Mastering Business Markets
E-Book, Englisch, 338 Seiten, eBook
Reihe: Springer Texts in Business and Economics
ISBN: 978-3-662-43856-5
Verlag: Springer
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
Michael Kleinaltenkamp is full professor of business and services marketing at Freie Universität Berlin. He is joint program director of the Executive Master of Business Marketing and the China-Europe Executive Master of Business Marketing programs. His research interests include business-to-business marketing and services marketing. Wulff Plinke is the founding dean of the European School of Management and Technology (ESMT) in Berlin. Before his spell at ESMT he held positions as full professor at Humboldt Universität zu Berlin and Freie Universität Berlin. His research interest lies in the area business-to-business marketing. Ingmar Geiger is an assistant professor of business and services marketing at Freie Universität Berlin. He is joint program director of the Executive Master of Business Marketing and the China-Europe Executive Master of Business Marketing programs. His research interests include business-to-business marketing and negotiation.
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Weitere Infos & Material
1;Preface;6
2;Contents;8
3;Part I: Basic Principles of Business Relationship Management;10
3.1;1: Phenomenon and Challenge to Management;11
3.1.1;1.1 Business Relationships as the Foundation of Business Relationship Management;11
3.1.1.1;1.1.1 The Business Relationship as a Competitive Marketing Task;11
3.1.1.1.1;1.1.1.1 Changes in the Field of Technology;13
3.1.1.1.2;1.1.1.2 Changing in the Field of Marketing;14
3.1.1.2;1.1.2 Definition of Business Relationship;14
3.1.1.2.1;1.1.2.1 Case 1a;19
3.1.1.2.2;1.1.2.2 Case 1b;19
3.1.1.2.3;1.1.2.3 Case 2a;21
3.1.1.2.4;1.1.2.4 Case 2b;23
3.1.2;1.2 Internationalization of Business Relationships;24
3.1.3;1.3 Responsibility in Business Relationships;28
3.1.4;Exercises;31
3.1.5;Nike Case Study;32
3.1.6;References;32
3.2;2: Theoretical Perspectives of Business Relationships: Explanation and Configuration;35
3.2.1;2.1 Theoretical Approaches to Explaining Business Relationships: Classification;35
3.2.2;2.2 Behavioral Approaches;37
3.2.3;2.3 Social Psychological Scheme of Explanation: The Approach of Thibaut and Kelley;38
3.2.4;2.4 Economic Indicators: Switching Costs and Relationship Value;41
3.2.4.1;2.4.1 Bonding Effects of Switching Costs;41
3.2.4.1.1;2.4.1.1 Investments Related to Business Relationships;41
3.2.4.1.2;2.4.1.2 Direct Switching Costs;46
3.2.4.2;2.4.2 Loyalty Effects of the Value of a Business Relationship;47
3.2.4.3;2.4.3 Commitment in Business Relationships: Interaction of Business Relationship Value and Switching Costs;48
3.2.5;2.5 Other Economic Attributes of Business Relationships;54
3.2.5.1;2.5.1 Structural Attributes of a Business Relationship;54
3.2.5.2;2.5.2 Process Attributes of a Business Relationship;55
3.2.6;Exercises;56
3.2.6.1;Case Study;56
3.2.7;Additional Exercises;58
3.2.8;References;58
4;Part II: Analysis, Goals and Strategies of Business Relationship Management;63
4.1;3: Repeat Purchasing in Business Relationships;64
4.1.1;3.1 Repeat Purchasing and the Market Transaction;65
4.1.1.1;3.1.1 Customer Benefit as a Determinant of Repeat Purchasing;66
