| Description |
1 online resource (226 pages) |
| Contents |
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. |
|
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. |
|
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. |
|
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. |
|
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. |
| Summary |
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. |
| Bibliography |
Includes bibliographical references and index. |
| Subject |
Customer relations.
|
|
Strategic planning.
|
|
Planification stratégique. |
|
Customer relations |
|
Strategic planning |
| Added Author |
Tobe, Jeff.
|
| Other Form: |
Print version: Thomas, Bill. Anticipate : Knowing What Customers Need Before They Do. New York : Wiley, ©2012 9781118356913 |
| ISBN |
9781118420232 |
|
1118420233 |
|
More Resources