INDEX
A
ABC Inc. example
Acquire pivot point
in customer experience
in talent management cycle
Acquisition cost, definition
Action
answers to questions and
specialty manufacturing company example
standards of voice of the customer
Alignment
dimensions of
internal
internal and external brands
in talent management cycle
value creation mindset and
Amazon
Anticipate moments
Apple
Application segments
Ask, act, and align approach (Triple “A”s)
action
alignment
asking questions as obligation
as key element of Level III
Assessments
on-site
for potential for success
Attract pivot point
in customer experience
in talent management cycle
Awareness
B
Base profit, definition
Basic business model
Beijing 2008 Summer Olympic Games
Biannual surveys
Blind spots
Boeing Company
Brand, definition
Business-to-business collaboration
C
Capacity for change
assessing capacity and level of change
categories of change in
characteristics of
as element in customer focus framework
levels of change in
CFMM. See Customer Focus Maturity Model (CFMM)
Change
capacity for
driven by customer’s experience
role in strategy
Change management practices
as area in internal management system
defining customer focus
dual treatment in
internal communications and
one leader’s approach to change
role of customer focus point person in
for sake of customer’s experience
use of customer focus metrics in
Channel segments
Chief commercial officer
Chief marketing officer
Clarity
asking questions as obligation and
as performance driver
performance questions related to
Coaching
Commerce Bank
Committed leadership
Communication
bottom-up process of
customer focus and
internal
Competitions
Competitive change
Competitors
Consequences
as element in customer focus framework
financial
at Harley-Davidson
negative
nonfinancial
Contests
Coopers & Lybrand
Cost savings, definition
CRM systems. See Customer relationship management (CRM) systems
Customer advisory boards
Customer behavior, characteristics of
Customer communities
Customer-driven process improvements, examples of
Customer engagement, as element in customer focus framework
Customer experience
Customer experience advocates/champions. See Customer focus point person
Customer experience index
Customer experience officer
Customer experience pivot points
characteristics of
mapping
from point to point, version A
from point to point, version B
from point to point, version C
Customer experience readiness survey
objectives of
sample of
Customer experience touch points
examples of customer-driven process improvements
mapping
Value Driver Priority Matrix and
Customer focus
alignment and
beliefs about
business drivers behind
causes for short-lived initiatives
commitment at W. W. Grainger
company capabilities for successful
compass
customer satisfaction measurement and
customer-strategy-connection exercise
defining
derailers
employee skills for successful
execution derailers
internal management systems and
intersection of customer–supplier employees
maintaining awareness of expectations and opportunities
mapping pivot points
mindsets in
mutual profitability and
paradox
personal responsibility for goal
positive consequences in efforts
priority predicament and
as process
role of communications in
role of employees
shared sense of ownership and
sustaining
10-point framework
10-point framework and Customer Focus Maturity Model
training courses
über policy for
variables for success
Customer Focus Compass
Customer focus framework
capacity for change
committed leadership
in customer-centric business strategy
customer engagement
Customer Focus Maturity Model and
customer segmentation
elements of
employee engagement
joint workouts
process orientation
strategic drivers
template for
training and tools
Customer focus groups
Customer focus liaisons/coordinators. See Customer focus point person
Customer Focus Maturity Model (CFMM)
basic version of
characteristics of
customer’s perspective in
dimensions of
Level I
activities
purpose of
Level II
benefits
challenges in progress to and through
focus of
goal of
objectives
purpose of
transitioning from Level I
Level III
characteristics of
elements of
increasing reach of
keys to
objectives
partnering
process of
value chain initiatives
maturity levels in
service values and
10-point customer focus framework and
voice of the customer and
Customer focus measures. See also Customer satisfaction measurement
intermediate measures
linkage of measures
role of customers
ultimate measures
use of
Customer focus point person
Customer interviews
Customer loyalty. See Loyalty
Customer point of view, test for
Customer relationship management (CRM) systems
Customer satisfaction
characteristics of
customer as important
customer is always right
customer loyalty vs.
