What Customers Value Most: How to Achieve Business Transformation by Focusing on Processes That Touch Your Customers: Satisfied Customers, Increased Revenue, Improved Profitability

What Customers Value Most: How to Achieve Business Transformation by Focusing on Processes That Touch Your Customers: Satisfied Customers, Increased Revenue, Improved Profitability

by Stanley A. Brown


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Product Details

ISBN-13: 9780471641230
Publisher: Wiley
Publication date: 11/01/1995
Pages: 322
Product dimensions: 6.36(w) x 9.33(h) x 0.92(d)

About the Author

STANLEY A. BROWN is the Leader of the PricewaterhouseCoopers Centre of Excellence in Customer Care. The Centre works with organizations to enhance revenue and improve profitability through a focus on processes that touch the customer. He is a frequent speaker on the topic of customer service, and writes regularly for newsletters and magazines, including Sales and Marketing Management and ICSA News. He is the author of Strategic Customer Care: An Evolutionary Approach to Increasing Customer Value and Profitability (Wiley, 1999), Breakthrough Customer Service: Best Practices of Leaders in Customer Support (Wiley, 1997), Total Quality Service, and Creating the Service Culture.

Table of Contents



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.


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.


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.



Appendix: Motorola's T.C.S. Team Competition Criteria.



What People are Saying About This

From the Publisher

"This book should be on the shelf of every business leader. What a great read! Filled with interesting examples and insightful conclusions, Brown s book is a must-read for people interested in bolstering quality."
— Professor John Daly, Executive Board Member, International Customer Service Association Amon Carter Professor of Communication, The Graduate School of Business, University of Texas at Austin

"Success cannot be achieved by adopting the latest managerial fad it can only be achieved by understanding the customer and researching the marketplace to meet the customer s needs. What Customers Value Most helps lay the foundation for successful organizations."
— Gwyn Gill, Executive Vice-President, Personal Commercial Bank, Canadian Imperial Bank of Commerce

"What Customers Value Most is timely and right on! It offers numerous usable hints on best practices and processes that will get improved results with customers. It is a real treat among quality improvement books."
— Barron H. Harvey, Ph.D., Dean, School of Business, Howard University

"Continuous process improvement must have customer input to have value. This book hits the key issues that need to be considered in order to increase customer satisfaction, and it discusses those best practices that organizations have used to be successful."
— Lynne Manning, Vice-President and Managing Director, Canada, Kelly Services (Canada), Ltd.

"For business people truly concerned with the future of their company, this book is well worth reading and studying."
— Bruce N. Mathewson, Director of Quality, Kodak Canada Inc.

"What Customers Value Most is full of practical how-to s. It offers detailed case studies highlighting best practices that you should consider for achieving effective business processes. Great book."
— Donald Thomas, Manager, Customer Service, Occidental Chemical Corporation

"This book presents a usable, logical, and well-researched blueprint to achieve improved productivity and profitability. Through the use of practical checklists, self-evaluation questionnaires, and examining the best practices of successful organizations, Stan Brown has produced a framework for business transformation that is a must-read for any service practitioner involved in improving customer service/satisfaction and continuous improvement."
— Peter Zarry, Director, Executive Development Programs, York University, Faculty of Administrative Studies

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