Increase of the customer satisfaction by the example of stationary food retail trade REWE

Project Report from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Applied Sciences Bergisch Gladbach, language: English, abstract: The company "REWE" which is the second biggest German food retail group was founded in Cologne in 1927. It has 228,000 employees and an annual turnover of 36,2 billion euros.

As a stationary food retail trade, it especially attracts people with a high brand and quality consciousness.
The market REWE is active in is very dense and full of competitors which is why there is a lot of competitive struggle. To survive or even grow in this market the company has to aim for satisfied, loyal customers supporting REWE's success.

Regarding the problem statement, for REWE it is very important to increase customer satisfaction. The increase of the customer satisfaction is one of many possibilities to hold its own in the market and to expand its market share further. If REWE achieves to increase the customer satisfaction, there will be some other positive side-effects. Adding customer value causes more loyal customers. For REWE it is cheaper to bind customers instead of acquiring new ones. In addition, satisfied customers develop sales. It is a secure way of getting high profit. Furthermore, this business goal can help to reduce negative word-of-mouth-recommendation, REWE's image can be improved.

REWE increases the satisfaction of its customers by adressing their needs and continously raising quality. It shows that the achievement of this business goal depends on many different elements. Therefore, a list of elements, which have influence on the customer satisfaction, is set up in the first step (see chapter 2). Afterwards, the different elements are presented in the matrix of effects in chapter 3. This matrix is evaluated graphically in chapter 4. It helps to formulate first recommendations for the selected business goal of REWE. Chapter 5 represents the network model. Concrete and detailed recommendations for action will be pronounced. Chapter 6, finally, draws a conclusion and gives an outlook.