Preface |
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xi | |
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PART I PRINCIPLES OF MANAGING CUSTOMER RELATIONSHIPS |
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1 | (70) |
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Chapter 1 Evolution of Relationships with Customers |
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3 | (34) |
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Roots of Customer Relationship Management |
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5 | (5) |
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Traditional Marketing Redux |
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10 | (1) |
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11 | (7) |
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18 | (1) |
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18 | (3) |
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Return on Customer: Measuring the Efficiency with Which Customers Create Value |
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21 | (3) |
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The Technology Revolution and the Customer Revolution |
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24 | (1) |
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Initial Assessment: Where Is a Firm on the Customer-Strategy Map? |
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24 | (2) |
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Royal Bank of Canada's 18 Million Loyal Customers |
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26 | (4) |
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CRM ROI in Financial Services |
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30 | (3) |
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33 | (1) |
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34 | (1) |
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34 | (3) |
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Chapter 2 The Thinking behind Customer Relationships |
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37 | (34) |
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Why Do Companies Work at Being "Customer-Centric"? |
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37 | (2) |
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What Characterizes a Relationship? |
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39 | (3) |
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Thinking about Relationship Theory |
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42 | (13) |
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Cultivating the Customer Connection: A Framework for Understanding Customer Relationships |
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55 | (9) |
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Customer Loyalty: Is It an Attitude? Or a Behavior? |
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64 | (2) |
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66 | (2) |
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68 | (1) |
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69 | (1) |
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69 | (2) |
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PART II IDIC IMPLEMENTATION PROCESS: A MODEL FOR MANAGING CUSTOMER RELATIONSHIPS |
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71 | (234) |
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Chapter 3 Customer Relationships: Basic Building Blocks of IDIC and Trust |
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73 | (30) |
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Trust and Relationships Happen in Tandem |
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74 | (2) |
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IDIC: Four Implementation Tasks for Creating and Managing Customer Relationships |
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76 | (3) |
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How Does Trust Characterize a Learning Relationship? |
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79 | (1) |
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80 | (2) |
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The Trust Equation: Generating Customer Trust |
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82 | (7) |
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Becoming the Customer's Trusted Agent |
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89 | (1) |
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90 | (3) |
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93 | (2) |
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The Man with the Folding Chair |
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95 | (2) |
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Relationships Require Information, but Information Comes Only with Trust |
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97 | (2) |
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CRM Scenario: Governments Develop Learning Relationships with "Citizen-Customers" |
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99 | (2) |
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101 | (1) |
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101 | (1) |
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101 | (2) |
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Chapter 4 Identifying Customers |
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103 | (18) |
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Individual Information Requires Customer Recognition |
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104 | (2) |
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Real Objective of Frequency Marketing Programs |
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106 | (3) |
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109 | (4) |
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113 | (4) |
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Role of Smart Markets in Managing Relationships with Customers |
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117 | (2) |
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119 | (1) |
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119 | (1) |
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120 | (1) |
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Chapter 5 Differentiating Customers: Some Customers Are Worth More than Others |
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121 | (38) |
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Customer Value is a Future-Oriented Variable |
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123 | (7) |
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Recognizing the Hidden Potential Value in Customers |
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130 | (5) |
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Assessing a Customer's Potential Value |
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135 | (1) |
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Different Customers Have Different Values |
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135 | (1) |
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Pareto Principle and Power-Law Distributions |
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136 | (5) |
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141 | (3) |
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Is It Fair to "Fire" Unprofitable Customers? |
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144 | (2) |
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Dealing with Tough Customers |
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146 | (5) |
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Canada Post: Using Value to Differentiate Customer Relationships |
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151 | (4) |
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155 | (1) |
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156 | (1) |
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156 | (3) |
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Chapter 6 Differentiating Customers by Their Needs |
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159 | (26) |
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160 | (3) |
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Demographics Do Not Reveal Needs |
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163 | (1) |
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Differentiating Customers by Need: An Illustration |
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163 | (2) |
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Scenario: Financial Services |
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165 | (1) |
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Understanding Customer Behaviors and Needs |
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166 | (2) |
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Needs May Not Be Rational, but Everybody Has Them |
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168 | (1) |
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Why Doesn't Every Company Already Differentiate Its Customers by Needs? |
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169 | (1) |
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Categorizing Customers by Their Needs |
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169 | (2) |
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171 | (2) |
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173 | (3) |
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Healthcare Firms Care for and about Patient Needs |
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176 | (2) |
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Using Needs Differentiation to Build Customer Value |
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178 | (2) |
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Scenario: Universities Differentiate Students' Needs |
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180 | (3) |
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183 | (1) |
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184 | (1) |
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184 | (1) |
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Chapter 7 Interacting with Customers: Customer Collaboration Strategy |
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185 | (32) |
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186 | (1) |
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Implicit and Explicit Bargains |
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187 | (2) |
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Do Consumers Really Want One-to-One Marketing? |
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189 | (2) |
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Two-Way, Addressable Media: A Sampling |
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191 | (1) |
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Technology of Interaction Requires Integrating across the Entire Enterprise |
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192 | (3) |
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195 | (6) |
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Customer Dialogue: A Unique and Valuable Asset |
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201 | (2) |
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Customizing Online Communication |
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203 | (2) |
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Not All Interactions Qualify as "Dialogue" |
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205 | (1) |
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When the Best Contact Is No Contact |
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206 | (3) |
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Is the Contact Center a Cost Center, a Profit Center, or an Equity-Building Center? |
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209 | (1) |
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Cost Efficiency and Effectiveness of Customer Interaction |
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210 | (1) |
