The Customer-Centered Enterprise: How IBM and Other World-Class Companies Achieve Extraordinary Results by Putting Customers First: How IBM and Other World-Class Companies Achieve Extraordinary Results by Putting Customers First

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McGraw Hill Professional, Dec 31, 1999 - Business & Economics - 224 pages
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IBM's battle plan for attracting new customers--and keeping them for life. IBM--history's most remarkable organization--stays on top by constantly honing and refining its marketing strategies. One vital strategy, however, remains constant: The customer must always come first. The Customer-Centered Enterprise is the only in-depth exploration of IBM's battle-tested Customer Value Management (CVM)--the revolutionary program that makes the customer's viewpoint paramount in every corporate process and management decision.

In today's environment of similar or identical products, CVM's battle-tested techniques will help any company differentiate itself, retain its customers, and grow. Actual examples and case studies show how IBM and other companies have used CVM to align their organization capabilities with customer expectations--experiencing unqualified marketing success.

 

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Nice book, illustrates the interlocking of customer needs with the enterprise capabilities. (P.213)

Contents

Ready Aim No Really Aim
1
Customer As Design Point for Business Engineering
21
The Top of the CVM Pyramid Whose View Counts?
39
Selecting HighestLeverage Customer Interaction
63
Identifying Actionable HighLeverage Customer Needs
87
Making Investment Decisions Based
113
Envisioning Ideal CustomerDefined Business Capabilities
143
Balancing Actions Strategy and Change Holistically
177
Sustaining CVM Always
197
A CustomerFocused Evolution
219
Acknowledgments
237
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Popular passages

Page 5 - Vision without action is a daydream. Action without vision is a nightmare Japanese proverb Conclusion Are these the best of times for plurilingualism?
Page 13 - By the time you finish this book you will have a clear understanding of the aspects of group process that are important to observe.
Page 143 - It achieved this not by introducing a loyalty scheme but by completely overhauling its service delivery system via business process re-engineering techniques. This means that it redesigned its systems and processes for managing customers to meet customers' requirements rather than the functional requirements of different departments.
Page 189 - As these examples demonstrate, a holistic, balanced view includes both the company and the customer. These two views must be successfully integrated, and when they are in conflict, they must be reconciled.
Page 7 - Where do our customers want us to be and how do we get there?
Page xi - ... closer together. Traditional bases for differentiation, such as product features or cost, are becoming less tangible and senior management is forced to look for new ways to stay attractive to a target market.
Page 237 - Bench marking: The Search for Industry Best Practices That Lead to Superior Performance.
Page 3 - Companies today must continuously monitor and maintain an alignment between their customers' dynamic vision of ideal value delivery and the capabilities of the business to deliver that value.

References to this book

About the author (1999)

Harvey Thompson (North Tarrytown, NY) is the Principal of Worldwide Customer Value Management for IBM. He has spear-headed the development and deployment of management techniques applied in IBM and leading corporations across the globe.

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