Foreword |
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xiii | |
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Preface |
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xvii | |
Acknowledgments |
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xxi | |
About the Authors |
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xxiii | |
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PART I PRINCIPLES OF MANAGING CUSTOMER EXPERIENCE AND RELATIONSHIPS |
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1 | (70) |
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Chapter 1 Evolution of Relationships with Customers and Strategic Customer Experiences |
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3 | (40) |
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Roots of Customer Relationships and Experience |
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5 | (6) |
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Traditional Marketing Redux |
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11 | (9) |
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What Is a Relationship? Is That Different from Customer Experience? |
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20 | (1) |
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21 | (1) |
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How to Think about Customer Experience |
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22 | (3) |
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Return on Customer: Measuring the Efficiency with Which Customers Create Value |
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25 | (3) |
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The Technology Revolution and the Customer Revolution |
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28 | (2) |
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Royal Bank of Canada's 16 Million Loyal Customers |
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30 | (4) |
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The ROI of Building Customer Relationships in Financial Services |
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34 | (4) |
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38 | (1) |
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39 | (1) |
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39 | (4) |
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Chapter 2 The Thinking behind Customer Relationships That Leads to Good Experiences |
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43 | (28) |
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Why Do Companies Work at Being "Customer-Centric"? |
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44 | (2) |
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What Characterizes a Relationship? |
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46 | (1) |
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Continuing Roles for Mass Media and Branding |
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46 | (1) |
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Characteristics of a Genuine Business Relationship |
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47 | (3) |
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Building Genuine Customer Connections: A Framework for Understanding Customer Relationships (James G. Barnes) |
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50 | (11) |
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Customer Loyalty: Is It an Attitude? Or a Behavior? |
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61 | (2) |
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63 | (3) |
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66 | (1) |
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67 | (1) |
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67 | (4) |
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PART II IDIC IMPLEMENTATION PROCESS: A MODEL FOR MANAGING CUSTOMER RELATIONSHIPS AND IMPROVING CUSTOMER EXPERIENCES |
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71 | (284) |
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Chapter 3 Customer Relationships: Basic Building Blocks of IDIC and Trust |
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73 | (46) |
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Trust and Relationships Happen in Unison |
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74 | (5) |
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IDIC: Four Implementation Tasks for Creating and Managing Customer Experiences and Relationships |
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79 | (3) |
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How Does Trust Characterize a Learning Relationship? |
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82 | (1) |
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The Speed of Trust (Stephen M. R. Covey) |
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82 | (3) |
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The Trust Equation: Generating Customer Trust (Charles H. Green) |
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85 | (7) |
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Becoming More and More Trustable to Customers |
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92 | (4) |
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The Age of Transparency (Dov Seidman) |
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96 | (5) |
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Basic Principles of Twenty-First-Century Trustability |
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101 | (1) |
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Do Things Right and Do the Right Thing |
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102 | (1) |
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103 | (3) |
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The Man with the Folding Chair |
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106 | (2) |
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Relationships Require Information, but Information Comes Only with Trust |
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108 | (3) |
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Scenario: Governments Develop Learning Relationships with "Citizen-Customers" |
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111 | (5) |
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116 | (1) |
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116 | (1) |
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117 | (2) |
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Chapter 4 Identifying Customers |
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119 | (24) |
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Individual Information Requires Customer Recognition |
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120 | (4) |
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The Real Objective of Loyalty Programs and Frequency Marketing Plans |
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124 | (5) |
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129 | (4) |
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133 | (5) |
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The Role of the "Internet of Things" and Smart Products in Managing Relationships with Customers |
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138 | (1) |
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139 | (1) |
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139 | (1) |
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140 | (3) |
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Chapter 5 Differentiating Customers: Some Customers Are Worth More Than Others |
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143 | (44) |
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Customer Value Is a Future-Oriented Variable |
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145 | (13) |
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Assessing a Customer's Potential Value |
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158 | (1) |
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Different Customers Have Different Values |
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159 | (1) |
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Pareto Principle and Power-Law Distributions |
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160 | (5) |
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165 | (5) |
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Is It Fair to "Fire" Unprofitable Customers? |
