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001    817926677 
003    OCoLC 
005    20240129213017.0 
006    m     o  d         
007    cr |n|---||||| 
008    121105s2012    nyu     o     000 0 eng d 
010    |z  2012035833 
019    852499647|a880870797|a1058196080 
020    9781118420232 
020    1118420233 
029 1  AU@|b000052905713 
029 1  AU@|b000067095597 
035    (OCoLC)817926677|z(OCoLC)852499647|z(OCoLC)880870797
       |z(OCoLC)1058196080 
040    MERUC|beng|epn|cMERUC|dOCLCQ|dAU@|dUMI|dCNSPO|dS9I|dOCLCO
       |dOCLCQ|dOCLCO|dOCLCF|dOCLCQ|dOCLCO|dOCLCQ|dOCLCO|dOCLCL 
049    INap 
082 04 658.8|a658.8342 
082 04 658.8|a658.8342 
099    eBook O’Reilly for Public Libraries 
100 1  Thomas, Bill. 
245 10 Anticipate :|bKnowing What Customers Need Before They Do.
       |h[O'Reilly electronic resource] 
260    New York :|bWiley,|c2012. 
300    1 online resource (226 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
504    Includes bibliographical references and index. 
505 0  Anticipate: Knowing What Customers Need Before They Do; 
       Copyright; Contents; Chapter 1: Strategy-Creating and 
       Destroying Customer Value; Assessing Your Strategy's 
       Potential for Success; Debunking Some Key Myths; Myth #1: 
       A Strategy Must Inspire Your People; Myth #2: Not All 
       Strategies Produce Change; Myth #3: Strategies Must Be 
       Achievable; Myth #4: Strategy Defines a Desired State or 
       Vision; Customer Focus-One Part Plan, One Part Roadmap; 
       Chapter 2: Doing the Right Things for the Wrong Reasons; 
       Addressing the Priority Predicament; Differentiating 
       Customer Behavior, Satisfaction, and Loyalty. 
505 8  Don't Measure What You Can-Measure What MattersChapter 3: 
       Not All Customers Are Good Customers; Customer 
       Segmentation Is Vital; Loyalty Generates Mutual 
       Profitability; Mutual Profitability Starts the Customer 
       Focus Journey; Chapter 4: When Customers Speak-Who Hears 
       Them?; Level I-Voice of the Customer (VOC); Advantages and
       Limitations of VOC; Chapter 5: Input Is Vital-But 
       Involvement Multiplies the Value; Differentiation-One 
       Touch Point at a Time; Teaming Turns Feedback into 
       Dialogue; Chapter 6: It Takes Two to Be Engaged; Customer 
       Focus Cannot Be a Department or Title. 
505 8  Expect Everyone to Play a RoleCreate Roles for Everyone to
       Play; Maintaining Awareness of Expectations and 
       Opportunities; Sample Customer Experience Readiness 
       Survey; Chapter 7: Customer Focus Is a Process-Not an 
       Event; Value Chain and Business Modeling; Mapping Customer
       Focus Pivot Points; Mapping Customer Experience Touch 
       Points; Value Chain Labs®-the Ultimate Dialogue; Chapter 8
       : Culture-The Soft Stuff Is the Hard Stuff; Key Element 1:
       Develop a Value Creation Mindset; Key Element 2: Ask, Act,
       and Align Everything You Do; Asking Questions Is an 
       Obligation; Acting on What You Learn. 
505 8  Build Alignment Across Your CompanyChapter 9: Managing 
       Change, Performance, and Talent; Key Element 3: Apply An 
       Effective Internal Management System; Key Change 
       Management Practices; Key Performance Management 
       Practices; Financial Consequences; Nonfinancial 
       Consequences; Negative Consequences; Key Talent Management
       Practices; Chapter 10: Leveraging Your Culture and Value 
       Chain; Leverage Existing Loyalty; Helping Your Customers 
       Extend Their Loyalty; Helping Your Employees Extend Their 
       Loyalty; Increase Level II Teaming; Applying Your Skills 
       and Techniques to More Customers. 
505 8  Applying Your Skills and Techniques InternallyElevate 
       Teaming to Partnering; Partnering Generates Mutual 
       Success; But Customers Don't Want "Partners"!; Extend 
       Level III Efforts Across the Value Chain; To Summarize . .
       .; Index. 
520    Design and implement the ideal customer focus Anticipate 
       provides business readers with a practical how-to approach
       for taking their customer-supplier relationship to one 
       that is more sustainable and more mutually profitable. 
       Much of the discussion on customer experience has centered
       on the hospitality or retail industries and has showcased 
       the discrete techniques organizations use to deliver 
       better service and create more satisfied customers. 
       Anticipate extends and integrates those techniques to 
       deliver an end-to-end customer experience that can be 
       applied in any industry, by any type of o. 
588 0  Print version record. 
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
650  0 Customer relations. 
650  0 Strategic planning. 
650  6 Planification stratégique. 
650  7 Customer relations|2fast 
650  7 Strategic planning|2fast 
700 1  Tobe, Jeff. 
776 08 |iPrint version:|aThomas, Bill.|tAnticipate : Knowing What
       Customers Need Before They Do.|dNew York : Wiley, ©2012
       |z9781118356913 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/9781118417218/?ar
       |zAvilable on O'Reilly for Public Libraries 
994    92|bJFN