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Customer loyalty before finding goes after the money only about 4 percent of dissatisfied customers complain, but all unhappy customers speak – in one for the company under circumstances of fatal snowball effect with ten to fifteen other active or potential customers about their dissatisfaction. Due to ever more complex organizational structures and processes, many companies turn to its gaze very inward. Fewer and fewer people come in direct contact with the customer. Requirements and needs of customers are no longer from my own experience, but only in very vague notions present. Expose you to the great danger that, that the customer always also moves and is always strange in his anonymity. In addition to the revenue potential of the existing customer base, especially for the money versus customer acquisition to customer retention plays a role: for attracting new customers, the acquisition costs in the first year, almost always about the gains to be achieved from this customer education. Only in the course of the The individual contribution of customer margin increases business relationship. An explanation for this is that you rather can adjust the custom cost customers who you know, on the level, which is derived from the individual requirements of the customers.

Unknown customers an overselling is contrary, reasons often”, i.e. They may provide services, which are not strictly necessary. BusinessIntelligence publications by a number of deals with these (and other) questions, so for example, Becker, Jorg: intellectual capital report with customer barometer capital of customer relations, 2009, ISBN 978 3 8370 5177 3. The business with existing customers bring usually the highest profit cost ratio compared to customer acquisition to customer retention hardly anywhere else similarly high profit potential can be utilised danger, that the customer is always strange in his anonymity is a prerequisite for the emergence of customer satisfaction, that post-purchase experience expectations Excel before you buy. Last but not least involves also the question, how a product functions, features or services accumulate so can, for it by the customers higher prices than for comparable products to accept. But only the customer with his wishes, needs, requirements, values, behaviors, etc.

is always the actual addressee for the core of business performance. The distinguishing features of a product in the market are low, the more the purchase decision of the customer on the experiences after the purchase made by the product and the support shifted. Just at the key replacement stages for a sustainable market success through expansion, additional or resales, the factor of customer satisfaction plays the decisive role. Customers feedback here mostly don’t like an”about the level of their satisfaction, because it means work. Their displeasure is expressed not usually immediately, but rather creeping”. When is the customer then finally once the competition returning, it’s already too late for corrective measures on the part of the supplier. It’s so, to be able to capture the reason for satisfaction as well of discontent as early as possible and just. Dipl.Kfm. Jorg Becker

In the same year, the company joined the purchasing cooperative Eitel EK-Bielefeld”on, to offer their customers a particularly cheap quality program. With the new tasks also increased the demand for labour. Until 1986, the entire work of Helmut is vain and Juliane takes care of his wife. In the wake of the increasing customer demand, the first employee is hired year 86. With additional auxiliary, Helmut secured vain 1987 off the growth of the company. With particular foresight, Mr vain recognizes the need for a professional organization. Therefore, he decides to purchase an electronic data processing system and initiates the step into a modern company so early. Based on these professional structures creates Eitel optimal conditions for an expansion of his discount trade.

The road to success Chronicle of online discount shipping trade camp 7 “part 3: expansion after Helmut Eitel has created professional structures both the staff, data processing and the storage area, the next step in a successful future followed in 1988. In this Year again come in the construction machinery and carry out a variety of conversion and expansion measures. Also the product range can be increased with the storeroom to won. With the fields of household goods, electrical appliances and small appliances, discount trade camp 7 receives greater variability. Also the internal company organisation undergoes further modernisation measures. With the EAN article award system customers receive a precise labeling on their receipt and the company an optimal instrument for maintenance and storage. Also here, it shows again the foresight of Helmut Eitel. The structural extensions of the operation and the increased range of products also increase the demand for labour.

