MARC Record from Scriblio

LEADER: 04077cam 22003258a 4500
001 2005025733
003 DLC
005 20050919204152.0
008 050909s2006 mau 001 0 eng
010 $a 2005025733
020 $a1591397839
040 $aDLC$cDLC$dDLC
042 $apcc
050 00 $aHF5415.5$b.R439 2006
082 00 $a658.15/54$222
100 1 $aReichheld, Frederick F.
245 14 $aThe ultimate question :$bfor opening the door to good profits and true growth /$cFrederick F. Reichheld.
260 $aBoston, Mass. :$bHarvard Business School Press,$c2006.
263 $a0603
300 $ap. cm.
500 $aIncludes index.
505 0 $aWhy the ultimate question works -- Bad profits, good profits, and the ultimate question -- How bad profits undermine growth -- The alternative: good profits -- Bad and good profits: how can companies tell the difference? -- Asking the ultimate question -- The measure of success -- The challenge: measuring customer happiness -- Discovering the ultimate question -- Scoring the answers -- Solving Intuit's problem -- Intuit's results: happy customers and shareholders -- How NPS can drive growth -- NPS and growth: the evidence -- The economic power of high-quality relationships -- Why NPS works -- Word of mouth economics at Dell -- NPS and market share -- How to measure responses -- The enterprise story: measuring what matters -- Learning to measure -- Taking ESQi seriously -- Why ESQi works -- How ESQi drives improvement -- Vote for growth -- A unique system -- Why satisfaction surveys fail -- Too many surveys, too many questions -- The wrong customers respond -- Employees don't know how to take corrective action -- Too many surveys are marketing campaigns in disguise -- Survey scores don't link to economics -- Plain-vanilla solutions can't meet companies' unique needs -- There are no generally acceptable standards -- Surveys confused transactions with relationships -- Satisfaction surveys dissatisfy customers -- Gaming and manipulations wreck their credibility -- The rules of measurement -- Principle one: ask the ultimate question and very little else -- Principle two: choose a scale that works and stick to it -- Principle three: aim for high response rates from the right customers -- Principle four: report relationship data as frequently as financial data -- Principle five: the more granular the data, the more accountable the employees -- Principle six: audit to ensure accuracy and freedom from bias -- Principle seven: validate that scores link to behaviors -- Becoming good enough to grow -- Design winning customer strategies -- Defining the reality of your customer base -- Priority 1: Invest in your core -- Priority 2: Reduce bad profits -- Priority 3: Find additional promoters -- Design winning propositions -- Design for growth -- Deliver: building an organization that creates promoters -- First, send the right messages -- Hire (and fire) to inspire -- Pay well and invest in training so employees invest in relationships -- Small teams enhance accountability and service -- Link measures and rewards to company values -- Putting it all together: USAAs call centers -- Develop a community of promotersby listening -- Hold direct conversations with customers -- Create processes for systematic listening by frontline employees -- Let customers guide innovation -- Help customers delight one another -- Create an inner circle -- Bring traditional customers into the circle -- One goal, one number -- Growth: one number for better customer relationships -- Talent: one number for better employee relationships -- Financial rewards: one number for better investor relationships -- One number, many foes -- The accountability of a community -- The big picture.
650 0 $aCustomer relations.
650 0 $aConsumer satisfaction.
650 0 $aCustomer loyalty.
650 0 $aEmployee motivation.
650 0 $aEmployee loyalty.
650 0 $aLeadership.
650 0 $aSuccess in business.
856 41 $3Table of contents$uhttp://www.loc.gov/catdir/toc/ecip0518/2005025733.html