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By Michael Baumbach, Alexander Titus Stampfl

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Außerdem fühlen sie sich zu lange an einen After Sales-Anbieter gebunden. Serviceverträge müssen, wie alle anderen Leistungen auch, zu Kundenvorteilen führen. Diesen Kundennutzen sollten After Sales Provider klar kommunizieren und, wenn möglich, nachweisen. Ferner sollten die Verträge für beide Seiten faire Ausstiegsmöglichkeiten enthalten. ➽ Die Kunden von Ammann/Caterpillar in der Schweiz haben Kostentransparenz, weil sie jährlich eine Gegenüberstellung ihrer geleisteten Serviceprämien und der Serviceaufwendungen von Ammann/Caterpillar für Ersatzteile, Reparaturarbeiten, Reisekosten etc.

Häufig verbinden Primärleistungshersteller ihre Serviceangebote mit der Marke der Primärleistung, wie z. B. Audi Originalteile oder die gebührenfreie Notdienstrufnummer von Audi: 0800-AUDI HILFE. 2 Preispolitik Insbesondere viele Industrieunternehmen verfügen über ein professionelles Kostenmanagement, aber über ein dilettantisches Preismanagement: Sie berechnen die Preise für ih- 60 After Sales Marketing re Leistungen rein kostenorientiert aufgrund von Kostenplus-Profit-Kalkulationen (Stückpreis = Stückkosten + x %) und vernachlässigen hierbei die Nutzenorientierung bzw.

Bei ihnen ist die Gründung einer vollständig isolierten Kundendienstmarke in der Regel nicht sinnvoll, insbesondere dann, wenn der Service zur Differenzierung der Primärleistungen beitragen soll. Ansonsten könnte dies zu einer hohen Kostenbelastung und zu Irritationen bei den Kunden führen. Dadurch kann der Primärleistungshersteller die absatzwirtschaftlichen Synergiepotenziale mit den Primärleistungen nicht vollständig ausschöpfen. Bei Primärleistungsherstellern kann eine Kundendienstmarke ohne Bezug auf die Primärleistung oder Dachmarke zu Kundenirritationen bezüglich ihrer Herkunft, Zugehörigkeit und Verantwortung führen.

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