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Results for: 4.4.3 Provide service to specific customers 
- Big Changes Can Lead to Big Results
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The pharmaceuticals division of Reliance Industries had an inefficient physical distribution process that was resulting in financial losses.
Type: Articles and White Papers Topics: Process Reengineering, Business Excellence, Process, Shipping, Supply Chain Management, Logistics, Supply Chain Planning, Distribution, Order Management, Inventory Management, Process Improvement, Warehousing, Outbound Transportation Processes: 4.1.5.3 Determine finished goods inventory requirements at destination, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.5 Plan distribution requirements, 4.0 Deliver Products and Services, 4.1.5.8 Calculate destination dispatch plan, 4.1.1.3 Define outsourcing policies, 4.1.1 Develop production and materials strategies, 4.1.5.9 Manage dispatch plan attainment, 4.1.6.3 Establish transportation management constraints, 4.1.6 Establish distribution planning constraints, 4.1.7 Review distribution planning policies, 4.1.8.4 Identify performance trends, 4.1.8 Assess distribution planning performance, 4.4.3 Provide service to specific customers, 4.4 Deliver service to customer, 4.4.3.2 Dispatch resources, 4.4.3.3 Manage order fulfillment progress, 4.5.1.2 Design logistics network, 4.5 Manage logistics and warehousing, 4.5.1 Define logistics strategy, 4.5.3 Operate warehousing, 4.5.4 Operate outbound transportation, 4.1.5.10 Calculate destination load plans, 4.1.5.13 Manage capacity utilization Industry: Pharmaceutical- Relevance: 75%
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- The Role of Benchmarking in Client Engagements (Slides)
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Benchmarking is a powerful tool for consulting and professional services firms.
Type: Presentations Topics: Benchmarking, Business Excellence, Project Management, Organization and Management Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer Industry: Consulting/Consultants, Professional Services/Business Services- Relevance: 72%
- Member Price: FREE
- The Role of Benchmarking in Client Engagements
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Benchmarking is a powerful tool for consulting and professional services firms.
Type: Presentations Topics: Benchmarking, Business Excellence, Project Management, Organization and Management Processes: 1.1.2.2 Capture and assess customer needs, 1.1 Define the business concept and long-term vision, 1.1.2 Survey market and determine customer needs and wants, 12.2.3.3 Measure performance against benchmarks, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4.2 Establish benchmarks, 12.2.4 Conduct competitive benchmarking, 12.2.4.3 Measure performance against benchmarks, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.0 Manage Knowledge, Improvement, and Change, 4.1.2.2 Collaborate with customers, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer Industry: Consulting/Consultants, Professional Services/Business Services- Relevance: 72%
- Member Price: FREE
- Using Customer Service to Optimize Inventory
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APQC's perspective on best practices in using customer service to optimize inventory, featuring case examples from Deere and Stryker.
Type: Best Practices and Business Drivers Topics: Inventory Management, Supply Chain Management, Logistics Processes: 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer- Relevance: 44%
- Member Price: FREE
- Speed to Market: Attracting and Retaining Customers
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In today's marketplace, speed and innovation, as they relate to meeting customer needs, are prominent factors in determining an organization's success.
Type: Reports and Books Topics: Customer Service, Customer-focused Processes and Functions, New Product Development, Product Development, Innovation Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer- Relevance: 42%
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- Nonmember Price: $395.00
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- One-on-One
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The Container Store delivers 185 hours of one on one product and customer service training to employees in their first year while the average retailer provides seven hours.
Type: Case Studies Topics: Customer Satisfaction, Customer-focused Processes and Functions, Customer Service, Employee Training & Development, Human Capital Management Processes: 4.4.3 Provide service to specific customers, 4.0 Deliver Products and Services, 4.4 Deliver service to customer, 6.3.5 Develop and train employees, 6.0 Develop and Manage Human Capital, 6.3 Develop and counsel employees- Relevance: 41%
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- Nonmember Price: $50.00
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- Eddie Bauer's Dedication to Customer Visible in Measurement Process
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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: 41%
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- Nonmember Price: $50.00
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- Putting Customer Focus into Action: Employees, Data Keys to Prudential's Success
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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: 41%
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- Nonmember Price: $50.00
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- Charles Schwab Builds Relationships with Customers to Provide Spectacular Customer Service
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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: 41%
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- Nonmember Price: $50.00
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- US WEST Measures Customer Value to Link Market Share, Understand Drivers of Loyalty
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US WEST transitioned to a Customer Value Analysis (CVA) system to react to its competitive environment. The organization moved beyond satisfied customers to loyal customers.
Type: Case Studies Topics: Customer Loyalty, Customer-focused Processes and Functions, Customer Value Analysis 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: 41%
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- Nonmember Price: $50.00
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