Customer Lifetime Value: Entwicklungspfade, Einsatzpotenziale und Herausforderungen

Abstract

Zusammenfassung Aufgrund der in Forschung und Praxis anhaltenden Diskussion einer kundenwertorientierten Ausrichtung von Unternehmen, gewinnt die Bewertung und Steuerung von Kundenbeziehung immer mehr an Bedeutung. Dabei ist in den letzten Jahren eine Vielzahl an wissenschaftlichen Publikationen entstanden, die sich verstärkt dem Thema Kundenwert gewidmet haben. Eine in der Wissenschaft weit verbreitete zukunftsorientierte Bewertungsmethode stellt das Konzept des Customer Lifetime Value (CLV) dar. Für die Ermittlung des CLV existieren nicht nur zahlreiche Modelle. Vielmehr kann der CLV als zentrale Steuerungsgröße Unternehmen bei der Beantwortung verschiedener unternehmerischer Fragestellungen unterstützen. Vor diesem Hintergrund wird im vorliegenden Beitrag einÜberblick uber den gegenwärtigen Stand der CLV-Forschung gegeben. Als Erweiterung der existierenden Literatur werden Entwicklungspfade, Einsatzpotenziale und zukünftige Herausforderungen des CLV vorgestellt und diskutiert. Schlüsselwörter Kundenbewertung · Customer Lifetime Value · CLV-ModelleAbstract Due to an ongoing discussion in the scientific community and in practice about a customer value based corporate management, the valuation and management of customer relationships has gained more and more importance. Thereby a multiplicity of scientific publications emerged, which increasingly dealt with the subject of customer value. In the scientific community the Customer Lifetime Value (CLV) is a widespread and forward-looking valuation concept. For calculating the CLV numerous models have been developed. In addition, the CLV allows companies to answer

CR2M—an approach for capacity control considering long-term effects on the value of a customer for the company

“…In value-based CRM, the value of a customer for the company is a central criterion when evaluating possible actions (Mengen and Mettler 2008, p. 30). This value of a customer, which is often operationalized by the CLV, measures the financial contribution of a customer in the course of his or her relationship with the company (Heidemann et al 2009). The CLV can be calculated as the sum of the net present values of all estimated cash-flows from customers during the periods of their relationship with the company (Dwyer 1997, p. 7;Heiligenthal and Skiera 2007, p. 118).…”

“…Meanwhile some models exist where the CLV or the customer equity are used as a criterion for decisions about customer-oriented actions (for an overview cf. Heidemann et al 2009). Examples include determining the optimal customer portfolio in terms of strategic management of the target group (Buhl and Heinrich 2008), the allocation of (marketing) budget on new and existing customers (cf.…”

“…Buhl et al 2010). A classification of customers according to their CLV often builds the basis for such value-based investment decisions (Heidemann et al 2009). To realize a better differentiation regarding customer segments with different value contributions, sociodemographic characteristics or behavioral patterns are often integrated into the process of segmentation.…”

“…In this context, the concept of customer lifetime value (CLV) often serves as assessment criterion in science and practice. The CLV is defined as a customer's financial contribution to the value of a company (Heidemann et al 2009). As many companies already have optimized their cash-outflows by cost cutting programs, customers' cash-inflows are extremely relevant to attain a higher corporate value.…”