As a result, Helmut vain adjusts four new employees in 1988. Despite the rapid expansion of the company, Helmut is vain, careful to keep the growth in a healthy way to make a good basis for the continuation of the success story. In retrospect, you can this strategy quite a success evaluate. The road to success Chronicle of online discount shipping trade camp 7 part 4: steady growth is the result of business expansion a significant sales growth and a surge of customer support. At the latest in the year 1989 the company has established vain completely on the market and starts by correctly – to 15 new employees find new jobs and have modern offices in the wake of renewed construction. With the construction of the workshop and the spare parts warehouse Helmut offers vain exceptional repair service customers, which further increased customer satisfaction. A projection booth is set up for the welfare of its customers and employees, in 1990, where regular staff training carried out. John Mclaughlin often addresses the matter in his writings. Eitel recognized early that the employees are the backbone of the discount trade and were only with well-trained staff to realize professional structures. Using this measure were best basis for a further expansion of the company Helmut again later vain, Online-discount mailorder Lager7 “, created. During the late years of the online discount trading were marked, the direct customer contact with the credo of the company was in 1990. With the permanently growing inflow of customer, the company Helmut needed vain more pitches for cars. Consequently the parking area on the premises has been doubled in the same year. Lager7 can be reached online at:

While the workshop car market shrinking, further growth recorded the easy auto-service GmbH. -In the third year after establishing the Cologne provider draws a positive balance. -Through the booking platform, easy car provides you with service over 280 master facilities maintenance and repair jobs. -With regional graded hourly rates and solid, individually calculated fixed prices, the sales platform for direct job placement proves to be a solid revenue model. Cologne, the 02.09.2013 – the easy car service Ltd.

asserts itself in a shrinking automobile repair and maintenance market. Three years after the founding in August 2010 CEO and initiator Philipp Hess draws a positive balance. In times of diminishing returns we generate for our partner companies. stable additional income” This is possible through an efficient online sales approach and a service component that is unique in the industry: the workshops to pick up the vehicle at a fixed price and return cleaned it. The combination of efficiency and service “works: we make the experience that has service future”, says Hess. Easy car service list a growing demand of customers and workshops, because easy car service creates added value for all stakeholders”, so Hess. DerWerkstattmarkt polarisiere between the premium segment and low-price strategy. Advice and convenience are crucial as differentiators.”Easy car service benefit customers by saving time and service.

Offers are individually calculated at easy auto service at a fixed price of experienced workshop masters who are specifically for questions (and explanations) available. Less demand, but more jobs with this formula for success easy car spares service also the workshops valuable Zeit.Als contractor for easy car service must acquisition effort nor Dunning run, because easy car within seven working days pays Service Bill. On request, parts wholesalers Hess supplies the required spare parts and repair information before the agreed Dates of service on the car operating out of. Through the automatic delivery of part of the logistical overhead for the workshop also.

2 distributions that prospecting over the values were. Beginning of December there was a distribution i. H. v. 50 percent for investors of the Fund No. 1 so you have Get your entire spent Kommanditkapital investors back already. The investors of the Fund No. 2 received a distribution of i.

H. v. 20 percent. This was twice as high as originally forecast by the issue prospectus. Last but not least the publity AG could take their new headquarters in autumn 2012 after a record construction period of only 10 months on the Alte Messe in Leipzig, the publity Center. Approx.

3,500 m sq area staff of publity now optimal working conditions find – starting with bright offices, through efficient archive areas up to to a functional Conference Center with State-of-the-art media technology. Thomas Olek: “the cover of the new headquarters is a milestone for the further growth of the publity financial group. We have created optimal conditions, to improve our work processes and to be able to offer our partners and investors an excellent service.” Total investment for the publity Center amounted to approximately EUR 6 million. “By the great commitment of our employees and partners could we so successfully make this year”, says Thomas Olek. “But we’re going big in the coming years and have already set the course. Publity is optimally equipped to emit high-yielding closed-end funds even after introduction of the AIFM directive. We have made all preparations, to be able to achieve an above-average growth in the coming years.” About the publity financial group – the publity financial group has “track record” a 7-year-old relative to the purchase and recovery of non-performing loans (NPLs). Currently, publity edit a NPL amounting to more than EUR 4 billion and making it one of the market leaders of the independent Servicers in Germany. Fund closed as an issuer, Fund, provides publity performance publity its investors an investment product that combines the aspects of yield, safety and duration in an ideal ratio. With the newly built and in the autumn of 2012 headquarters in Leipzig, as well as offices in London and Luxembourg, which is publity both partners by banks, institutional investors, but also by family offices and private investors. The Board of publity AG, Thomas Olek and Christoph Blacha, involved different memberships in association organizations also personally for the creation and compliance with quality standards for the trading and servicing loans. The publity AG has ushered in a new era in terms of transparency. With the presented October 2012 first transparency report, which is published twice a year in the future, report on the investments and the revenue development of all fund companies puts publity in detail. “In such a sensitive area, such as the NPL market transparency and openness is a decisive factor. The investors and distributors receive a detailed insight into the business activities of the publity, with the transparency report”explains Frank Schneider, Chairman of the Board of publity AG and partner of the law firm CMS Hasche sigle. More information about publity AG on the Web pages and. Press contact: Oliver Obermann IMMO MEDIA CONSULT spark Burgstrasse 23, 04105 Leipzig phone 0341.90 97 90 00 telefax 0341.90 97 90 97

