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Wertorientiertes CRM

Das Zusammenspiel der Triade aus Marketing, Finanzmanagement und IT

Value-Based CRM

  • State of the Art
  • Published:
WIRTSCHAFTSINFORMATIK

Zusammenfassung

In den letzten Jahren gewinnen Kundenbeziehungen als wesentlicher Vermögenswert eines Unternehmens zunehmend an Bedeutung. Dabei ist ein Wandel hin zu einem wertorientierten CRM als kundenorientierte Konkretisierung des Prinzips der wertorientierten Unternehmensführung zu beobachten. Durch das zentrale Ziel des Aufbaus und der Pflege von wertgenerierenden Kundenbeziehungen mithilfe moderner Informationstechnologie (IT) hat sich das CRM insbesondere auch innerhalb der Wirtschaftsinformatik zu einem bedeutenden Forschungsfeld entwickelt. Dabei ist für eine ganzheitliche und unternehmensweite Ausrichtung auf den Werttreiber Kunde im Rahmen des CRM nicht nur die Einbindung unterschiedlicher Unternehmensbereiche, sondern auch deren gezieltes und wechselseitig abgestimmtes Zusammenwirken erforderlich.

Der Beitrag gibt einen Überblick des aktuellen Stands des CRM in Literatur und Praxis im Allgemeinen und untersucht darüber hinaus im Speziellen die Herausforderungen, die ein wertorientiertes CRM für das Zusammenwirken von Marketing, Finanzmanagement und IT in sich birgt. Demnach gilt es, neben der wechselseitigen Abstimmung von Marketing und IT („Align“ und „Enable“) für die wertorientierte Planung und Steuerung von CRM-Aktivitäten standardisierte Erfolgskennzahlen zu entwickeln und die Implementierung eines unternehmensweiten und einheitlichen Kennzahlensystems durch eine adäquate IT-Unterstützung sicherzustellen.

Abstract

One major development within business practice is the increasing interest in customer relationship management (CRM) in recent years. CRM thereby focuses on establishing and maintaining profitable relationships with the customer using modern information technology (IT) and has emerged as a major research field in business and information systems engineering. However, despite huge investments many CRM projects fail to achieve their objectives as the complex and interdisciplinary nature of CRM is not addressed adequately. In fact an adoption of a customer-centric orientation within a value-based management requires not only a cross-functional integration of different business departments but also a selectively adjusted collaboration of those departments.

This article provides an overview of the state of the art of CRM in literature as well as current practices in companies. Furthermore it outlines the specific challenges of a value-based CRM for the cross-functional integration and collaboration of marketing, financial management, and IT. Thus, in addition to a mutual alignment of marketing and IT, a value-based analysis, planning, and controlling of CRM-activities requires the development and implementation of standardized performance measurements and their adequate IT-support.

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Abb. 1

Notes

  1. Der Begriff Marketing wird im Rahmen dieses Beitrags im weiteren Sinne gefasst und beinhaltet in Anlehnung an Ambler (2008, S. 414) sämtliche auf die Zufriedenstellung der Kunden ausgerichteten Aktivitäten eines Unternehmens (d. h. insbesondere die Kernbereiche des CRM: Marketing, Vertrieb und Service).

  2. Unter Informationstechnologie wird in diesem Beitrag die Anwendungssystem- und Infrastrukturebene eines betrieblichen Informations- und Kommunikationssystems (IKS) (vgl. Krcmar 2005, S. 25 ff, sowie vom Brocke et al. 2009, S. 262) verstanden.

  3. Unter einem CRM-System wird (in Anlehnung an Stahlknecht u. Hasenkamp 2005, S. 326) die Gesamtheit der IT-Infrastruktur (bestehend aus Hardware, Software, Daten, Speichertechnik, Kommunikation und Netzwerk) subsumiert, die zur Unterstützung des CRM eines Unternehmens eingesetzt wird.

  4. Nach Copeland et al. (1993) entspricht beim DCF-Ansatz der Wert eines Unternehmens den erwartenden zukünftigen Cashflows, die mit einem risikoadjustieren Zinssatz diskontiert werden.

  5. Für eine Übersicht siehe z. B. Bush et al. (2006) bzw. Harker u. Egan (2006).

  6. Nach Schierholz et al. (2006, S. 1) ist das mobile CRM (mCRM) eine Teilmenge des eCRM.

  7. Zu einer ausführlichen Erläuterung siehe z. B. Teubner (2006).

  8. Für eine Übersicht siehe z. B. Srivastava et al. (1997).

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  1. FIM Kernkompetenzzentrum Finanz-& Informationsmanagement, Lehrstuhl für BWL, Wirtschaftsinformatik, Informations- & Finanzmanagement (WI-IF), Universität Augsburg, Universitätsstraße 12, 86159, Augsburg, Deutschland

    Martin S. Gneiser

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Angenommen nach einer Überarbeitung durch Prof. Dr. Buxmann.

This article is also available in English via http://www.springerlink.com and http://www.bise-journal.org: Gneiser MS (2010) Value-Based CRM. The Interaction of the Triad of Marketing, Financial Management, and IT. Bus Inf Syst Eng. doi 10.1007/s12599-010-0095-7.

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Gneiser, M.S. Wertorientiertes CRM. WIRTSCHAFTSINFORMATIK 52, 95–104 (2010). https://doi.org/10.1007/s11576-010-0214-6

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