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Realisierung von Cross-Selling Potenzialen durch das Management von kundeninitiierten Kontakten

Cross-Selling in response to customer-intiated contacts

  • ZfB-SPECIAL ISSUE 2/2011
  • Published:
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Zusammenfassung

Angesichts einer zunehmend erschwerten Zielgruppenerreichbarkeit wird dem Cross-Selling im Kontext von kundeninitiierten Kontakten erhebliches Potenzial beigemessen. Die Forschung hat sich bislang zu wenig mit der Frage beschäftigt, unter welchen Bedingungen zusätzliche Produkte und Dienstleistungen erfolgreich an Bestandskunden verkauft werden können. Insbesondere zu Cross-Selling bei kundeninitiierten Kontakten gibt es kaum Studien.

Daher erfolgt in diesem Beitrag erstmals eine empirische Analyse von Metriken im Spannungsfeld zwischen Marketing und Operations Management, welche zur Steuerung von Cross-Selling Initiativen, z. B. im Call Center, herangezogen werden können. Weiterhin werden verhaltensorientierte Konsequenzen in Folge des Cross-Selling betrachtet.

Die Ergebnisse zu den Metriken lassen Aussagen zur Signifikanz und Wirkung von Größen des Operations Management gegenüber Größen des Marketing zu. Es wird ein Einfluss von Lösung der Kundenanfrage beim Erstkontakt und dem Grund der Kontaktaufnahme auf den Cross-Selling Erfolg festgestellt. Die Analyse der Verhaltenskonsequenzen zeigt, dass sich die Nutzungsintensität von Kunden unmittelbar nach Erwerb einer Cross-Selling Dienstleistung erhöht, diese aber nach wenigen Wochen wieder auf das Ausgangsniveau zurückfällt. Ausgehend von den Ergebnissen lassen sich für die Praxis Handlungsempfehlungen zur Steuerung von Cross-Selling Initiativen und Steigerung sowie Stabilisierung von Cash-Flows ableiten.

Abstract

Existing research has not sufficiently addressed the question of how to cross-sell additional products and services to customers and what the behavioral consequences of cross-selling are. Moreover, these cross-selling-related questions have not been investigated in the context of customer-initiated contacts.

The contribution of the paper is the empirical analysis of metrics which can be used to predict cross-selling success, e.g., in a call-center. The results show that two metrics, namely first contact resolution and reason for contact, significantly predict cross-selling success. Another contribution is the analysis of behavioral consequences. Here the results show that usage intensity significantly increases the time directly after the cross-selling took place but relapses to the original level within a few weeks.

The results of the study can be used to derive managerial implications for managing and controlling cross-selling initiatives and for increasing and stabilizing cash-flows.

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Notes

  1. Der Deutsche Direktmarketing Verband (DDV) verpflichtet sich, dem Wunsch der registrierten Verbraucher nach Werbefreiheit nachzukommen und keinerlei kommerzielle Interaktionen mit diesen aufzunehmen (DDV 2008). Darüber hinaus sei an dieser Stelle darauf hingewiesen, dass nach § 7 des Gesetzes gegen den unlauteren Wettbewerb (UWG) die Zusendung von unerwünschter Werbung, Telefonanrufe sowie der Versand von Faxen oder elektronischer Post ohne Einwilligung des Adressaten als unzumutbare Belästigung definiert wird.

  2. Der Begriff „kundeninitiierter Kontakt“ (customer-initiated contact) wurde ursprünglich von Bowman und Narayandas (2001) im Business-to-Business-Kontext geprägt.

  3. In der vorliegenden Studie werden Cross-Selling Dienstleistungen betrachtet, d. h. eine Add-on Tarifoption zum bestehenden Basistarif. Unter Up-Selling wird im Mobilfunkbereich vorwiegend die Migration in einen höheren Basistarif verstanden.

  4. Eine Cross-Selling-Offerte verursacht Kosten. Gerade im Call Center Bereich optimiert das Operations Management typischerweise effizienzorientierte Metriken wie die Wartezeit bei optimaler Auslastung der Agenten und gegebenem Service Level. Wird ein Cross-Selling Angebot unterbreitet, dauert folglich das Gespräch länger (Produktinformation, ggf. Vollzug der Transaktion, Konfiguration des neuen Services, etc.) und damit erhöht sich die Wartezeit für andere Kunden. Beispielsweise muss dann zur Aufrechterhaltung eines gewissen Service Levels (wie etwa Wartezeiten <20 Sek. in der Telefonschleife) zusätzlich Personal eingestellt werden.

  5. Die vorliegende Arbeit konzentriert sich auf vertraglich gebundene Kunden, Prepaid-Kunden werden im Rahmen der empirischen Untersuchung nicht miteinbezogen.

  6. Im Rahmen der europäischen Datenschutzrichtlinien ist die Datenspeicherung über maximal 25 Wochen erlaubt.

  7. Das Genetic Matching ist eine Verallgemeinerung des Mahalanobis-Distance-Matchings und des Propensity-Score-Matchings (Sekhon 2007). Diese finden in der Forschung häufig Anwendung, z. B. Morgan und Harding (2006), Gordan und Huber (2007). Der genetische Algorithmus (Sekhon und Mebane 1998) wird zur Optimierung des Gleichgewichts so weit verwendet, wie es die jeweils verfügbaren Daten zulassen. Diese Methode ist nicht parametrisch und hängt daher nicht vom geschätzten Neigungsfaktor (Propensity Score) ab.

  8. Die Gesprächsdauer erschien als unangemessen für das Matching. Die analysierten Kunden sind alle Besitzer eines Vertrags, der für Anrufe von bis zu einer Stunde einen festgesetzten Betrag berechnet. Für Anrufe, die länger als eine Stunde dauern, wird für jede weitere angebrochene Stunde ein zusätzlicher Fixbetrag addiert. 75 % aller Privatkunden des Dienstleisters haben diesen Tarif gebucht.

  9. Der Begriff Wear-Out entstammt ursprünglich der Literatur zur Werbeforschung und beschreibt die Effektivität von Werbemaßnahmen, welche typischerweise in unmittelbarer zeitlicher Folge zur Werbeaktion ansteigt. Langfristig gesehen verfällt der Effekt aber wieder, sofern die Werbekampagne nicht erneut geschalten wird. Der Begriff Wear-Out kam in den sechziger Jahren auf und findet inzwischen auch außerhalb der Werbeforschung Anwendung (vgl. hierzu z. B. Appel 1971; Calder und Sternthal 1980).

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  1. Lehrstuhl für Dienstleistungs- und Technologiemarketing, Technische Universität München, Arcisstraße 21, 80333, München, Deutschland

    Christian Heumann &  Marion Freudenschuss

  2. Lehrstuhl für Dienstleistungs- und Technologiemarketing, Technische Universität München, Arcisstraße 21, 80333, München, Deutschland

    Florian v. Wangenheim

  3. DeutschlandCard GmbH, Neumarkter Strasse 22, 81673, München, Deutschland

    Markus Wübben

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Heumann, C., Freudenschuss, M., v. Wangenheim, F. et al. Realisierung von Cross-Selling Potenzialen durch das Management von kundeninitiierten Kontakten. Z Betriebswirtsch 81 (Suppl 2), 31–55 (2011). https://doi.org/10.1007/s11573-010-0433-8

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