Product Type: Market Research Report
Published by: American Productivity & Quality Center
Published: October 2000
Product Code: R166-59Description Effectively use the simple, yet powerful tools and concepts of customer value analysis (CVA), and make customer value a key factor for decision making throughout your organization with Using What Customer's Value To Guide Your Business
Learn how to avoid ill-fated "strategic principals" and focus on providing superior value to your customers.
KEY FINDINGS
- A key to successful, rapid implementation of a companywide CVA system is strong
support from the CEO. With support from the CEO and other high-level
managers, customer value management can rapidly become part of the corporate
culture rather than just an isolated event.
- CVM provides best-practice organizations with an overarching strategic framework
that combines customer satisfaction and transactional studies to become
supporting studies for a customer value framework.
- Best-practice organizations, with central CVM support staffs, made a significant
commitment of money and resources over time in order to achieve success with
CVM.
- Within best-practice organizations, CVA is more than just a methodology for
formatting customer and market research. CVA is seen as a key model and is used
widely as a tool in decision making, strategic thinking, and planning.
- Best-practice organizations encourage widespread employee involvement in CVA
and disseminate CVA results and information throughout the organization.
- All best-practice organizations strongly emphasize the development of a common
CVA language and methodology.
- Best-practice organizations use CVM to identify and establish business priorities.
CVM is used as a priority-setting tool in critical business planning to determine
what processes to improve or not improve and what markets to serve or not serve.
Best-practice organizations also have strong and explicit links between their
customer value programs and their quality improvement programs.
- Best-practice organizations have developed techniques to understand what their
large key account customers value. Using client participation in one-on-one
surveys, they develop customized action plans to deliver accelerating revenue
growth from key accounts.
- Best-practice organizations take different approaches with mixed degrees of
sophistication to measure the business results (e.g., ROI) they achieve with CVA.
- CVM plays a major role in measuring performance and determining business
results.
- CVM is used by some best-practice organizations to shift away from product focused
thinking to solutions-focused thinking.
Table of Contents Executive Summary
Chapter 1: CVA Overview, Introduction, and Methodology
Chapter 2: Customer Value, Decision Making, and Strategy
Chapter 3: Business Results, Change, and Future Direction
Case Studies
- AT&T
- Butler International
- Hewlett-Packard Company
- Nortel Networks
- WesTrac Equipment
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