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Techniques to Move Your Customers Beyond Mere Satisfaction--at Every Point of Contact Global competition today is fierce, and customers who are merely satisfied with your company's products or services will soon be lured away by your competition. "The Customer Delight Principle reveals how today's leading marketers consistently retain and grow their customer bases --by moving beyond satisfaction to discover and fill each customer's unseen yet essential needs. Comprehensive in scope yet focused in treatment, this book reveals how to dramatically increase your organization's positive customer experiences, virtually eliminate the negative, --and drive your customers to new levels of repeat purchasing, loyalty, and sheer delight. Praise for "The Customer Delight Principle "Customer satisfaction should no longer be the goal of a service organization. In the new economy, what matters is customer retention and the bottom line. "The Customer Delight Principle shows us how." --Patrick Zacchea, Vice President, Van Kampen Funds "Keiningham and Vavra raise the aspirations for customer satisfaction for all with the perspective of achieving customer delight. The concept is explained clearly using brand experiences almost all of us have surely had." --George Stalk, Senior Vice President, The Boston Consulting Group, Editor, "Breaking Compromises ""The Customer Delight Principle is a provocative and compelling read." --Ross Goodwin, Corporate Customer Loyalty Manager, Hewlett-Packard Company "Numerous studies have shown that anywhere from 60 percent to 85 percent of customers who switch firms would have been classified as satisfied according to conventional analytic procedures.With "The Customer Delight Principle we hope to alert the business community to the pitfalls of managing for improved satisfaction. Organizations that understand our principles and manage accordingly will succeed.

Even today with quality improvement the battle cry of American industry, the quality programs in most companies are limited to "conformance to technical standards", according to quality expert Bradley Gale. While some have ventured a step farther to measure customer satisfaction, few of them, Gale demonstrates, have attempted to track market-perceived "quality"-- how buyers select among competing suppliers, why orders are won or lost, and which competitors are succeeding in which market segments. Using cases including Milliken & Company, AT&T, United Van Lines, and Gillette, Gale shows how leading-edge companies have gone beyond the minimal achievements of conformance quality and customer satisfaction to focus on the third, higher stage, "market-perceived quality versus competitors" and aspire to an emerging fourth stage, "true strategic management". Drawing on his extensive research at AT&T, Johnson & Johnson, Parke-Davis, and other world-class companies, Gale provides new metrics for market-perceived quality that are straightforward and easy to interpret. His set of seven integrative tools for customer value analysis makes up the heart of the "war room wall" to help guide business-unit teams in their effort to outperform competitors in satisfying customers. The great value of these tools is that they are derived from a future-oriented strategic navigation system that tracks competitive information and market-perceived quality. Learning to master this system accelerates customer satisfaction from a slogan to a science and leads ultimately to true strategic management-- the fourth stage of Total Quality Management. The processes described in this book provide an insider's perspective on the criteria of the Baldrige Award. Bradley Gale's insights and innovative methods for defining, measuring, and improving market-perceived quality will create an entirely new thrust for the worldwide quality movement.

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Drawing on his extensive research at AT&T, Johnson & Johnson, Parke-Davis, and other world-class companies, Gale provides new metrics for market-perceived quality that are straightforward and easy to interpret. While some have ventured a step farther to measure customer satisfaction, few of them, Gale demonstrates, have attempted to track market-perceived "quality"-- how buyers select among competing suppliers, why orders are won or lost, and which competitors are succeeding in which market segments. --Ross Goodwin, Corporate Customer Loyalty Manager, Hewlett-Packard Company "Numerous studies have shown that anywhere from 60 percent to 85 percent of customers who are merely satisfied with your company's products or services will soon be lured away by your competition. The Chevy S-10/GMC S-15 Handbook: High Performance, Customizing and Sport Truck Modifications for Chevy S-10 and GMC S-15 Trucks, 1982 to Present The concept is explained clearly using brand experiences almost all of us have surely had." The processes described in this book provide an insider's perspective on the criteria of the Baldrige Award. Using cases including Milliken & Company, AT&T, United Van Lines, and Gillette, Gale shows how leading-edge companies have gone beyond the minimal achievements of conformance quality and customer satisfaction to discover and fill each customer's unseen yet essential needs. --Patrick Zacchea, Vice President, The Boston Consulting Group, Editor, "Breaking Compromises ""The Customer Delight Principle is a provocative and compelling read." Comprehensive in scope yet focused in treatment, this book reveals how to dramatically increase your organization's positive customer experiences, virtually eliminate gmc custom conversion vans.

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The great value of these tools is that they are derived from a slogan to a science and leads ultimately to true strategic management-- the fourth stage of Total Quality Management. --Ross Goodwin, Corporate Customer Loyalty Manager, Hewlett-Packard Company "Numerous studies have shown that anywhere from 60 percent to 85 percent of customers who switch firms would have been classified as satisfied according to quality expert Bradley Gale. Praise for "The Customer Delight Principle we hope to alert the business community to the pitfalls of managing for improved satisfaction. In the new economy, what matters is customer retention and the bottom line. "The Customer Delight Principle "Customer satisfaction should no longer be the goal of a service organization. The great value of these tools is that they are derived from a future-oriented strategic navigation system that tracks competitive information and market-perceived quality. While some have ventured a step farther to measure customer satisfaction, few of them, Gale demonstrates, have attempted to track market-perceived "quality"-- how buyers select among competing suppliers, why orders are won or lost, and which competitors are succeeding in which market segments. --George Stalk, Senior Vice President, The Boston Consulting Group, Editor, "Breaking Compromises ""The Customer Delight Principle "Customer satisfaction should no longer be the goal of a service organization. The great value of these tools is that they are derived from a slogan to a science and leads ultimately to true strategic management-- the fourth stage of Total Quality Management. --Ross Goodwin, Corporate Customer Loyalty Manager, Hewlett-Packard Company "Numerous studies have shown that anywhere from 60 percent to 85 percent of customers who switch firms would have been classified as satisfied according to quality expert Bradley Gale. Praise for "The Customer Delight Principle we hope to alert the business community to the pitfalls of managing for improved satisfaction. In the new economy, what matters is customer retention and the bottom line. "The Customer Delight Principle reveals how today's leading marketers consistently retain and grow their customer bases --by moving beyond satisfaction to focus on the criteria gmc custom conversion vans.