lifetime value of customer and
service values and
whatever it takes notion and
Customer satisfaction measurement
change management practices and
customer focus efforts and
customer views
factors added by responding customers
financial measures and
intermediate measures of
surveys
ultimate measures of
Customer segmentation
criteria for
as element in customer focus framework
use of Segment-Priority Tool in
value involved in customer base
Customer service representative
Customer–strategy connection exercise
Customer–supplier employees
Customer views
Customer’s chair
D
Decision maker
Dell
Dell, Michael
Deployment
Derailers
customer focus
execution
Development
Dialogue
benefits
voice of the customer surveys and
Differentiation
as core capability
Tech Box Company example
touch points
Dual treatment
E
Employee–customer engagement, composite score for
Employee–customer engagement vehicles
Employee engagement
composite score for employee–customer engagement
in customer focus
as element in customer focus framework
examples for
maintaining awareness of expectations and opportunities
role of employees
Employee satisfaction
Employee segmentation
Engage pivot point
Enterprise value, creation of
Exit pivot point
External customers
F
Fear Uncertainty Doubt factor (FUD factor)
Feedback
Financial consequences
customer experience index
group incentive programs
at IBM Corporation
individual customer focus goal approach
personal responsibility for customer focus goal
at United Services Automobile Association
at W. W. Grainger
First impressions
Focus groups
Ford Taurus
“Freedom with Fences”
FUD factor. See Fear Uncertainty Doubt factor (FUD factor)
G
Gates, Bill
GE. See General Electric
GE Appliances
GE Aviation
General Electric (GE)
General Mills
General Reinsurance Corporation
Geographical segments
Gillette Company
Group incentive programs
H
Hamel, Gary
Harley-Davidson
consequences at
“Freedom with Fences”
Harley Owners Group
intellectual curiosity at
questions asked at
Harley Owners Group (H.O.G.)
Hi-Po. See High-potential (Hi-Po)
High effort–high gain quadrant
High effort–low gain quadrant
High-potential (Hi-Po)
I
IBM Corporation
In-kind awards
Incident-based surveys
Incremental change
Individual customer focus goal approach
Industry segments
Innovation Task Force
Inspiration
Install pivot point
Intellectual curiosity
Intermediate measures
Internal alignment
aspects of
mindsets in
money-making process and
personal responsibility for customer focus goal and
principles of
at W. W. Grainger
Internal change champions. See Customer focus point person
Internal communications
Internal customers
Internal management system
change management practices
effective
performance management practices
talent management practices
J
Job rotations
Joint project teams
Joint workouts
L
Land O’Lakes
Leadership
blind spots
commitment
one leader’s approach to change
Leadership development program
Learning culture
Leverage pivot point
Leveraging loyalty
helping your customers extend their loyalty
Lexus Customer Advisory Board
Lexus Owner’s Advisory Forum
Lifetime value (LTV)
Low effort–high gain quadrant
Low effort–low gain quadrant
Loyalty
benefits of loyal customer response
characteristics of customer
customer satisfaction vs. customer
economic benefits of customer
helping your customers extend their loyalty
helping your employees extend their
leveraging
mutual profitability and customer
service values and customer
as target
Loyalty Effect, The (Reichheld)
M
Manage/meet expectations
Marriott Corporation
McCutcheon, Hugh
McDonald’s Corporation
Microsoft Corporation
Mindsets, internal alignment and
Motorola
Motorola University
Mutual profitability
customer focus and
customer loyalty and
in Level III organizations
Mutual success
N
Negative consequences
Net promoter scores
Nike
No-blame zone
Nonfinancial consequences
O
On-site assessments
Ownership
P
Partnering
customers and
Level III
mutual success and
Patriot, The (Emmerich)
Peak performance tool
Performance drivers
Performance management practices
as area in internal management system
clarity
drivers of performance
performance questions related to clarity
performance questions related to skill
performance questions related to support
performance questions related to will
skill
support
will
Periodic surveys
Personal responsibility
Peters, Tom
Planning, strategic
Plant tours
Points of differentiation
Points of parity
Policy manual revisions
Positive consequences, types of
Potential, definition
Powers, J. D.
