Silvio Wilde

Customer focus is the most important challenge of the future. Providing good customer service depends on how well companies know their customers and clearly identify their needs. Availability of customer knowledge, which is knowledge from, for and about the customer, thus becomes crucial in offering customized products or services. This can be gained most efficiently from direct interaction with customers, but requires the use of interpersonal and organizational soft skills. This book presents the interrelationship between customer knowledge management, customer focus and soft skills and also provides concrete advice on how the management of customer knowledge can be optimized.

Managing and transferring knowledge - at the right time, in the right place and with the right quality for customers - enables companies to survive in times of fierce competition. The focus of this work is therefore on Knowledge Management and Customer Relationship Management. The theoretical part comprises several approaches to knowledge, its transfer and the barriers to be overcome when sharing knowledge. This is followed by a description of CRM and CKM (Customer Knowledge Management), outlining how crucial their successful use is. The practical part explores on the one hand the dependence on knowledge and on the other hand its availability for a good customer relationship. It includes a case study that investigates both the administrative and the operational area of a concrete company. The survey results are then discussed in detail, key success factors identified and mistakes pointed out. After this critical analysis, final recommendations are given that every company can benefit from.

Customer focus is the most important challenge of the future. Providing good customer service depends on how well companies know their customers and clearly identify their needs. Availability of customer knowledge, which is knowledge from, for and about the customer, thus becomes crucial in offering customized products or services. This can be gained most efficiently from direct interaction with customers, but requires the use of interpersonal and organizational soft skills. This book presents the interrelationship between customer knowledge management, customer focus and soft skills and also provides concrete advice on how the management of customer knowledge can be optimized.

Managing and transferring knowledge - at the right time, in the right place and with the right quality for customers - enables companies to survive in times of fierce competition. The focus of this work is therefore on Knowledge Management and Customer Relationship Management. The theoretical part comprises several approaches to knowledge, its transfer and the barriers to be overcome when sharing knowledge. This is followed by a description of CRM and CKM (Customer Knowledge Management), outlining how crucial their successful use is. The practical part explores on the one hand the dependence on knowledge and on the other hand its availability for a good customer relationship. It includes a case study that investigates both the administrative and the operational area of a concrete company. The survey results are then discussed in detail, key success factors identified and mistakes pointed out. After this critical analysis, final recommendations are given that every company can benefit from.

Schwerpunkt dieser schriftlichen Ausarbeitung ist das Riemann-Thomann-Kreuz und dessen Funktion als Gruppenkompass. Zu Beginn erfolgt eine grobe Einordnung des Themas in den Kontext nach H. Lindemann (2008), welcher die Grundstrebungen des Gruppenkompasses als Teil des Faktorenpools Gruppen & Interaktionen sieht. Im Anschluss daran werden diverse Problemstellungen definiert, welche auf einen Einstieg in das Riemann-Thomann-Kreuz abzielen und einen Ausblick auf die kritische W rdigung gegeben. Die zentrale Frage, welche sich im Hinblick auf die Funktion des Gruppenkompasses formulieren l sst lautet: Wie kann Gruppenarbeit in bestehenden oder sich ndernden Gruppen effizient gestaltet werden?Die darauf folgenden Folien erkl ren zun chst die Grundlagen des Riemann-Thomann-Kreuzes sowie die Abgrenzung der kontr ren Grundstr mungen Dauer vs. Wechsel und N he vs. Distanz. Im Detail wird die Zuordnung der Prinzipien und Werte zu den jeweiligen Grundstr mungen aufgezeigt, erg nzt um die vier idealtypische Gruppen-feldtypen, die Truppe, die Gemeinschaft, der Haufen und das Team. Im Anschluss an die Visualisierung des Pers nlichkeitsprofils dieser vier Gruppen-feldtypen erfolgt die Erl uterung der Entstehung eines Gruppenfeldes in der Praxis. Zun chst werden hier die individuellen Prinzipien und Phantasien der Mitglieder ber ein m gliches Gruppenfeld als Punkte in dem Koordinatenkreuz dargestellt, aus deren kleinsten gemeinsamen Nenner sich letzten endes das Gruppenfeld bildet.Anhand des Fallbeispiels Dt. Telekom wird die erl uterte Theorie in die Praxis transferiert, insbesondere unter Beachtung des sich wechselnden Anforderungsprofils der Gruppe / des Unternehmens (vom Sachbearbeiter / IT-ler zum Servicedienstleister) und einer m glichen Verschiebung des Gruppenfeldes. Die angedeuteten Reaktionen der Gruppe sowie der ...]

Seminar paper from the year 2009 in the subject Business economics - Personnel and Organisation, grade: 1,3, University of applied sciences, Neuss, language: English, abstract: 1. Introduction 1.1 Focus of this scientific abstract Today's extremely competitive global market place requires a greater level of competences and skills of sales staff. Especially in times of financial crisis and a high degree of uncertainty, customers demand mutual trust and sales professionals. They expect to receive individualized solutions to their problems and not as 30 years ago a nice smile and a warm welcome. As this relies on all service industries, we defined the financial sector as the focus of our scientific abstract, in order to narrow the mass down and to create a comparable basis. The over 200 identified competencies in over 30 categories that are required for an efficient selling, explain the complexity of the selling process . Therefore, the need of implementing a human resource development program is quite obvious. The question of the right approach to this problem will be specified by the following hypothesis: Coaching - Efficiency enhancement and motivation? - Effects of coaching on sales staff In the course of this scientific abstract we are going to examine this hypothesis by referring both to the theory and the practice, represented by Atradius AG and Commerzbank AG. Atradius is the second largest credit insurance company in the world, therefore mostly a global player. Commerzbank is the leading German universal bank with the focus on small and medium sized enterprises (SMEs) and private customers. Both are eminent organizations of the financial sector and highly dependent on the quality and profitability of their sales staff. 1.2 General definition of coaching Although there is no single agreed upon the definition of the term 'coaching', numerous ...]