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Work with Customers to Identify and Edge Out Competitors

Many organizations think they know who their competitors are, but their customers might have a very different perspective.

Type: Best Practices and Business Drivers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Relationship Management, Competitive Intelligence, Organization and Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.2.2 Capture and assess customer needs, 1.1.2 Survey market and determine customer needs and wants, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Consumer Products/Packaged Goods, Electronics, Financial Services/Banking, Medical Equipment, Printing & Publishing 
  • Relevance: 74%
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Select Opportunities for Innovation through the Eyes of Customers

Organizations with successful innovation programs make the customer the boss. The most interesting idea will not work if customers do not see it as valuable.

Type: Presentations  Topics: Customer Feedback, Customer-focused Processes and Functions, Product and Service Innovation, Innovation, Operational and Process Innovation  Processes: 2.1 Manage product and service portfolio, 2.0 Develop and Manage Products and Services, 2.2 Develop products and services, 5.3.3.4 Provide customer feedback to product management on products and services, 5.3 Measure and evaluate customer service operations, 5.3.3 Measure customer satisfaction with products and services  Industry: Healthcare, Machinery Equipment 
  • Relevance: 49%
  • Member Price: FREE
How to Collect and Integrate Customer Feedback for Continuous Process Improvement

This article shares some of the ways best-practice organizations (Harland Clarke and Tata Consultancy Services) not only collect customer feedback, but use it to improve processes and develop mutually beneficial ...

Type: Articles and White Papers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction  Processes: 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 3.5 Develop and manage sales plans, 3.0 Market and Sell Products and Services  Industry: Consulting/Consultants, Marketing, Printing & Publishing, Professional Services/Business Services 
  • Relevance: 48%
  • Member Price: FREE
Measure Objective, Fact-based Activities

Chris Gardner, director of performance improvement at APQC, discusses why customer opinion is so important and why managers cannot measure and manage according to it.

Type: Presentations  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Value Analysis, Performance Measurement, Business Excellence, Measurement, Process Management, Process  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 5.1 Develop customer care/customer service strategy, 5.0 Manage Customer Service 
  • Relevance: 48%
  • Member Price: FREE
Measuring Quality Based on Customer Requirements

Chris Gardner, director of performance improvement at APQC, describes how quality can be measured and how customer requirements should be incorporated into management decisions.

Type: Presentations  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction, Customer Value Analysis, Quality Measurement, Business Excellence, Measurement  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers), 5.0 Manage Customer Service, 5.1 Develop customer care/customer service strategy 
  • Relevance: 48%
  • Member Price: FREE
Customer Requirements Define Quality

Chris Gardner, director of performance improvement at APQC, explains why organizations should base measures of quality on what customers value.

Type: Presentations  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction, Customer Value Analysis, Service Quality, Measurement, Business Excellence, Quality Measurement  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1 Create enterprise measurement systems model, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers), 5.0 Manage Customer Service, 5.1 Develop customer care/customer service strategy 
  • Relevance: 48%
  • Member Price: FREE
Eddie Bauer's Dedication to Customer Visible in Measurement Process

Since its beginnings in 1920, Eddie Bauer promised to provide its customers with legendary customer service and an Unconditional Guarantee.

Type: Case Studies  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction, Measurement, Business Excellence  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer 
  • Relevance: 43%
  • Member Price: FREE
  • Nonmember Price: $50.00
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Putting Customer Focus into Action: Employees, Data Keys to Prudential's Success

Prudential started its Voice of the Customer group as a change agent to improve customers' experiences.

Type: Case Studies  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction, Measurement, Business Excellence  Processes: 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer 
  • Relevance: 43%
  • Member Price: FREE
  • Nonmember Price: $50.00
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Charles Schwab Builds Relationships with Customers to Provide Spectacular Customer Service

Charles Schwab moved to a relationship based customer survey to learn more information from its customers.

Type: Case Studies  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction, Measurement, Business Excellence  Processes: 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer 
  • Relevance: 43%
  • Member Price: FREE
  • Nonmember Price: $50.00
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Scandinavian Airline Systems (SAS) Measures Customers' Feedback Through Actions, Words

SAS lost its competitive edge in the early 1990s.

Type: Case Studies  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Satisfaction  Processes: 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer 
  • Relevance: 43%
  • Member Price: FREE
  • Nonmember Price: $50.00
  • Add to Cart
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