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Complaining Customers: Hidden Assets? |
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211 | (2) |
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213 | (1) |
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214 | (1) |
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214 | (3) |
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Chapter 8 Customer Insight, Dialogue, and Social Media |
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217 | (26) |
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The Dollars and Sense of Social Media |
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218 | (4) |
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222 | (1) |
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The Importance of Listening and Social Media |
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223 | (4) |
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Crowd Service: Customers Helping Other Customers |
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227 | (8) |
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235 | (3) |
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Social Media: Power to the People! |
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238 | (3) |
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241 | (1) |
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241 | (1) |
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241 | (2) |
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Chapter 9 Privacy and Customer Feedback |
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243 | (32) |
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248 | (6) |
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Individual Privacy and Data Protection |
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254 | (3) |
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Privacy in Europe Is a Different World |
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257 | (1) |
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European Organization for Economic Cooperation and Development Privacy Guidelines |
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258 | (1) |
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Privacy Pledges Build Enterprise Trust |
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259 | (3) |
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Ten Points to Consider in Developing a Company's Privacy Pledge |
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262 | (1) |
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263 | (1) |
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264 | (4) |
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268 | (1) |
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268 | (5) |
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273 | (1) |
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274 | (1) |
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274 | (1) |
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Chapter 10 The Payoff of IDIC: Using Mass Customization to Build Learning Relationships |
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275 | (30) |
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How Can Customization Be Profitable? |
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276 | (2) |
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Demand Chain and Supply Chain |
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278 | (5) |
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Mass Customization: Some Examples |
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283 | (2) |
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Technology Accelerates Mass Customization |
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285 | (1) |
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Redefining the Business: Tesco |
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286 | (2) |
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Customization of Standardized Products and Services |
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288 | (3) |
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291 | (1) |
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Bentley Systems Creates Value Streams |
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292 | (3) |
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Who Will Write the New Business Rules for Personalization? |
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295 | (6) |
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301 | (2) |
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303 | (1) |
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303 | (1) |
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304 | (1) |
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PART III MEASURING AND MANAGING TO BUILD CUSTOMER VALUE |
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305 | (178) |
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Chapter 11 Optimizing around the Customer: Measuring the Success of Customer-Based Initiatives |
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307 | (42) |
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312 | (3) |
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What is the Value Today of a Customer You Don't Yet Have? |
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315 | (2) |
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Customer Loyalty and Customer Equity |
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317 | (4) |
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321 | (1) |
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Return on Customer = Total Shareholder Return |
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322 | (5) |
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Measuring, Analyzing, and Utilizing Return on Customer |
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327 | (4) |
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Leading Indicators of LTV Change |
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331 | (8) |
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Stats and the Single Customer |
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339 | (1) |
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Maximize Long-Term Value and Hit Short-Term Targets |
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340 | (6) |
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346 | (1) |
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346 | (1) |
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347 | (2) |
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Chapter 12 Using Customer Analytics to Build the Success of the Customer-Strategy Enterprise |
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349 | (32) |
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Verizon Wireless Uses Analytics to Predict and Reduce Churn |
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351 | (2) |
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353 | (6) |
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Optimizing Customer Relationships with Advanced Analytics |
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359 | (2) |
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Holistic Customer View Is Essential for Managing Customer-Centric Strategies |
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361 | (7) |
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Boosting Profits by Upselling in Firebrand Real Estate Developers |
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368 | (7) |
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Looking for the Right Time to Sell a Mortgage Loan |
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375 | (3) |
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378 | (1) |
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379 | (1) |
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379 | (2) |
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Chapter 13 Organizing and Managing the Profitable Customer-Strategy Enterprise: Part 1 |
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381 | (28) |
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Capabilities That Yield a Relationship Advantage |
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383 | (7) |
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Becoming a Customer-Strategy Organization |
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390 | (6) |
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396 | (4) |
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Customer Experience Maturity Monitor: The State of Customer Experience Capabilities and Competencies |
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400 | (7) |
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407 | (1) |
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407 | (1) |
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407 | (2) |
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Chapter 14 Organizing and Managing the Profitable Customer-Strategy Enterprise: Part 2 |
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409 | (42) |
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Pilot Projects and Incremental Change |
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410 | (2) |
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412 | (1) |
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413 | (1) |
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Customer Portfolio Management |
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414 | (1) |
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Transition across the Enterprise |
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415 | (2) |
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417 | (3) |
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Customer Service Starts when the Customer Experience Fails |
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420 | (4) |
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424 | (6) |
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Improving Customer Service at an Online Financial Services Firm |
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430 | (2) |
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Transformation from Product Centricity to Customer Centricity |
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432 | (1) |
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Transition Process for Other Key Enterprise Areas |
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433 | (6) |
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439 | (4) |
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Managing Employees in the Customer-Strategy Enterprise |
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443 | (3) |
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446 | (1) |
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447 | (1) |
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448 | (1) |
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448 | (3) |
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Chapter 15 Where Do We Go from Here? |
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451 | (32) |
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Managing Customer Relationships: The Technology Adoption Life Cycle |
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452 | (8) |
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Looking to the Future: Business Becomes Truly Collaborative |
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460 | (4) |
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Leadership Behavior of Customer Relationship Managers |
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464 | (2) |
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Maintain and Increase the Trust of Customers |
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466 | (14) |
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480 | (1) |
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481 | (2) |
Name Index |
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483 | (4) |
Term Index |
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487 | |