4.1.1.1.1;3.1.1.1 Repeat Purchasing Caused by the Elements of Exchange;66
4.1.1.1.1.1;The Core Service as the Reason for Repeat Purchasing Behavior;67
4.1.1.1.1.2;Ancillary Services as the Reason for Repeat Purchasing;68
4.1.1.1.2;3.1.1.2 Repeat Buying Due to Bonding;71
4.1.1.1.2.1;Economic Effects as the Reason for Customer Bonding;71
4.1.1.1.2.2;Specificity as Switching Barrier;71
4.1.1.1.2.3;Satisfaction as Switching Barrier;73
4.1.1.1.2.4;Trust and Commitment as a Source of Customer Bonding;78
4.1.1.2;3.1.2 Supplier Benefit as a Determinant of Repeat Purchasing;81
4.1.1.2.1;3.1.2.1 Contract Theory;82
4.1.1.2.2;3.1.2.2 Business Relationships as Relational Contracts;83
4.1.2;3.2 The Business Relationship over Time;86
4.1.2.1;3.2.1 The Life Cycle of a Business Relationship According to Dwyer et al.;86
4.1.2.2;3.2.2 Dynamic Consideration of the Life Cycle of a Business Relationship;87
4.1.3;3.3 Summary;88
4.1.4;Appendix;89
4.1.4.1;Exercises;89
4.1.5;References;89
4.2;4: Customer Value and Customer Selection;92
4.2.1;4.1 Fundamentals of Customer Evaluation;92
4.2.2;4.2 Criteria for Determining Customer Value;94
4.2.2.1;4.2.1 Economic-quantitative Gages of Customer Value;94
4.2.2.1.1;4.2.1.1 Revenue Analysis;94
4.2.2.1.2;4.2.1.2 Calculation of Customer Contribution Margin;97
4.2.2.1.3;4.2.1.3 Customer Lifetime Value;100
4.2.2.2;4.2.2 Non-monetary Gages of Customer Value;104
4.2.2.3;4.2.3 Multi-dimensional Approaches to Determining Customer Value;106
4.2.2.3.1;4.2.3.1 Scoring Models;106
4.2.2.3.2;4.2.3.2 Customer Portfolios;109
4.2.2.4;4.2.4 Practical Application of Different Customer Evaluation Methods;111
4.2.3;4.3 Customer Value Controlling;112
4.2.4;Appendix;113
4.2.4.1;Exercises;113
4.2.5;References;114
4.3;5: Strategies of Business Relationship Management;116
4.3.1;5.1 Strategic Tasks of Business Relationship Management;116
4.3.1.1;5.1.1 Strategy in Business Relationship Management as a Task Between Competitive and Marketing Strategy;116
4.3.1.2;5.1.2 Competitive Advantage in the Context of Business Relationship Management;120
4.3.1.3;5.1.3 Strategic Analysis in the Context of Business Relationship Management;123
4.3.1.3.1;5.1.3.1 Phases of Business Relationship Management;124
4.3.1.3.2;5.1.3.2 Reciprocal Effects of Business Relationships with Their Environment;128
4.3.2;5.2 Entry into the Business Relationship: Out-Supplier Marketing;129
4.3.2.1;5.2.1 Strategic Windows;129
4.3.2.2;5.2.2 Entering into Business Relationships Not Planned (De Facto) by the Customer;132
4.3.2.3;5.2.3 Entering into Business Relationships Planned by Both Parties;134
4.3.3;5.3 Defending the Business Relationship: In-Supplier Marketing;136
4.3.3.1;5.3.1 Increasing Relationship Value;137
4.3.3.1.1;5.3.1.1 Improvement of the Core Offering;137
4.3.3.1.2;5.3.1.2 Improvement of the Procurement and Interaction Process;139
4.3.3.1.3;5.3.1.3 Enhancement Operations of Customer;140
4.3.3.2;5.3.2 Increasing Customer´s Switching Costs;141
4.3.4;5.4 Termination of a Business Relationship by the Supplier: Exit Management;142
4.3.4.1;5.4.1 Termination of a Business Relationship: Reasons and Consequences;142
4.3.4.1.1;5.4.1.1 Customer Value as a Reason for Termination;142
4.3.4.1.2;5.4.1.2 Customer Behavior as a Reason for Termination;143
4.3.4.1.3;5.4.1.3 Changed Fit Between Customer Needs and Supplier Service;144
