Index
Abbey National
abuse, customer
acceleration of momentum
through vibrant satisfaction
impact of retention
three accelerator effects of engagement
acquisition, customer
action roadmap to momentum
Adventurers, 2nd, 3rd
advertising
and iPod
advertising-to-sales ratio, 2nd, 3rd
Advocates, 2nd, 3rd, 4th, 5th, 6th
Aeron office chair
affective processes
airlines
and frequent-flyer programmes
low-cost, 2nd
Alcoa Packaging
Fridge Pack, 2nd
Allianz
Amazon
ambient value
ambition, 2nd
analytical approach, 2nd, 3rd, 4th
anti-ulcer drug market, 2nd
apathy, corporate
Apple, 2nd, 3rd, 4th, 5th, 6th, 7th
iMac, 2nd, 3rd
iPhone, 2nd, 3rd
iPod, 2nd, 3rd, 4th, 5th, 6th, 7th
renaissance of
Asimov, Isaac
AstraZeneca
‘attitudes first, skills second’ approach
automobile manufacturers, 2nd
Bain’s Net Promoter Score
Bangle, Chris
banks see retail banking
Barclays
‘belonging inside’, 2nd
benchmarks, 2nd, 3rd
Benetton
Benetton, Luciano, 2nd
Birt, Lord
blind spots, 2nd
blog/bloggers, 2nd
Blue Ocean Strategy
BMW, 2nd, 3rd
5 Series, 2nd
collaboration with customers
and iPod, 2nd
‘Ultimate Driving Machine’ campaign
Boeing
Boxmeer, Jean-François van
Brain Age products
brainstorming, 2nd
Branson, Richard, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th
Hall of Fame of five-star momentum leaders
‘broadcasting outside’, 2nd
Burke, James E.
business value of momentum
Carlzon, Jan
Castries, Henri de
Cemex
CEOs
See also leaders/leadership, momentum
Champions, 2nd, 3rd, 4th, 5th
Charan, Ram
Club Med
CML (chronic myelogenous leukaemia)
Coca-Cola, 2nd
UK launch of Dasani, 2nd
cognitive processes
Commerce Bank, 2nd, 3rd, 4th
communication
compelling customer equity, 2nd, 3rd, 4th, 5th, 6th
boosting of by customer engagement
and concept of lifetime value
concept of
customer equity map, 2nd
customer equity wedge, 2nd
emotional elements, 2nd
financial elements, 2nd
functional elements, 2nd, 3rd
intangible elements, 2nd, 3rd, 4th
guiding principles
optimization, 2nd, 3rd
path to power offer design, 2nd
and Rentokil, 2nd
and Skype, 2nd
synergy with compelling customer value, 2nd
and transaction myopia, 2nd, 3rd, 4th
compelling customer insights, 2nd, 3rd, 4th, 5th
and Alcoa’s Fridge Pack
and Dassault’s Falcon 7X aircraft
discovery matrix, 2nd, 3rd, 4th, 5th, 6th
knowing-doing discovery path, 2nd, 3rd, 4th, 5th
learning discovery path, 2nd, 3rd, 4th, 5th
listening discovery path, 2nd, 3rd, 4th, 5th
white discovery path, 2nd, 3rd, 4th, 5th
exploration process
guiding principles
and Skype, 2nd
and 3M Post-it Notes
compelling customer value, 2nd, 3rd, 4th, 5th, 6th, 7th
boosting of by customer engagement
and customer myopia, 2nd, 3rd, 4th, 5th, 6th
customer value map, 2nd, 3rd
abusing customers
delighting customers
customer value wedge, 2nd, 3rd, 4th
emotional elements, 2nd, 3rd, 4th
financial elements, 2nd, 3rd
functional elements, 2nd, 3rd
intangible elements, 2nd, 3rd, 4th
and Dell
golden pathway to increased value
guiding principles
optimization
path to power offer design
perception of value by customers
and Skype
synergy with compelling equity, 2nd
trade-offs between perceived costs and benefits, 2nd, 3rd
variation in value perception, 2nd, 3rd
compelling employee equity
compelling employee insights
compelling employee value
compelling proposition, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th, 11th
compelling target, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th
compensation strategy, 2nd
competitive spirit, 2nd
competitive strategy
complacency
Complainers, 2nd
complaints, customer, 2nd, 3rd, 4th
constrained behaviour, 2nd
constrained initiative, 2nd
construction companies
consumer research
consumer trends
conversion
towards stronger customer retention
of unsatisfied customers, 2nd
for vibrant engagement
corporate apathy
cost out
The Credo, Johnson & Johnson
crises
and internal momentum, 2nd
cross-selling, 2nd, 3rd
culture, corporate, 2nd
and P&G
culture, momentum, 2nd
and competitive spirit, 2nd
customer spirit, 2nd
customer awareness
customer benefits
increasing of, 2nd
