Search results
- Measure Objective, Fact-based Activities
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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: 42%
- Member Price: FREE
- Measuring Quality Based on Customer Requirements
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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: 42%
- Member Price: FREE
- Customer Requirements Define Quality
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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: 42%
- Member Price: FREE
- Customer Profitability
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Knowing the profitability of customers and customer interactions helps organizations make decisions regarding product/service development and fund allocation, yet many organizations overlook this important measure.
Type: Articles and White Papers Topics: Customer Value Analysis, Customer-focused Processes and Functions, Forecasting, Finance and Accounting, Planning, budgeting, and forecasting, Budgeting Processes: 3.5.6 Manage sales partners and alliances, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans, 8.0 Manage Financial Resources- Relevance: 41%
- Member Price: FREE
- Offering Value Through Customer Innovation
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APQC's perspective on best practices to offer value through customer innovation, featuring case examples from Eastman Kodak and Fidelity.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services- Relevance: 41%
- Member Price: FREE
- Making Unprofitable Customers Profitable
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APQC's perspective on best practices in making unprofitable customers profitable, featuring case examples from North Shore Credit Union and Zippo Manufacturing.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services- Relevance: 40%
- Member Price: FREE
- Customer Value Analysis
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APQC's perspective on best practices in Customer Value Analysis, featuring case examples from Butler International, WesTrac Equipment, and Nortel Networks.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.2 Develop marketing strategy, 3.0 Market and Sell Products and Services- Relevance: 40%
- Member Price: FREE
- Technology to Track Customer Profitability
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APQC's perspective on best practices in Technology to Track Customer Profitability, featuring case examples from North Shore Credit Union, Wachovia, and Zippo Manufacturing.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.4.6 Track customer management measures, 3.0 Market and Sell Products and Services, 3.4 Develop and manage marketing plans- Relevance: 40%
- Member Price: FREE
- Transaction-Level Customer Profitability
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APQC's perspective on best practices in Transaction-Level Customer Profitability, featuring case examples from North Shore Credit Union and FedEx Services.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 3.3.5 Establish customer management measures, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy- Relevance: 40%
- Member Price: FREE
- Leveraging Customer Profitability Data
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APQC's perspective on best practices in Leveraging Customer Profitability Data, featuring case examples from FedEx Services and North Shore Credit Union.
Type: Best Practices and Business Drivers Topics: Customer Value Analysis, Customer-focused Processes and Functions Processes: 5.1 Develop customer care/customer service strategy, 5.0 Manage Customer Service- Relevance: 40%
- Member Price: FREE
- Nonmember Price: Download FREE