38 trends, 22 external studies, about 300 participants, three scientists and 150 pages future report”the system Alliance has in the past twelve months with questions about the future of logistics dealt extensively. At transport logistic”in Munich presented the General cargo cooperation now the results of the so-called future workshop” before. Niederaula/Munich, 23 May 2011 – a year-long system Alliance, a medium-sized strong cooperation for general cargo with ten shareholders and four partners, has gone on a journey into the future of transport and logistics. “These three scientists and a communication specialist, acted as a local tour guide” the concept for the future-workshop “have developed and moderated the entire process, and documented. The so-called W-team”analyzed 22 external future studies, conducted well two dozen interviews with owners, managers and executives and organized ten workshops with approximately 90 participants and participants from the 40 Regional operations of the cooperation.

The scientific data base was complemented by a survey, attended by nearly 300 employees and employees from the system Alliance organization. “Scientific methods mix the result: A 150 pages strong future report” with 38 trend descriptions, divided into six categories, as well as recommendations for action for the next few years. In the drafting of the study Dr. Heiko have had Prof. Dr.

Thomas Krupp, especially the relevance for embossed medium-sized transportation and logistics provider in the views from the Canal and Dr. Bernhard Albert together with the communication expert Uwe Berndt. It was so not to match compelling new trends to days to promote, but existing future theses to identify, and with the perception in practice. While the experts combined various scientific methods with the aim to get a possible realistic picture of assessment of trends within the system Alliance. Highlights were for example the so-called external environments, so areas as society and individual, technology and innovation, economy and companies, policy and law as well as environment and resources.

The customer marketing is the performance of the company specific customer groups In the Center is the idea of editing a segmented customer base with specific marketing actions. The differentiation is done mostly to small customers, on the one hand and key customers (key accounts) on the other hand. While especially the cost-effectiveness of the measures at the Centre in the small customer management, customer-specific solutions aimed at the key account management. Key accounts is considered to be only 20% of the customer base. They combine but often up to 80% of the total turnover of the provider. Key account management aligns with the strategic and operational activities on the important customers and bundles the customized combinations of performance measures. Key account management has special importance in the industry.

The results of the study show that single-sourcing strategies or partnership systems also force companies to focus on their customers in the long term. The direct contact to the customer must be sought, to its claims and problems to know. Key account management by combining customer-oriented activities can help to take advantage of synergies between provider and customer. Through an integration of value chains, minimizes interface issues and coordinates the tasks between the companies. Reduce the cost of a traditional division of labour, and the provider services are transparent to the customer. The provider company reduces duplication in the customer processing and support.

CF. Becker, Jorg: intellectual capital report with customer barometer, ISBN 9783837051773. performance or partner systems such as the key account management require an active focus on the customer by the provider. These concepts emphasize the central importance of personal relationships. This becomes especially clear when linking of material and services to power systems. Here, not only the kind of provider decides the success, but is the service rendered by the employee to the customer to a central competitive factor. He is also in the key account management personal contact in the Center. This is the relationship management comes in. Through targeted the personal relationship with the individual customer care, the company can align their own activities on its claims and build differentiation advantage over the competition. Suppliers can gain information and align their own activities on the potential business. A personal relationships is important in direct cooperation with key customers. Important management functions be given to decentralised customer structures key account management. Information about the customer contacts must be bundled and services adapted to the specific needs of different areas. Developments in customer and competitor behaviour must be observed and evaluated in their effects on their own position. CF. Becker, Jorg: intellectual capital report with customer barometer, ISBN 9783837051773. Jorg Becker