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170 | (1) |
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Dealing with Tough Customers |
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171 | (8) |
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Canada Post Customer Value Management Program: Using Value to Differentiate Customer Relationships (Janet LeBlanc) |
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179 | (3) |
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182 | (1) |
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183 | (1) |
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184 | (3) |
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Chapter 6 Differentiating Customers by Their Needs |
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187 | (30) |
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188 | (3) |
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Demographics Do Not Reveal Needs |
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191 | (1) |
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Differentiating Customers by Need: An Illustration |
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192 | (1) |
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Scenario: Financial Services |
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193 | (1) |
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Understanding Customer Behaviors and Needs |
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194 | (2) |
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Needs May Not Be Rational, but Everybody Has Them |
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196 | (1) |
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Why Doesn't Every Company Already Differentiate Its Customers by Needs? |
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197 | (1) |
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Categorizing Customers by Their Needs |
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198 | (2) |
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200 | (2) |
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202 | (4) |
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Using Needs Differentiation to Build Customer Value |
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206 | (2) |
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Scenario: Universities Differentiate Students' Needs |
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208 | (4) |
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212 | (1) |
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213 | (1) |
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213 | (4) |
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Chapter 7 Interacting with Customers: Customer Collaboration Strategy |
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217 | (36) |
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219 | (1) |
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Implicit and Explicit Bargains |
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220 | (2) |
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Do Consumers Really Want One-to-One Marketing? |
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222 | (1) |
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Two-Way, Addressable Media: A Sampling |
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223 | (3) |
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Technology of Interaction Requires Integrating across the Entire Enterprise |
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226 | (3) |
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Managing Customer Experiences by Taking the Customer's Perspective (Mounir Ariss) |
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229 | (5) |
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Customer Dialogue: A Unique and Valuable Asset |
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234 | (2) |
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Customizing Online Communication (Tom Spitale) |
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236 | (3) |
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Not All Interactions Qualify as "Dialogue" |
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239 | (1) |
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When the Best Contact Is No Contact (Bill Price and David Jaffe) |
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240 | (3) |
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Contact Centers Take a New Approach to Customer Interactions (Elizabeth Glagowski) |
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243 | (1) |
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Cost Efficiency and Effectiveness of Customer Interaction |
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244 | (1) |
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Complaining Customers: Hidden Assets? |
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245 | (3) |
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248 | (1) |
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248 | (1) |
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249 | (4) |
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Chapter 8 Customer Insight, Dialogue, and Social Media |
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253 | (36) |
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The Dollars and Sense of Social Media |
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254 | (6) |
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260 | (1) |
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The Importance of Listening and Social Media (Becky Carroll) |
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261 | (6) |
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Crowd Service: Customers Helping Other Customers (Dr. Natalie L. Petouhoff) |
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267 | (10) |
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277 | (1) |
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As Interactions Multiply, Trust Becomes More Important |
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277 | (6) |
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Influencing the Influencers |
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283 | (3) |
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286 | (1) |
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286 | (1) |
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287 | (2) |
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Chapter 9 Privacy and Customer Feedback |
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289 | (32) |
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The Trust Advantage of Robust Data Stewardship (John Rose) |
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294 | (9) |
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Individual Privacy and Data Protection (Larry A. Ponemon, Ph.D.) |
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303 | (3) |
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Privacy in Europe Is a Different World |
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306 | (1) |
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European Organization for Economic Cooperation and Development Privacy Guidelines |
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307 | (3) |
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Privacy Pledges Build Enterprise Trust |
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310 | (3) |
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10 Points to Consider in Developing a Company's Privacy Pledge |
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313 | (1) |
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314 | (3) |
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317 | (1) |
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318 | (1) |
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318 | (1) |
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318 | (3) |
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Chapter 10 The Payoff of IDIC: Using Mass Customization to Build Learning Relationships |
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321 | (34) |
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How Can Customization Be Profitable? |
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322 | (3) |
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Demand Chain and Supply Chain |
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325 | (6) |
