintain high predictive expectations in order to compensate for the bad behavioral intentions resulting from the negatively perceived quality of the service. It is also important to sharply lower the normative expectations in order to continue to ensure a service quality that is perceived as higher in the future.

3. Recovery-related expectation strategies

As with customer loyalty, a distinction should be made between satisfied and dissatisfied customers. For those customers who, despite their satisfaction, are at risk of losing it, a positive perception of the service is not enough. Customer satisfaction must be achieved by increasing the predictive expectation. In addition, as with the acquisition strategy, it makes sense to strive for a high normative expectation.

A different approach must be taken with dissatisfied customers. The predictive expectations should also be high, but the normative expectation must be lowered, since this is probably the cause of the dissatisfaction, through non-fulfillment of one's own expectations. Basically, it is crucial to differentiate the customers, because it is not generally accepted that it is positive to strive for a high predictive and a low normative expectation.

Quality of processes

The process quality of the customer-related strategies in relation to quality management aims to ensure that the customer receives the product he needs in the necessary time and in the necessary quality. In addition, through good planning of these processes, cost savings or shorter production times can be achieved, which in turn increases the quality of the product. Many different factors play a role in the desired realization. On the one hand, the raw materials used for production must be free of defects, and on the other hand, the end product should also have no defects. It therefore makes sense to assess the process quality on the basis of the rejects or other errors and to calculate the resulting costs. By processing these deficiencies, the process quality is increased and the work done is also more efficient and effective. Depending on the type of company, the focus of process quality is on different characteristics. Possible strategies for good process quality are, for example, lean management or lean production . On the other hand, TQM or Six Sigma are also methods to further increase the quality of the process and thus customer satisfaction.

Product quality

With the help of the portfolio analysis, the requirements of the various customer segments for the product can be explored. Depending on the customer's wishes, the quality of the products is weighted in various aspects. Good product quality is therefore reflected in customer satisfaction. In addition, there is a minimum requirement for product quality from the state in Germany.

The employees represent a further aspect in the product quality. The product quality is demonstrably improved by the motivation and satisfaction of the employees. Suppliers also play an important role. They should know whether they should preferably deliver lower quality at a low price or high quality and thus also at a higher price. For example, a principle of the Toyota Production System states that by eliminating waste and disruptions, the basis for quality at low cost can be laid in the products. To achieve this, you should be asked five times "why" if a machine malfunctions. In this way, these disruptions can be avoided in the future and waste of working time and workers prevented. The consequence of this is a higher quality of the product. There are other benefits to eliminating waste. One aspect here is that only necessary parts are produced in all process steps in order to avoid overproduction. On the other hand, the efficiency of each worker and the various teams can be increased by eliminating waste. Ultimately, all of these measures are aimed at producing products of the highest quality at low cost.

In order to be able to assess the product quality, the needs and demands of the customer segments must be considered. Thus, through good process quality and the use of Six Sigma, a quality of the product corresponding to the price can be achieved. It must be ensured that the product meets the requirements required in the customer segment.

potential

The potential of a company can, for example, be represented by quality as a company image. The company wins its customers through its special exposure z. B. as a brand company. Another possible potential with regard to quality management is the size of a company, as customers of a larger company hope for a long-term existence and thus also for service and guarantee. These and other criteria are considered in the EFQM model , among others . The criteria of the company's potential are compared with the results. These approaches serve as points of orientation and, depending on their weighting, result in different focuses in the company's potential.

criticism

Other sources explain that there is no strategy classification in the traditional sense, only a strategy with the customer is possible. However, because there are so many different customers, there are also many strategies in place. One strategy cannot be generalized to all types of customers, but the selected strategy can be used as a guide.

Individual evidence

  1. ↑ Alexander Osterwald, Yves Pigneur: Business Model Generation. Campus Verlag GmbH, Frankfurt am Main 2011, ISBN 9783593394749 , p. 19
  2. ↑ Peter F. Drucker: What is management? The best of 50 years. 1st edition, Econ Verlag, Munich 2002, ISBN 9783430122399
  3. ↑ a b c d e Hans D. Sidow: Key Account Management: Business expansion through customer-related strategies. 8th edition, mi-Fachverlag, Landsberg am Lech 2007, ISBN 9783636030993
  4. ↑ Customer portfolio analysis: competitive advantages and higher ... / 2 Implement customer portfolio analysis with four-field matrix at haufe.de
  5. ↑ Christian Kittl: Customer acceptance and business relevance: Success factors for business models in the digital economy. 1st edition, Gabler Verlag, Wiesbaden2009, online document pdf, p. 48
  6. ↑ Robert Schmitt, Tilo Pfeiffer: Quality management: strategies-method-techniques. 4th edition, Carl Hanser Verlag, Munich Vienna 2010, ISBN 9783446434325
  7. ^ A b Klaus Olfert, Horst-Joachim Rahn: Lexicon of Business Administration. 7th edition, Herne, Kiehl 2011, ISBN 9783470456089
  8. ↑ a b Quality management for services: manual for a successful quality management. Basics - Concepts - Methods. 10th edition, Springer Gabler, Berlin, Heidelberg, 2016, ISBN 978-3-662-50360-7 , p. 220
  9. ^ A b c d Hans Dieter Seghezzi, Fritz Fahrni, Thomas Fridli: Integrated Quality Management: The St. Gallen Approach. 4th edition, Carl Hanser Verlag, Munich 2013, ISBN 9783446435209
  10. ^ Taiichi Ohno: The Toyota Production System . Campus Verlag GmbH, Frankfurt / Main 2009, pp. 29–51
  11. ^ Robert Klimke, Manfred Faber: Successful solution sales. 1st edition, Wiesbaden 2008, online document pdf, ISBN 9783658029760