customer costs
decreasing of, 2nd
customer engagement see vibrant customer engagement
customer engagement portfolio, 2nd
customer equity see compelling customer equity
customer equity map, 2nd
customer equity wedge see compelling customer equity
customer groups, 2nd, 3rd
customer insights see compelling customer insights
customer lifetime value see lifetime value, customer
customer myopia, 2nd, 3rd, 4th, 5th, 6th
customer profitability
customer recommendations see recommendations, customer
customer recovery, 2nd, 3rd
customer retention see retention, customer
customer retention portfolio, 2nd, 3rd
customer satisfaction see satisfaction, customer
Customer Satisfaction Index
customer spirit, 2nd
customer traction
power offers
turning traction into momentum
customer value, compelling see compelling customer value
customer value destroyers, 2nd
customer value enhancers, 2nd
customer value map see compelling customer value
customer value wedge see compelling customer value
customer’s space, 2nd
Dasani, 2nd
Dassault
defection
detecting sources of for vibrant retention
delighting customers
Dell, 2nd, 3rd, 4th, 5th, 6th
and customer equity optimization
and customer value optimization
relationship with corporate customers
Dell, Michael, 2nd, 3rd, 4th
Hall of Fame of five-star momentum leaders
design see momentum design and power offers
Desperados, 2nd, 3rd, 4th, 5th, 6th, 7th
detection
of sources of defection
of sources of dissatisfaction, 2nd
of sources of engagement
Detractors, 2nd, 3rd, 4th, 5th
diabetics
Digital Research
discovery paths, 2nd, 3rd
knowing-doing, 2nd, 3rd, 4th, 5th
learning, 2nd, 3rd, 4th, 5th
listening, 2nd, 3rd, 4th, 5th
white, 2nd, 3rd, 4th, 5th
Disney
dissatisfaction, 2nd, 3rd, 4th, 5th, 6th
business consequences of
detecting sources of, 2nd
See also satisfaction
Drucker, Peter
Dunhill
earnings growth
eBay
Edison, Thomas
efficiency frontier, 2nd, 3rd
EMC
emotions
and customer engagement
and customer equity, 2nd
and customer retention
and customer satisfaction, 2nd
and customer value, 2nd, 3rd, 4th
impact of on momentum, 2nd
employees
and competitive spirit
and corporate culture
and customer spirit
and engagement
and equity
insights
mobilization of
for vibrant customer engagement
for vibrant customer retention
for vibrant customer satisfaction
placing of in customer’s premises
and power offers
and retention
and satisfaction
and targeted training
and value
engagement
customer see vibrant customer engagement
vibrant employee
Enterprise Rent-A-Car, 2nd, 3rd
equity
compelling employee
customer see compelling customer equity
equity destroyers, 2nd, 3rd
equity enhancers, 2nd, 3rd
ethnographic research
‘every day low price’ (EDLP), 2nd
exceptional growth, defined
execution, power offer see power offers: execution of
exploration process
and customer insights
external activities
engagement with, 2nd
Facebook, 2nd, 3rd
Falcon 7X aircraft
FedEx, 2nd
Ferrari, 2nd, 3rd, 4th, 5th, 6th
financial elements
and customer equity, 2nd
and customer value, 2nd, 3rd
First Direct, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th
call centre employees’ interaction with customers
and customer recommendation, 2nd
and customer satisfaction
dealing with customer complaints
mortgages
recruitment
self-adoption through vibrant customer engagement
understanding of employees
focus groups, 2nd
Food and Drug Administration (FDA)
forced retention, 2nd, 3rd
Ford, 2nd, 3rd
Ford, Henry, 2nd
Hall of Fame of five-star momentum leaders
‘freedom inside’, 2nd
frequent-flyer programmes
Fridge Pack, 2nd
Friis, Janus, 2nd
Fry, Arthur
functionality
and customer equity, 2nd, 3rd
and customer value, 2nd, 3rd
Gallup’s Customer Engagement (CE) index
Gates, Bill, 2nd, 3rd, 4th
Hall of Fame of five-star momentum leaders
General Electric (GE), 2nd
General Motors
Gerstner, Lou, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th
Hall of Fame of five-star momentum leaders
Gillette
Giraudy, Michel, 2nd
Gladwell, Malcolm
Blink
The Tipping Point
Glaxo, 2nd
Glivec, 2nd, 3rd
GM Europe
Goizueta, Roberto C.
