Andreas Krämer is chairman of exeo Strategic Consulting AG in Bonn and Director of the Value Research Institute (VARI e.V.), Iserlohn, Germany, specializing in price management, CRM, market research, and statistics. With a background in agricultural economics, he founded exeo in 2000, focusing on data-driven marketing decision support. Co-initiator of studies like "Pricing Lab", he has authored numerous articles and books.Thomas Burgartz is Dean of Economics at the University of Europe for Applied Sciences, Germany, and Director of the Value Research Institute (VARI e.V.), Iserlohn, specializing in performance measurement, customer relationship management, and marketing. With an economics background, he has extensive experience in consulting and research, contributing to various publications.Christina Muzzu, M.B.A., M.A., holds degrees from the University of Houston, USA. She teaches Marketing and Corporate Social Responsibility atthe University of Europe for Applied Sciences, Germany, focusing on the impact of digitalization on education. A published author, she brings expertise in marketing, ethics, and education to her teaching role.

• Part I: Introduction and General Conditions.- 1. The Changed Perspective: eagle eye instead of tunnel vision.- 2. Management after the coronavirus crisis: focus on a holistic approach.- 3. A better understanding of big data: what can What Big Data can and cannot do?.- Part II: The cornerstones of customer value-centered management: benefits, price and costs.- 4. Core function Customer benefits: What are the actual customer needs?.- 5. Core function pricing: What is the optimal price and how can it be determined.- 6. Core function costs: Which costs are relevant to the decision?.- Part III: The value-to-value perspective (networked value perspectives).- 7. Customer value: Between ABC analysis and Customer Lifetime Value (CLV).- 8. Customer centricity: Customer needs and requirements. Focus on the customer contact points.- 9. The combination of value perspectives: Value-to-value segmentation in practical use.- Part IV Customer value-centered management: Management and controlling of the interfaces between benefit, price and costs.- 10. Price-benefit perspective: interactions or Change of effect - signal prices and value pricing.- 11. Price-cost perspective: impact effects and patterns of the top-down and bottom-up approach.- 12. Cost-benefit perspective: the conflicting priorities between transparent pricing and target pricing.- Part V Outlook: Customer value-centered management in a VUCA world.- 13. The path to a customer value-centered company.- 14. What you can learn from the most successful companies can - and what not.- 15. The challenge: The increasingly uncertain Getting a grip on environmental conditions.

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Andreas Krämer is chairman of exeo Strategic Consulting AG in Bonn and Director of the Value Research Institute (VARI e.V.), Iserlohn, Germany, specializing in price management, CRM, market research, and statistics. With a background in agricultural economics, he founded exeo in 2000, focusing on data-driven marketing decision support. Co-initiator of studies like "Pricing Lab", he has authored numerous articles and books.Thomas Burgartz is Dean of Economics at the University of Europe for Applied Sciences, Germany, and Director of the Value Research Institute (VARI e.V.), Iserlohn, specializing in performance measurement, customer relationship management, and marketing. With an economics background, he has extensive experience in consulting and research, contributing to various publications.Christina Muzzu, M.B.A., M.A., holds degrees from the University of Houston, USA. She teaches Marketing and Corporate Social Responsibility atthe University of Europe for Applied Sciences, Germany, focusing on the impact of digitalization on education. A published author, she brings expertise in marketing, ethics, and education to her teaching role.

• Part I: Introduction and General Conditions.- 1. The Changed Perspective: eagle eye instead of tunnel vision.- 2. Management after the coronavirus crisis: focus on a holistic approach.- 3. A better understanding of big data: what can What Big Data can and cannot do?.- Part II: The cornerstones of customer value-centered management: benefits, price and costs.- 4. Core function Customer benefits: What are the actual customer needs?.- 5. Core function pricing: What is the optimal price and how can it be determined.- 6. Core function costs: Which costs are relevant to the decision?.- Part III: The value-to-value perspective (networked value perspectives).- 7. Customer value: Between ABC analysis and Customer Lifetime Value (CLV).- 8. Customer centricity: Customer needs and requirements. Focus on the customer contact points.- 9. The combination of value perspectives: Value-to-value segmentation in practical use.- Part IV Customer value-centered management: Management and controlling of the interfaces between benefit, price and costs.- 10. Price-benefit perspective: interactions or Change of effect - signal prices and value pricing.- 11. Price-cost perspective: impact effects and patterns of the top-down and bottom-up approach.- 12. Cost-benefit perspective: the conflicting priorities between transparent pricing and target pricing.- Part V Outlook: Customer value-centered management in a VUCA world.- 13. The path to a customer value-centered company.- 14. What you can learn from the most successful companies can - and what not.- 15. The challenge: The increasingly uncertain Getting a grip on environmental conditions.

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Andreas Krämer is chairman of exeo Strategic Consulting AG in Bonn and Director of the Value Research Institute (VARI e.V.), Iserlohn, Germany, specializing in price management, CRM, market research, and statistics. With a background in agricultural economics, he founded exeo in 2000, focusing on data-driven marketing decision support. Co-initiator of studies like "Pricing Lab", he has authored numerous articles and books.Thomas Burgartz is Dean of Economics at the University of Europe for Applied Sciences, Germany, and Director of the Value Research Institute (VARI e.V.), Iserlohn, specializing in performance measurement, customer relationship management, and marketing. With an economics background, he has extensive experience in consulting and research, contributing to various publications.Christina Muzzu, M.B.A., M.A., holds degrees from the University of Houston, USA. She teaches Marketing and Corporate Social Responsibility atthe University of Europe for Applied Sciences, Germany, focusing on the impact of digitalization on education. A published author, she brings expertise in marketing, ethics, and education to her teaching role.

• Part I: Introduction and General Conditions.- 1. The Changed Perspective: eagle eye instead of tunnel vision.- 2. Management after the coronavirus crisis: focus on a holistic approach.- 3. A better understanding of big data: what can What Big Data can and cannot do?.- Part II: The cornerstones of customer value-centered management: benefits, price and costs.- 4. Core function Customer benefits: What are the actual customer needs?.- 5. Core function pricing: What is the optimal price and how can it be determined.- 6. Core function costs: Which costs are relevant to the decision?.- Part III: The value-to-value perspective (networked value perspectives).- 7. Customer value: Between ABC analysis and Customer Lifetime Value (CLV).- 8. Customer centricity: Customer needs and requirements. Focus on the customer contact points.- 9. The combination of value perspectives: Value-to-value segmentation in practical use.- Part IV Customer value-centered management: Management and controlling of the interfaces between benefit, price and costs.- 10. Price-benefit perspective: interactions or Change of effect - signal prices and value pricing.- 11. Price-cost perspective: impact effects and patterns of the top-down and bottom-up approach.- 12. Cost-benefit perspective: the conflicting priorities between transparent pricing and target pricing.- Part V Outlook: Customer value-centered management in a VUCA world.- 13. The path to a customer value-centered company.- 14. What you can learn from the most successful companies can - and what not.- 15. The challenge: The increasingly uncertain Getting a grip on environmental conditions.

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