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Technology Accelerates Mass Customization |
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331 | (2) |
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Customization of Standardized Products and Services |
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333 | (4) |
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337 | (1) |
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Bentley Systems Creates Value Streams |
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338 | (4) |
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A Quick Primer on Business Rules (Bruce Kasanoff) |
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342 | (4) |
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346 | (3) |
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349 | (1) |
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350 | (1) |
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350 | (5) |
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PART III MEASURING AND MANAGING TO BUILD CUSTOMER VALUE |
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355 | (222) |
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Chapter 11 Optimizing around the Customer: Measuring the Success of Customer-Based Initiatives and the Customer-Centric Organization |
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357 | (56) |
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364 | (9) |
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What Is the Value Today of a Customer You Don't Yet Have? |
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373 | (3) |
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Customer Loyalty and Customer Equity |
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376 | (4) |
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380 | (4) |
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Return on Customer = Total Shareholder Return |
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384 | (5) |
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Measuring, Analyzing, and Utilizing Return on Customer |
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389 | (4) |
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Leading Indicators of LTV Change |
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393 | (8) |
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Stats and the Single Customer |
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401 | (1) |
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Maximize Long-Term Value and Hit Short-Term Targets |
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402 | (7) |
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409 | (1) |
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410 | (1) |
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410 | (3) |
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Chapter 12 Using Customer Analytics to Build the Success of the Customer-Strategy Enterprise |
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413 | (34) |
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Verizon Wireless Uses Analytics to Predict and Reduce Churn |
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415 | (2) |
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417 | (7) |
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Customer Intelligence in the Era of Data-Driven Marketing (Jim Goodnight) |
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424 | (7) |
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Boosting Profits by Up-Selling in Firebrand Real Estate Developers |
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431 | (8) |
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Looking for the Right Time to Sell a Mortgage Loan |
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439 | (4) |
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443 | (1) |
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444 | (1) |
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445 | (2) |
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Chapter 13 Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 1 |
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447 | (66) |
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Customer Experience: What, Why, and How (Alan Pennington) |
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449 | (11) |
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How Do We Fix Service? (Bill Price and David Jaffe) |
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460 | (4) |
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Improving Customer Service at an Online Financial Services Firm |
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464 | (3) |
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Customers, Customer Service, and the Customer Experience (Christopher J. Zane) |
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467 | (3) |
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470 | (6) |
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Understanding Customer Experience through Customer Journey Mapping (Valerie Peck) |
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476 | (26) |
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Customer Experience Capabilities and Competencies Compared to Financial Performance (Jeff Gilleland) |
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502 | (5) |
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507 | (1) |
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507 | (1) |
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508 | (5) |
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Chapter 14 Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 2: Transitioning from Traditional Business to Customer Centricity |
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513 | (40) |
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Becoming a Customer-Strategy Organization (Marijo Puleo, Ph. D.) |
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514 | (5) |
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Pilot Projects and Incremental Change |
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519 | (2) |
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521 | (2) |
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523 | (1) |
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Customer Portfolio Management |
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524 | (1) |
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Transition across the Enterprise |
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525 | (3) |
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528 | (3) |
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Transformation from Product Centricity to Customer Centricity |
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531 | (2) |
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Transition Process for Other Key Enterprise Areas |
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533 | (7) |
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Managing Employees in the Customer-Strategy Enterprise |
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540 | (4) |
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The Everyday Leader (Marilyn Carlson Nelson) |
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544 | (2) |
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546 | (1) |
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547 | (1) |
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548 | (5) |
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Chapter 15 Futureproofing the Customer-Centric Organization |
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553 | (24) |
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Leadership Behavior of Customer Relationship Managers |
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554 | (2) |
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Maintain and Increase the Trust of Customers |
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556 | (3) |
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559 | (1) |
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JetBlue Builds Trust into Its DNA |
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560 | (15) |
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575 | (1) |
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576 | (1) |
Name Index |
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577 | (8) |
Term Index |
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585 | |