After-Sales Management - Wikipedia Seite 1 von 3

After-Sales Management Verbergen

From Wikipedia, the free encyclopedia

The English term after-sales management and sales management follow-up means all marketing
efforts by the trade and manufacturers are taken to a successful conclusion or sale to the customer's
own product, its own service or in their own brand loyalty.

Since after-sales services often have a higher margin than that achieved new business, a professional
after-sales management to sustainably increase customer value and contribute to the profitability of
the company's positive influence.

Contents

1 Definition

2 classification

3 goals

4 Instruments

5 chances

6 risks

7 Literature

8 See also

The after-sales management wants customers after their purchase to confirm them to repeat
and encourage additional purchases, customer satisfaction and increase the long-term customer
loyalty secure.

Principle: "After the purchase is before you buy."

Classification
This form of management is regarded as part of the so-called Customer Relationship Management
(CRM), namely the maintenance of all customer relationships.

Goals
After-sales management arose from the realization that the customer does not match the deal ends,
but over the whole life of a product or service continues to exist.

This period for additional marketing efforts to create customer satisfaction and customer loyalty to
increase, is the main objective of the after-sales marketing. Customer service, warranty work and the
continued care of the customer by the seller (sales staff) are typical tasks of the after-sales
Management.

Moreover, manufacturers hope to after-sales marketing more information on customer needs,

customer satisfaction and market trends. Thus, knowledge and experience flowing from the after-
sales marketing in the planning, production and marketing of future products and services.

instruments

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The after-sales management uses primarily after buying a product or a service mobilization emerging
points of contact between the distribution of its own service organization and the customer. These
are service and maintenance, spare parts, repairs and complaints. These opportunities are used by
customers for more offers interest:

Additional products or additional services,

similar products or services,

new products or upgrades,

Customer magazines or newsletters,

Membership in Club customers.

The most commonly used tools are the personal interview, telephone marketing, mailing by mail,
give-aways, competitions, namely the instruments of traditional direct marketing. But even newer
marketing tools come increasingly to use e-mail, SMS, Internet communities, incentives, events.

chances
For advertisers offering after-sales management great opportunities. The modern industrial society,
in almost all areas of demand and consumption of a high market saturation on. Classical promotional
activities far enough not to exist in certain markets can be. Hotly fought over, for example, the
sectors of telecommunications, automobiles, insurance, financial services, travel and many more.

The primary advantage of after-sales management is the fact that an existing customer base with
various instruments from the marketing tools worked, i.e. you know the target audience, usually
directly even with evaluable data such as location, phone number, birth date, etc. The procurement of
such core data is deleted, and after the old advertising rule "It is easier to retain existing customers
than to win a new" will also Cost is too broad and unspecific array of promotional activities to attract
new customers reduced.

After-Sales Management should not be confused with customer will be confused. This is only a part
of the measures, an equally important part is the generation of additional business (selling). Thus,
the customer after completion of an automobile, for example, Offers more like life or accident
insurance by the insurer can expect. Even today it is at most automotive garages usual, after regular
inspections to contact the customer and eg additional tire or TUV-storage service. Likewise behave
travel to their clients at regular intervals after travel offers personalized customer tastes submit.

Another objective of the after-sales management is the prevention or reduction of cognitive

dissonance on the consumer side, particularly in high-solids. The decision of the consumers for a
relatively expensive car on the grounds of the advertised or perceived relatively higher quality
compared to a cheaper product, for example, can then lead to cognitive dissonance, if not the actual
quality of the promoted equal. Since this persistent discontent on the part of customers may lead (for
example, by justifying pressure in the family or with friends), the seller tries this through appropriate
measures (for example through better service, communications imageorientierte measures) to
minimize delays.

Risks
Like all other management tools is also the after-sales management significantly with the problem of
information or 'advertising glut "tainted. The consumer-oriented is a consumer, the more he is in
After-sales activities to be affected and the less the chance of individual measures, to penetrate to the

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recipient and the desired trigger impulse buying. The more a market or a consumer group will be
fought over, the lower the possibility of a short-term success with after-sales marketing. In this area
can only wohldosierter and especially constant activity success can be achieved. It is also to
consider that an essential component of the after-sales marketing on the quality of products and
services based on a bad product or poor service is rarely a second time taken, regardless of how
intense the Aftermarket -Sales-Maßnahmen sind.

Baumbach, Michael: After-Sales Management in machinery and equipment. Transfer Verlag,

Regensburg, 2004, ISBN 3-8601-6137-7

Baumbach, Michael / Stampfl, Alexander T.: aftersales management. Marketing - Logistics -
Organization. Carl Hanser, Munich 2002, ISBN 3-446-21902-1

Jeschke, Kurt: After buying marketing. Customer satisfaction and customer loyalty to
consumer markets, Diss, Frankfurt / Main 1995

Pepels, Werner: Customer Service Policy - The instruments of the after-sales marketing.
Vahlen Verlag, Munich 1999, ISBN 3-8006-2398-6

Sagittarius, Roland: Customer satisfaction: After-Sales Marketing to industrial markets.
Gabler Wiesbaden 1994, ISBN 3-409-13811-0

Barkawi, Karim: Success with aftersales services: business strategies for service management
and spare parts logistics. Springer, Berlin, 1 edition, May 2006, ISBN 3-5402-7999-7

Pepels, Werner: aftersales service profitable business relationships shape symposium
Publishing; Edition: 2nd, ext. A., in March 2007, ISBN 3-9366-0888-1

B2B

Aftermarket

Kaufreue

Service Management

Sales

From "http://de.wikipedia.org/wiki/After-Sales-Management"
Categories: Direct | Customer Relationship Management

This page was last on 14 October 2008 at 15:40 clock changed.

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