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- How Best-Practice Organizations Use Customer Information
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Most organizations collect information about their customers, but few know which data to rely on and how to use it. Best-practice organizations handle customer information differently from the average organization.
Type: Best Practices and Business Drivers Topics: Customer Loyalty, Customer-focused Processes and Functions, Customer Relationship Management, Customer Satisfaction, Customer Segmentation Processes: 5.1.1.1 Analyze existing customers, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers), 5.3.3.3 Analyze product and service satisfaction data and identify improvement opportunities, 5.3 Measure and evaluate customer service operations, 5.3.3 Measure customer satisfaction with products and services Industry: Financial Services/Banking, Retail/Catalog/Mail Order- Relevance: 67%
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- Select Opportunities for Innovation through the Eyes of Customers
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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: 46%
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- Using Customer Feedback to Guide Process Improvement
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What do customers really want?
Type: Case Studies Topics: Benchmarking, Business Excellence, Customer-focused Processes and Functions Processes: 12.2 Benchmark performance, 12.0 Manage Knowledge, Improvement, and Change, 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations- Relevance: 43%
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- Stepping Out: How the real customer-focused organization sets itself apart
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Any organization that depends on its customers will say that it is customer-focused.
Type: Articles and White Papers Topics: Customer-focused Processes and Functions Processes: 5.1 Develop customer care/customer service strategy, 5.0 Manage Customer Service, 5.3.3 Measure customer satisfaction with products and services, 5.3 Measure and evaluate customer service operations- Relevance: 42%
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- Customer Support Becomes Strategic
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As global competition and customer demands intensify, the service delivered after the initial sale of a product is now what truly differentiates competitors from one another in today's increasingly service-driven ...
Type: Articles and White Papers Topics: Customer Satisfaction, Customer-focused Processes and Functions Processes: 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations- Relevance: 42%
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- Insights into Using Customer Valuation Strategies to Drive Growth and Increase Profits
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At one time, organizations considered employees their most valuable assets; however, most CEOs today will agree that the customer ranks highest-far above products, services, and employees.
Type: Articles and White Papers Topics: Business Excellence, Customer Value Analysis, Customer-focused Processes and Functions Processes: 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations- Relevance: 42%
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- Customer Satisfaction Measurement Secondary Research Summary
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A summary of secondary research providing organization examples, trends, best approaches and insights. Further information may be found within the articles cited.
Type: Articles and White Papers Topics: Customer Satisfaction, Customer-focused Processes and Functions, Measurement, Business Excellence Processes: 5.3.1 Measure customer satisfaction with customer requests/inquiries handling, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations, 5.3.3 Measure customer satisfaction with products and services- Relevance: 41%
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- Inventory Optimization - Office Depot Case Study
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Office Depot Inc., founded in 1986, is one of the world's largest sellers of office products and an industry leader in every distribution channel, including stores, direct mail, contract delivery, the Internet, and ...
Type: Case Studies Topics: Inventory Management, Supply Chain Management, Logistics Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans, 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations Industry: Retail/Catalog/Mail Order- Relevance: 41%
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- Inventory Optimization - Stryker Case Study
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Stryker Corporation is a leader in the worldwide orthopedic market and one of the world's largest medical device companies.
Type: Case Studies Topics: Customer Satisfaction, Customer-focused Processes and Functions, Inventory Management, Supply Chain Management, Logistics Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans, 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations Industry: Medical Equipment- Relevance: 41%
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- Nonmember Price: $50.00
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- Inventory Optimization - Deere Case Study
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In 1837, John Deere founded the company that would come to bear his name.
Type: Case Studies Topics: Call Centers, Customer-focused Processes and Functions, Inventory Management, Supply Chain Management, Logistics, Six Sigma, Business Excellence, Quality Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans, 5.3.3 Measure customer satisfaction with products and services, 5.0 Manage Customer Service, 5.3 Measure and evaluate customer service operations Industry: Machinery- Relevance: 41%
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- Nonmember Price: $50.00
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