What customers value most : how to achieve business transformation by focusing on processes that touch your customers : satisfied customers, increased revenue, improved profitability

著者

書誌事項

What customers value most : how to achieve business transformation by focusing on processes that touch your customers : satisfied customers, increased revenue, improved profitability

Stanley A. Brown

J. Wiley, c1995

大学図書館所蔵 件 / 全10件

この図書・雑誌をさがす

注記

Includes bibliographical references (p. [301]-302)

内容説明・目次

内容説明

This study focuses on why and how organizations must reach out and touch their customers. High performing companies obtain positive results - increased revenue and customer satisfaction - by beginning their process improvement with processes that touch the customer directly. Focusing on what customers value most results in positive transformation: satisfied customers, increased revenue and improved profitability.

目次

  • Acknowledgements. Preface. How to Read This Book. Chapter 1-- It's Time to Change More Than Bandwagons. The Voice of the Customer: Lessons Learned from the Tortoise. How Will Learning From the Tortoise Help? Looking Out of the Shell. Customer Satisfaction/Revenue Enhancement Model. Revenue Enhancement and Improved Profitability. Listen to the Voice of the Customer. Where Do Internal Customers (Employees) Fit In? The Role of Management. Taking Your Eyes Off the Ball. Checklist: Are You Ready to Start? Chapter 2-- Are the Rewards Worth the Battle? Can a Focus on Quality and Customer Satisfaction Lead to Profitable Results? Committing to a Performance Improvement Initiative: A Cost Justification. Is it Worth the Investment? Case Study: Van Kampen American Capital-- The Impact of Improved Customer Satisfaction. Research on the Positive Impact of Quality/Customer Satisfaction Initiatives. Why Companies Adopt Performance Improvement Initiatives. Key Drivers for Success-- How to Avoid Failure. Management Commitment. Communication. Measurement and Accountability. Structure and Teams. Culture Change. Training and Education. Resource Allocation. The Link Between Quality/Customer Satisfaction and Improved Profitability. Checklist: Things to Remember Chapter 3-- Starting Off: A Process for Achieving Business Transformation. Case Study: Gas Turbine Corporation-- Putting the Process to Action. TQM (little "r" Reengineering) and BPR (Big "R" Reeingineering): Different? The Differences. The Similarities. Case Study: PHH-- Once May Not Always be Enough. Case Study: Hewlett-Packard-- Going from Process-Based to Customer-Focused. Case Study: The Proctor Gamble Approach to Improved Customer Satisfaction. Case Study: Five "Make or Break" Factors When Improving the Processes that Touch the Customer Chapter 4-- The Align Phase: Aligning the Organization to Deliver. The First Steps. The Importance of Alignment. The Statement of Purpose. How Best to Communicate the Statement of Purpose. Need a Change-- Create a Crisis. Gaining Commitment to the Mission. Setting the Course-- The Role of the Leader. Case Study: Lincoln Life. It's Not Only What You Say, But Where You Deliver It That Counts. The Role of the Customer Bill of Rights. Case Study: Canadian Pacific Hotels Resorts. Alignment/Empowerment and Guarantees...How to Set it Up. Educating Customers About Service. More on Guaranteeing Your Customer's Bill of Rights. A Personal Experience and a Bold Guarantee. When Companies Don't Take Their Guarantees Seriously. Case Study: AMP Incorporated-- An Example of Total Alignment. How Important is Alignment? Checklist: Do You Have the Personal Ability to Encourage Alignment? Chapter 5-- The Explore Phase: How to Use the Voice of the Customer. Why the Voice of the Customer Sets the Direction and Focus. Who Are My Customers and What Are Their Needs? Priorities for Improvement: Mapping the Service Cycle. Creating the High-Level "Quick" Map. What is a Process? A Process for Mapping the Process. Designing a Research Questionnaire. Satisfaction and Loyalty Attributes. Complaint Resolution Experience. Points of Contact for Complaints. Impact on Customer Retention and Positive Word-of-Mouth. Suggested Improvements. Relevant Versus Irrelevant Questions. Capture Candid Customer Feedback with Focus Groups. Number of Groups. Preparation. Discussion Guide. Audio- and Videotaping. What to Ask. Data Analysis: Matching Drivers