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Customer Relationship Management

Sales and customer relations

The sales function represents OSRAM’s face to the customer. Global sales management is centralized, whereas implementation takes place at local level. Sales synergies between the segments are ensured through their joint presence in the different countries. The regional organizations are able to draw on OSRAM’s strong global sales organization when assisting local customers. For example, our global presence as a fully integrated lighting group in the project business enables us to support customers in the global implementation of their projects for the full project duration. This positioning allows us to meet our customers’ varied demands, leverage the full potential of our brands, and react flexibly to market developments. OSRAM employed around 2,3 thousand1 people (Full time equivalents) in our sales function worldwide as of September 30, 2016.

Customer satisfaction an important factor for sustainable business success

OSRAM's success is closely linked to the satisfaction of our customers. We therefore measure it constantly using the Net Promoter Score (NPS). The customer satisfaction survey not only provides one of our most important indices, it is also the starting point for identifying ways in which we can make sustainable improvements to our products, solutions, and services to further increase satisfaction. The positive results of the NPS in the last years confirms our decision to consistently pursue this strategy.


Customer Satisfaction Measurement (NPS)  2016 2015 2014
37 30 37
The Net Promoter Score (NPS) is a customer loyalty metric which can be as low as −100 (everybody is a detractor) or as high as +100 (everybody is a promoter).

We have also established a global key account management team for our customer relations. In addition, members of the Managing Board are in direct two-way contact with our customers to understand their requirements even better.


Introduction of a CRM-system to optimize the customer service

OSRAM implemented numerous measures to improve sales efficiency. For example, we introduced a digital CRM (customer relationship management) system, which optimizes the customer service provided to OEMs and project business customers in particular. The organizational structures within the sales function were also streamlined in light of the increasingly intensive competition. In addition, we held numerous training sessions for our employees and customers to inform them about the shift in the lighting market, familiarize them with our products, and thus foster their long-term loyalty to OSRAM. For example, all sales employees receive ongoing training on SSL technology.

OSRAM’s customer base remained highly diversified in fiscal 2016. Our largest customer accounted for around 5.1%1 of total revenue, with the top 50 customers together making up 59.3%1 of the revenue.

(1) The numbers relate to OSRAM (continuing operations), without our discontinued operations (LEDVANCE).

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