4.3.4.1.4;5.4.1.4 Consequences of Supplier Terminating a Business Relationship;145
4.3.4.2;5.4.2 Communication Strategies to Terminate a Business Relationship;145
4.3.5;5.5 Business Relationships and the Corporate Network;147
4.3.5.1;5.5.1 The Business Relationship as Part of the Corporate Network: Handling Parallel Business Relationships;148
4.3.5.1.1;5.5.1.1 Prioritization of Customers When Resource Bottlenecks Occur;148
4.3.5.1.2;5.5.1.2 Protection of Relationship-Specific Values;150
4.3.5.1.3;5.5.1.3 Either/or Business Relationships;151
4.3.5.2;5.5.2 The Corporate Network as Part of the Business Relationship: Value Creation Through Collaboration;152
4.3.5.2.1;5.5.2.1 Partnerships for Innovations;152
4.3.5.2.2;5.5.2.2 Partnerships for Market Access;155
4.3.6;Exercises;155
4.3.7;References;156
4.4;6: Business Relationship Management and Marketing in a European-Chinese Context;160
4.4.1;6.1 Introduction;160
4.4.2;6.2 The Role of Culture in Business Relationships;161
4.4.2.1;6.2.1 What Is Culture?;161
4.4.2.2;6.2.2 Concepts of Culture and Cultural Distance;162
4.4.2.2.1;6.2.2.1 Hofstede´s Culture´s Consequences;162
4.4.2.2.2;6.2.2.2 GLOBE Study;163
4.4.2.2.3;6.2.2.3 Use of These Models;164
4.4.2.3;6.2.3 Cross-Cultural Communication;166
4.4.2.3.1;6.2.3.1 High Versus Low Context;166
4.4.2.3.2;6.2.3.2 Space;167
4.4.2.3.3;6.2.3.3 Time;167
4.4.2.4;6.2.4 Cultural Differences Between Europe and China;168
4.4.3;6.3 Cross-Cultural Differences in Business Relationship Management and Marketing;173
4.4.3.1;6.3.1 Key Factors in Western Business Relationships;174
4.4.3.1.1;6.3.1.1 Trust;174
4.4.3.1.2;6.3.1.2 Bonds (Western Networks);175
4.4.3.1.3;6.3.1.3 Fairness;176
4.4.3.1.4;6.3.1.4 Power and Interdependence;177
4.4.3.2;6.3.2 Key Factors in Chinese Business Relationships;178
4.4.3.2.1;6.3.2.1 Confucian Values and the Notion of Guanxi;178
4.4.3.2.2;6.3.2.2 Elements of Guanxi-Relationships;181
4.4.3.2.2.1;mianzi (Face);181
4.4.3.2.2.2;renqing (Norm of Reciprocity and Exchange of Favors);182
4.4.3.2.2.3;ganqing (Emotional Affection);182
4.4.3.2.2.4;xinren or xinyong (Personal Trust or Social Credit);182
4.4.3.2.3;6.3.2.3 Harmony;183
4.4.3.2.4;6.3.2.4 The Stratagems of Sun Zi;184
4.4.3.3;6.3.3 Differences Between Guanxi and Western Relationship Marketing;185
4.4.4;6.4 Approaches to the Management of Sino-European Business Relationships;185
4.4.4.1;6.4.1 Gap Analysis in a Cross-Cultural Negotiation;186
4.4.4.2;6.4.2 Mutual Adaptation by Third-Culture Building;187
4.4.4.3;6.4.3 Comprehensive Guanxi Model by Wong and Leung;189
4.4.5;6.5 Managerial Implications for Doing Business in China;192
4.4.5.1;6.5.1 Contemporary Business Culture in China;192
4.4.5.2;6.5.2 Relational Marketing ``Package´´ in China;193
4.4.5.3;6.5.3 Business Strategies in China;193
4.4.6;6.6 Summary;193
4.4.7;Appendix;194
4.4.7.1;Exercises;194
4.4.8;References;195
5;Part III: Implementation of Business Relationship Management;200
5.1;7: Instruments of Business Relationship Management;201
5.1.1;7.1 Introduction;201
5.1.1.1;7.1.1 Customer Loyalty as the Objective of Instrument Application;202
5.1.1.2;7.1.2 Secondary Effects of Instrument Application to the Supplier Company;202
5.1.2;7.2 Instruments of Product Policies;203
5.1.2.1;7.2.1 From Product Supplier to Solution Supplier;204