of Satisfaction to Process Improvement. Case Study: Kelly Services-- Using the Voice of the Customer to Drive Process Improvement. Checklist: Tools to Use-- When and Why Chapter 6-- The Focus Phase: The Importance of Teams and Training. Forming Teams-- The One-Third Rule. What Else You Need to Know About Teams. The Pyramid Approach to Team Co-ordination. Executive Committee. Performance Improvement Council. Quality Service and Action Teams. Teams Need Senior Management Involvement and Leadership. Put the Customer on Your Team. Restructuring into Customer-Focused Teams. Let the Teams Take Control. Bringing the Customer on Board. How to Make Teams More Effective. How to Allocate Team Responsibilities...Don't Choose a Team Chairperson. A Non-Traditional Approach to Training. Which Path Should You Follow? Why a One-Size-Fits-All Approach Will Not Work. How to Identify and Fill the Training Gap. What More Can Be Done? A Word On Coaching. The Path to Success and Improved Customer Satisfaction. A Different Perspective on Coaching. A Coach's Viewpoint On Coaching for Success. Lessons Learned from the Chinese. What We Can Learn from Japanese Culture. Harmony and Conformity. Teamwork and Team Building. Communication and Co-operative. Case Study: An Approach to "Enabling" High Performance at Quaker Oats. Lessons Learned from the External Customer-- The 3M Approach. How Much Should You Spend On Training? Checklist: A Team Inventory Evaluation Form Chapter 7-- The Commit/Support Phase: Making It a Habit, Not an Act. The Tools Needed to Support a Culture of Continuous Improvement. Case Study: Bank of Montreal/Harris Bankcorp-- How They Defined "What Customers Value Most". Want to Make a Change...Create a Challenge: Moore North America. Case Study: Motorola. Recognition and Reward Systems. Offer Employees an Incentive to Improve Customer Satisfaction. Low-Cost Employee Rewards. Creating Long-Term External Customer Loyalty Programs. The Role of Suggestion Systems. Another Approach Where Teams and Rewards Play An Important Role. Customers Can be a Tremendous Source of Ideas for Improvement. Checklist: Are You Supporting a Customer-Focused Philosophy? Chapter 8-- The Tools that Will Help You Continue to Offer "What Customers Value Most". Benchmarking-- Where it Fits, How it Fits. Process Benchmarking-- The Myths and the Facts. Establishing a Benchmarking Database. Customer Satisfaction Indices. Using Complaints as a Benchmark. How Customer Complaints Led to Customer Satisfaction: The IBM Perspective. A Closed-Loop Complaint System: Vistakon. ISO Requirements for Corrective Action. The Role of Technology in Capturing Customer Comments. Using Technology as an Enabler. How Technology is Being Used to Drive Customer Satisfaction. Checklist: A Modified Evaluation from Motorola Chapter 9-- How to Ensure That You Do Not Lose Focus. ISO 9000-- Its Role in Achieving Customer Satisfaction and Performance Improvement. Myth 1: ISO is just a "flavour-of-the-month." It will fade by next year only to be replaced by a new acronym. Myth 2: There is no evidence to suggest that ISO has quantifiable benefits to an organization nor does it have any impact on customer satisfaction. Myth 3: Once you have ISO registration, you are there. Myth 4: ISO has application only in the manufacturing segment
  • it has no relevance in the service sector. Myth 5: ISO registration will ensure that your product meets customer needs. Myth 6: The responsibility for quality and ISO registration rests with the quality manager. Myth 7: It should not take too long to satisfy the documentation requirements, since it should just be my policy and procedures manual. The Baldrige Award. Key Differences Between the Baldrige Award and ISO 9000. The European Quality Award-- The New Kid on the Block. The European TQM Model. A Self-Evaluation: The Results Segment of the EQA Chapter 10-- A Methodology to Help You Deliver "What Customers Value Most". The Best Practices Model. The Steps of the Best Practices Model. Align: Align Senior Management in a Commitment to Excellence. Explore/Listen: Listen to the Voice of the Customer. Focus: Focus on Customer-Related Processes. Commit/Support: Support a Culture of Continuous Improvement. Summary Glossary. Appendix: Motorola's T.C.S. Team Competition Criteria. Bibliography/Footnote. Index.

「Nielsen BookData」 より

詳細情報

ページトップへ