The Customer-Centered Enterprise: How IBM and Other World-Class Companies Achieve Extraordinary Results by Putting Customers FirstIBM'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. |
Contents
| 1 | |
| 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 |
Other editions - View all
The Customer-centered Enterprise: How IBM and Other World-class Companies ... Harvey Thompson No preview available - 2000 |
Common terms and phrases
alignment analysis attain attract attractor automated bank basic needs British Airways business capabilities business direction business improvement business process improvement business process management buying behavior call center capabilities and infrastructure channel company's competition competitors Copyright IBM cost cross-functional customer centered customer expectations customer focused customer needs customer satisfaction customer segments customer service Customer value management customer view customer vision customer-centered customer-defined vision customer-facing customer-focused customer's CVM approach CVM pyramid deliver design points develop differentiate employees enabling infrastructure enterprise example Figure firm framework Harley-Davidson Hertz identify impact interactions internal investment invoice issues Kano L. L. Bean low-value customers major management by objectives market segment market share MasterCard ment metrics needs and wants performance gaps potential process capabilities process or service product or service products and services Quality function deployment reengineering result scope specific surveys target market tion value chain value proposition Wal-Mart
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.