CONTENTS
Chapter 1: Strategy—Creating and Destroying Customer Value
Assessing Your Strategy’s Potential for Success
Customer Focus—One Part Plan, One Part Roadmap
Chapter 2: Doing the Right Things for the Wrong Reasons
Addressing the Priority Predicament
Differentiating Customer Behavior, Satisfaction, and Loyalty
Don’t Measure What You Can—Measure What Matters
Chapter 3: Not All Customers Are Good Customers
Customer Segmentation Is Vital
Loyalty Generates Mutual Profitability
Mutual Profitability Starts the Customer Focus Journey
Chapter 4: When Customers Speak—Who Hears Them?
Level I—Voice of the Customer (VOC)
Advantages and Limitations of VOC
Chapter 5: Input Is Vital—But Involvement Multiplies the Value
Differentiation—One Touch Point at a Time
Teaming Turns Feedback into Dialogue
Chapter 6: It Takes Two to Be Engaged
Customer Focus Cannot Be a Department or Title
Expect Everyone to Play a Role
Create Roles for Everyone to Play
Maintaining Awareness of Expectations and Opportunities
Sample Customer Experience Readiness Survey
Chapter 7: Customer Focus Is a Process—Not an Event
Value Chain and Business Modeling
Mapping Customer Focus Pivot Points
Mapping Customer Experience Touch Points
Value Chain Labs® —the Ultimate Dialogue
Chapter 8: Culture—The Soft Stuff Is the Hard Stuff
Key Element 1: Develop a Value Creation Mindset
Key Element 2: Ask, Act, and Align Everything You Do
Get Anticipate: Knowing What Customers Need Before They Do now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.