Align around Customer Outcomes
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The Dangers of Defining a Specific Scenario-Mapping Customer
Creating a Composite Customer Yields Best Results
by Ronni MarshakWhen defining the customer for a scenario-mapping session, create a composite customer who embodies the common traits and needs of a key customer segment. -
Identifying the Right Customers and Context
Building the Foundation for a Customer Scenario
by Ronni MarshakBefore you begin a Customer Scenario® Mapping exercise, you should capture the context of the scenario. -
Netflix.com Wins Patent on Business Methods
Turning Customers' Moments of Truth into a Sustainable Business Advantage
by Patricia SeyboldWe think that Netflix deserved to receive a patent for its innovative approach to renting DVDs (or videogames, or music). Why? The company has demonstrated that it understands its customers’ critical “moments of truth,” and has designed a business model -
Gathering Customers' Real Requirements
Uncovering Customers' Moments of Truth
by Patricia SeyboldGathering customer requirements can be tough. Particularly if customers can't envision the possibilities of how they might reach their outcomes in a dramatically different way. -
How to Approach Multi-Channel CRM
Walk In Your Customers' Shoes and Identify the Services that Customers' Need across Channels
by Mitchell KramerYour customers demand a seamless experience when they do business with you—seamless across multiple channels. We call this multi-channel CRM. We created the Multi-Channel CRM Workshop to help you design this CRM approach. -
American Express Comes Through for a Member in Need
Solving a Problem Leads to an Easy Up-Sell
by Ronni MarshakWhen a customer is in crisis, solving the problem on the spot makes the sale! -
How to Prioritize Your Roadmap Using Customer Experience & Value
Rationalizing Your IT Services Across Projects and Business Units
by Patricia SeyboldHere’s a method for incorporating the Customer Experience into your IT planning. -
The Next Big Thing: Adaptive Business Process Management
Making Processes Reflect the Dynamic Nature of Business Today
by Patricia SeyboldStatic business processes cannot address continually-changing customer requirements. -
Designing a Customer Flight Deck(SM) System - Customer Goals
Step 2: Create the Customer Numbers/Depth of Customer Relationships Section
by Patricia SeyboldThe second step in creating a useful Customer Flight Deck is to review your company’s growth objectives. This will give you a basis for determining how to track your performance. -
Designing a Customer Flight Deck(SM) System - Customer Segmentation
Step 1: Select a Customer Segment to Monitor
by Patricia SeyboldThe first step in creating a useful Customer Flight Deck is to identify what customer segments you want to track. Focus on how and why customers buy. -
Don’t Wait to Extend Your Enterprise!
How Should You Prioritize Your Initiatives? Start from the Outside In
by Patricia SeyboldCompanies that focus on internal operational efficiencies rather than extended-enterprise applications are doomed to failure! -
What Comes After CRM?
Customer-Led Business Transformation
by Patricia SeyboldInvesting in a Customer Relationship Management (CRM) strategy and system won’t give you sustainable profitability. Instead, you need to redesign your company’s business processes from your customers’ point of view. -
Designing a Customer Flight Deck(SM) Performance Management System
Introducing a Performance Management System for the Customer Economy
by Patricia SeyboldDesigning a Customer Flight DeckSM System can help you move your company from being product-centric to being customer-centric. -
The Customer Revolution
How to Thrive When Customers Are in Control
by Patricia SeyboldIn The Customer Revolution, the essential truths of business today are identified: “The Internet economy is the customer economy, and the fundamental source of value in the new customer economy is customers.” In the customer economy, the depth of your customer relationships is directly proportional to the value of your business. Attracting and retaining customers will be the core competencies of successful firms. Companies will be increasingly valued based on how they build relationships with their customers and on those customers' long-term value to the company.
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