5.1.2.2;7.2.2 Service/Product Customization and Customer Integration;206
5.1.2.3;7.2.3 Cross-selling;210
5.1.2.4;7.2.4 Product-related Services;211
5.1.2.4.1;7.2.4.1 After-Sales Service;212
5.1.2.4.2;7.2.4.2 Customer Training;214
5.1.2.4.3;7.2.4.3 Consulting on Improvement of Process and Quality;215
5.1.2.4.4;7.2.4.4 Lead User Concepts and Innovation Support;215
5.1.3;7.3 Instruments of Distribution Policies;220
5.1.3.1;7.3.1 Efficient Consumer Response;221
5.1.3.2;7.3.2 Just-in-Time Delivery;222
5.1.4;7.4 Instruments of Communication Policies;228
5.1.4.1;7.4.1 Complaint Management;228
5.1.4.2;7.4.2 Strengthening the Personal Relationships Between Supplier and Customer Personnel;231
5.1.4.3;7.4.3 Cooperations with User Groups;234
5.1.4.3.1;7.4.3.1 Cooperation with User-initiated User Groups;236
5.1.4.3.2;7.4.3.2 Cooperation with Supplier-Initiated User Groups;238
5.1.5;7.5 Instruments of Pricing Policies;238
5.1.5.1;7.5.1 How Pricing Policies Promote Customer Loyalty;239
5.1.5.2;7.5.2 Choice of Price Denominator;241
5.1.5.3;7.5.3 Price Modules and Terms and Conditions Systems;243
5.1.6;Exercises;244
5.1.7;References;245
5.2;8: Internal Implementation of Business Relationship Management;250
5.2.1;8.1 Organization of a Business Relationship Management;250
5.2.1.1;8.1.1 Fundamentals of a Customer-based Organizational Structure;250
5.2.1.2;8.1.2 Fundamental Alternatives of a Customer-based Organizational Structure;253
5.2.1.2.1;8.1.2.1 Foregoing Introduction of Institutionalized Relationship Management;253
5.2.1.2.2;8.1.2.2 Relationship Management as an ``Part-time Program´´;254
5.2.1.2.3;8.1.2.3 Relationship Management as a Full-time Job;255
5.2.1.3;8.1.3 Assigning Key Account Management to a Position in the Organizational Structure;256
5.2.1.3.1;8.1.3.1 Fundamental Options for Assigning Key Account Management to a Position in the Organizational Structure;256
5.2.1.3.2;8.1.3.2 Key Account Management as a Staff Function;257
5.2.1.3.3;8.1.3.3 Key Account Management as a Line Function;259
5.2.1.3.3.1;Management Board Division ``Key Accounts´´;260
5.2.1.3.3.2;Key Account Division;261
5.2.1.3.3.3;Division Key Account Management;261
5.2.1.3.3.4;Sales Area ``Key Accounts´´;263
5.2.1.3.3.5;Key Account Management in the Sales Area;263
5.2.1.3.3.6;Key Account Management in the Matrix Organization;264
5.2.1.4;8.1.4 Composition of the Positions and Departments Responsible for Key Account Management;265
5.2.2;8.2 Key Account Manager Requirements;268
5.2.2.1;8.2.1 Social Competence;268
5.2.2.2;8.2.2 Personality Traits;269
5.2.2.3;8.2.3 Analytical-conceptual Capabilities;270
5.2.2.4;8.2.4 Expertise on Customer and Business;270
5.2.3;8.3 Key Account Management Teams;271
5.2.3.1;8.3.1 Reasons for Establishing Key Account Management Teams;272
5.2.3.2;8.3.2 Success Determinants of KAM Teams;274
5.2.3.2.1;8.3.2.1 Success Factors Specific to the Organization;274
5.2.3.2.1.1;Organizational Culture;275
5.2.3.2.1.2;Organizational Climate;276
5.2.3.2.1.3;Organizational Rules and Procedures;277
5.2.3.2.2;8.3.2.2 Success Factors Specific to a Team;279
5.2.3.2.2.1;Team Composition;279
5.2.3.2.2.2;Team Processes;280
5.2.3.3;8.3.3 Effects of Successful KAM Teams;282
5.2.3.3.1;8.3.3.1 Effects at the Team Level;282
5.2.3.3.2;8.3.3.2 Effects at the Corporate Level;283