PPG Industries
Pre-sale activities
Pre-sale pivot point
Price premiums, definition
Price Waterhouse
PriceWaterhouseCoopers
Priority actions
plotting
segment evaluation tool for
Priority predicament
Proactive change
Process improvement
Process orientation
customer-driven process improvements
as element in customer focus framework
mapping customer experience touch points
mapping customer focus pivot points
use of Value Driver Priority Matrix in
value chain and business modeling in
Product segments
Products, definition
Profit
Purchase driver
Q
Questions, as obligation
R
Reactive change
Referral, definition
Referrals, definition
Reichheld, Frederick F.
Relationship, definition
Repetition
responsibility
Retain pivot point
in customer experience
in talent management cycle
Revenue growth, definition
Rewards
Ritz-Carlton Hotel Company
service values
wow story
Rogers, Will
S
Sale pivot point
Sales cycle
Sears
Segment-Priority Tool
Share of wallet
definition
mapping customer focus pivot points and
in segment-priority tool
in teaming level
voice of the customer efforts and
Siemens AG
Site visits
Skills
applying internally
applying to more customers
employee segmentation and
Level II touch point techniques and
as performance driver
performance questions related to
training and
Southwest Airlines Company
Specialty manufacturing company example
Stoner Inc.
Strategic drivers
addressing priority predicament
differentiating customer behavior, satisfaction, and loyalty
as element in customer focus framework
use of customer focus metrics and
Strategies
as achievable
assessment for potential for success
as defining desired state/vision
as doable
implementation
inspiration
myths
planning
role of change factors in
Substantial change
Support
Support pivot point
Surveys
biannual
follow-up
incident-based
periodic
specialty manufacturing company example
transactional
types of
T
Talent management pivot points
Talent management practices
as area in internal management system
blind spots
managing talent
role of leadership in
talent management cycle
Teaming level
benefits of
characteristics of
elevate teaming to partnering
increasing
objectives of
Tech Box Company
analysis
background
initial service call
service visit
touch points
Teerlink, Richard
Templin, Mark
3M Company
Thriving on Chaos (Peters)
“To-do” lists, plotting
Tools
Customer Focus Compass
Segment-Priority
technology-based
Value Chain Labs
Value Driver Priority Matrix
Touch point focus groups
Touch point interviews
Touch points
benefits of techniques
customer experience
differentiation and
Tech Box Company example
Training
company capabilities and employee skills
core teachings
courses
as employee–customer engagement vehicle
successful customer focus
tools and
Transactional surveys
Transformational change
Triple “A”s. See Ask, act, and align approach
U
Über policy
Ulrich, David
Ultimate measures
UMB. See United Missouri Banks (UMB)
Unique value proposition
United Missouri Banks (UMB)
United Services Automobile Association
Unlearning
V
Value chain
business modeling and
company as part of
extend Level III efforts across
Value Chain Labs
core elements of workouts
example of participants from
internal workouts and
lab participants
outcomes from
Value creation mindset
alignment and
developing
value chain and business modeling in
Value Driver Priority Matrix
quadrants of
support and
Vision, defining through strategy
Voice of the customer
advantages of
assessing limitations
benefits of efforts
key points for Level I of Customer Focus Maturity Model and
Level I of Customer Focus Maturity Model and
Level II of Customer Focus Maturity Model and
Level II touch point techniques and
limitations of
programs
reasons for leaving supplier and
standards of action
techniques used to determine
Value Driver Priority Matrix and
W
Wachovia
Walt Disney World
Walton, Sam
Welch, Jack
Wow stories
W. W. Grainger
