Meeting Customer Needs

This is a third edition of Meeting Customer Needs, a diploma level book in the Chartered Management of Institute series. This particular title meets the specific requirements of those taking the Unit DM45 entitled Customer Focus, Marketing and Planning. A new website available for use with the text to provide revision notes and lecturers' notes. This book is ideal for managers seeking to establish or improve customer service and customer focus standards. It includes action plans, sample communications and checklists for managers to adapt for their own purposes. Real examples and new case studies are used throughout to illustrate points in a practical context.

"The Anger Busting Workbook - Simple, Powerful Techniques for Managing Anger and Saving Relationships', James A. Baker, one of America's forerunners in the field of corporate training, has received national and international acclaim for his worldwide training seminars. He specializes in conflict resolution, negotiation, and anger management."--Publisher's website.

Customer experience pioneer Jeanne Bliss shows why “Make Mom Proud” companies outperform their competition. Her 5-step guide to customer experience and culture transformation makes this achievement possible. Bliss urges companies to make business personal to earn ardent fans and admirers, by focusing on one deceptively simple question: "Would you do that to your mother?" “Make Mom Proud” companies give customers the treatment they desire, and employees the ability to deliver it. They turn “gotcha” moments into “we’ve got your back” moments by rethinking business practices, and they enable employees to be part of the solution to fix customer frustrations. Bliss scoured the marketplace seeking companies who excel at living their core values, grounded in what we all learned as kids. She offers a five-step plan for evaluating your current behaviors and implementing actions at every level of the organization. Step 1. “Be the Person I Raised You to Be” Understand how you are hiring, developing and trusting employees to bring the best version of themselves to work. Vail resorts, for example, the world's largest ski resort operator, banned the three words "Our policy is..." from their vocabulary, freeing employees to take spirited actions to deliver "the experience of a lifetime." Step 2. “Don’t Make Me Feed You Soap” Learn the eight key frustrations that bind us as customers (waiting, fear, anxiety, the black hole of no communication, etc.) and how to apply actions from companies who are delivering a seamless, frictionless and easy experience. Step 3. “Put Others Before Yourself” Determine if your focus is on helping customers achieve their goals – and evaluate how that is fueling your growth. Canada's Mayfair Diagnostics, for example, spent over a year studying the emotions of patients entering an imaging clinic, so they could redesign their welcome to deliver warmth and caring over procedure and process. The newly designed clinic achieved profitability in record time. Step 4. “Take the High Road” Learn how companies who do the right thing rise above the competition. Virgin Hotels, for example, named #1 U.S. hotel by Conde Nast Reader's Choice Awards, walked away from price gouging at the mini bar, so you'll never pay more for that Snickers bar than what you'd pay at the corner market. Step 5. “Stop the Shenanigans!” Evaluate your current company behaviors and identify the key actions that you can begin immediately. With 32 case studies and examples from more than 85 companies, this is a practical and easy to follow guide for your experience and culture transformation. Filled with comics to snapshot our experiences as customers, a “mom lens” to reflect continuously on your performance, and a “make-mom-proud-ometer” quiz – the book makes Bliss’s approach accessible and approachable. Join the movement to #MakeMomProud by applying this book across your organization. Whether you're contemplating your company's returns policy, its social media presence, or its big-picture strategy, this approach will help your company anticipate both employee and customer needs, extend patience, and show respect at all times.

Customer Service For Dummies, Third Edition integrates the unbeatable information from Customer Service For Dummies and Online Customer Service For Dummies to form an all-in-one guide to customer loyalty for large and small businesses alike. The book covers the fundamentals of service selling and presents up-to-date advice on such fundamentals as help desks, call centers, and IT departments. Plus, it shows readers how to take stock of their customer service strengths and weaknesses, create useful customer surveys, and learn from the successes and failures of businesses just like theirs. Karen Leland and Keith Bailey (Sausalito, CA) are cofounders of Sterling Consulting Group, an international consulting firm specializing in quality service consulting and training for such clients as Oracle, IBM, Avis, and Lucent.

Inhaltsangabe:Abstract: Increasing competition, deregulation, globalisation, and technological advancement continuously create new business realities for organisations in the marketplace. In order to cope with these structural changes, many organisations aim at improving and innovating their business processes within the implementation of a quality management System. In today's competitive environment however, it is not sufficient to implement internally oriented business process improvements. Instead, companies have to concentrate an externally focused process improvements which add value to customers and thus enhance customer relationships. Such customer value driven process improvements help to integrate marketing and operations strategies and thereby provide a significant competitive advantage. A quality management system enables organisations to achieve a competitive edge through customer satisfaction in today's highly competitive domestic and global markets. Customer satisfaction forms an integral part of a quality management system which focuses organisations an meeting or exceeding customer expectations through outstanding product and service performance. The integrative approach of a quality management system motivates everyone in an organisation to serve the customer. Customers include the end user (external customers) as well as all employees within an organisation (internal customers). As a result, external and internal customer expectations and requirements drive business processes. Moreover, quality and customer satisfaction are defined by customers and not by internal specifications. Therefore, an organisation has to focus an adding value to products and Services from the customers' perspective. Achieving customer satisfaction by exceeding customer requirements is a growing concern to organisations throughout the entire business world. Australian companies thus have to meet increasing international competition by providing customers with better quality products and services at lower prices than competitors. In this system, Total Quality Management represents the Overall organisational philosophy of the quality drive. Kaizen is the instrument to achieve a quality culture in an organisation, and Lean Management concentrates an the optimisation of time and cost in business processes, especially in production. A quality management System therefore aims at coordinating organisational improvement programs. This paper aims at identifying [...]

Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.

As the Lead Reliability Engineer for Ford Motor Company, Guangbin Yang is involved with all aspects of the design and production of complex automotive systems. Focusing on real-world problems and solutions, Life Cycle Reliability Engineering covers the gamut of the techniques used for reliability assurance throughout a product's life cycle. Yang pulls real-world examples from his work and other industries to explain the methods of robust design (designing reliability into a product or system ahead of time), statistical and real product testing, software testing, and ultimately verification and warranting of the final product's reliability

Not all customers are created equal. Despite what the tired old adage says, the customer is not always right. Not all customers deserve your best efforts: in the world of customer centricity, there are good customers...and then there is pretty much everybody else. Upending some of our most fundamental beliefs, renowned behavioral data expert Peter Fader, Co-Director of The Wharton Customer Analytics Initiative, helps businesses radically rethink how they relate to customers. He provides insights to help you revamp your performance metrics, product development, customer relationship management and organization in order to make sure you focus directly on the needs of your most valuable customers and increase profits for the long term.

Production and manufacturing management since the 1980s has absorbed in rapid succession several new production management concepts: manufacturing strategy, focused factory, just-in-time manufacturing, concurrent engineering, total quality management, supply chain management, flexible manufacturing systems, lean production, mass customization, and more. With the increasing globalization of manufacturing, the field will continue to expand. This encyclopedia's audience includes anyone concerned with manufacturing techniques, methods, and manufacturing decisions.