5.2.4;8.4 Control and Supervision of Business Relationship Management;283
5.2.4.1;8.4.1 Controlling Business Relationship Management;285
5.2.4.1.1;8.4.1.1 Economic Control Parameters;286
5.2.4.1.2;8.4.1.2 Control Parameters Based on Behavior and Perception;288
5.2.4.2;8.4.2 Monitoring Business Relationship Management;289
5.2.5;Exercises;290
5.2.6;References;290
5.3;9: Customer Relationship Management;294
5.3.1;9.1 CRM: Terms and Fundamentals;294
5.3.1.1;9.1.1 Object of CRM;294
5.3.1.1.1;9.1.1.1 CRM: New IT Conditions for Old Ideas?!;294
5.3.1.1.2;9.1.1.2 Examples of Successful CRM Applications;296
5.3.1.2;9.1.2 Subtasks of CRM;297
5.3.1.2.1;9.1.2.1 Operative Customer Relationship Management;297
5.3.1.2.2;9.1.2.2 Analytical Customer Relationship Management;299
5.3.1.2.3;9.1.2.3 Strategic Customer Relationship Management (sCRM);300
5.3.1.2.4;9.1.2.4 Communicative Customer Relationship Management;301
5.3.1.3;9.1.3 Goals of CRM;301
5.3.2;9.2 CRM at a Crossroads?!;304
5.3.2.1;9.2.1 CRM Euphoria and Disenchantment in Practice;304
5.3.2.2;9.2.2 (Unrealistic) Expectations Versus Underestimated Prerequisites for CRM;304
5.3.2.2.1;9.2.2.1 Underestimated Prerequisites for Integrated CRM Systems;304
5.3.2.2.2;9.2.2.2 Problems Associated with CRM Performance Analysis;307
5.3.3;9.3 CRM Development Scenarios;310
5.3.3.1;9.3.1 CRM Development Scenario 1: Focus on Realistic Subtasks;310
5.3.3.1.1;9.3.1.1 Examples of Selective CRM Applications;310
5.3.3.1.1.1;Customer-related Sales Information Systems;311
5.3.3.1.1.2;Data Mining Analyses of Customer-related Data;313
5.3.3.1.1.3;Management of Interests Combined with Customer Segmentation by Behavior Data;315
5.3.3.1.1.4;Proactive Recovery Management;315
5.3.3.1.1.5;Collaborative Filters as ``Automated Learning Relationships´´;316
5.3.3.1.1.6;Coordination of Customer Touch Points and Interaction Channels;318
5.3.3.1.2;9.3.1.2 Potential Reasons for Successful Focusing;320
5.3.3.2;9.3.2 CRM Development Scenario 2: E-Business as Breakthrough for Integrative CRM?!;321
5.3.3.2.1;9.3.2.1 Comprehensive Management of ``Cross-linked Business Relationships´´ Using the German Pharmaceutical Market as an Examp...;321
5.3.3.2.1.1;Structure of the German Pharmaceutical Market;321
5.3.3.2.1.2;CRM Strategies of German Pharmaceutical Wholesalers;325
5.3.3.2.1.3;aCRM as Strategy Requirement;325
5.3.3.2.1.4;sCRM as a Requirement for oCRM and cCRM of Multi-channel Strategies;326
5.3.3.2.2;9.3.2.2 Digitalization, Cross-linkage and System Integration Promote More Comprehensive CRM;328
5.3.4;Conclusion;329
5.3.5;Appendix;330
5.3.5.1;Exercises;330
5.3.6;References;331
6;Index;335
Basic Principles of Business Relationship Management: Phenomenon and Challenge to Management.- Theoretical Perspectives of Business Relationships - Explanation and Configuration.- Analysis, Goals and Strategies of Business Relationship Management: Repeat Purchasing in Business Relationships.- Customer Value and Customer Selection.- Strategies of Business Relationship Management.- Business Relationship Management & Marketing in a European-Chinese Context.- Implementation of Business Relationship Management: Instruments of Business Relationship Management.- Internal Implementation of Business Relationship Management.- Customer Relationship Management.
