Systematic development of yield potential

Bank customers and insurance clients have learned from experience with service orientation of other sectors to appear quite confident and emphasise oriented negotiation before service providers. Clients select service providers who (supposedly) suit them and understand their needs. Therefore, customer centric business models must not imperatively be client-focused due to current challenges (such as consumer protection, social media marketing etc.)

Important cornerstones for this, inter alia, are 

• understanding quality and quality management as a growth driver.
• a strategical, multidimensional customer segmentation as the basis for a potential oriented market cultivation.
• efficient sales processes/sufficient time for sales and the right players in the right positions.
• a systematic customer satisfaction and customer loyalty management that boosts such measurands on the level of a performance indicator for sales.
• a price and product management that also considers and intelligently skims customer’s readiness to pay alongside competition and controlling-related information as well as
• a market management that synchronises commitments with the perceived content of core brands.

For more information regarding these topics or for a preliminary exchange of ideas, contact the head of the competence centre.