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Imperial Library
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Index
Cover
Contents
Title
Copyright
Chapter 1: Strategy—Creating and Destroying Customer Value
Assessing Your Strategy’s Potential for Success
Debunking Some Key Myths
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 Matters
Chapter 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 Role
Create 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
Chapter 9: Managing Change, Performance, and Talent
Key Element 3: Apply An Effective Internal Management System
Key Change Management Practices
Key Performance Management Practices
Key Talent Management Practices
Chapter 10: Leveraging Your Culture and Value Chain
Leverage Existing Loyalty
Increase Level II Teaming
Elevate Teaming to Partnering
Extend Level III Efforts Across the Value Chain
To Summarize . . .
Index
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