GoldenEye
Google
growth
challenge to deliver, 2nd
impact of vibrant engagement on
limits on
mobilizing for
power of momentum to deliver
unlimited potential for
Gucci
Halifax
happiness
Harrah’s Entertainment
Harry Potter books
Hewlett, Dave
Hewlett-Packard, 2nd
‘The Rules of the Garage’
hierarchy of needs, 2nd
Hippel, Eric von
Honda
HSBC, 2nd
Hughes, Alan, 2nd
IBM, 2nd, 3rd, 4th, 5th, 6th, 7th
Gerstner’s revival of
power offer perspective
See also Gerstner, Lou
IKEA, 2nd, 3rd, 4th
‘anti-bureaucrat’ weeks
iMac, 2nd, 3rd
images, powerful
innovation, 2nd, 3rd, 4th
impact of engaged cutomers on
insight discovery matrix see compelling customer insights
insights
compelling customer see compelling customer insights
compelling employee
intangible elements
and customer equity, 2nd, 3rd, 4th
and customer value, 2nd, 3rd, 4th
internal momentum, 2nd
best of human nature, 2nd
building, 2nd
and corporate culture
and crises, 2nd
guiding principles
mobilizing the energy within
virtuous circle of
and Wal-Mart’s Cheer
See also employees
Internet
iPhone, 2nd, 3rd
iPod, 2nd, 3rd, 4th, 5th, 6th, 7th
ISS
IT
evolution of power offers, 2nd
iTunes, 2nd, 3rd
Jager, Durk
Jaguar
JetBlue, 2nd, 3rd
Jobs, Steve, 2nd, 3rd, 4th, 5th, 6th
Hall of Fame of five-star momentum leaders
John Lewis
Johnson & Johnson, 2nd
Credo
and Tylenol crisis, 2nd
Johnson, Robert Wood
Kamprad, Ingvar
Kawashima, Professor Ryuta
Kelleher, Herb
Hall of Fame of five-star momentum leaders
Kets de Vries, Manfred
Kildall, Gary, 2nd, 3rd
Kim, W. Chan, 2nd
knowing-doing discovery path, 2nd, 3rd, 4th, 5th
Kotter, John
Lafley, A.G., 2nd, 3rd
Land, Edwin H.
language
Layard, Richard
lead users
leaders/leadership, momentum
applying of momentum principles to all your contacts
commitment to value origination
and consistency
definition
features of great
five-star
four-star
guiding principles
‘Hall of Fame’
one-star
spending quality time with customers
three-star
tips for aspiring, 2nd
treating people with respect
two-star
learning discovery path, 2nd, 3rd, 4th, 5th
‘less is more, more for less’
Lexus, 2nd, 3rd
lifetime value, customer, 2nd, 3rd, 4th
impact of customer retention on, 2nd
listening discovery path, 2nd, 3rd, 4th, 5th
Lloyds Bank
Louis Vuitton, 2nd
Loyals, 2nd, 3rd, 4th, 5th, 6th
loyalty, 2nd, 3rd
‘loyalty’ programmes and forced retention
McDonald’s
market research
sample sizes
marketers
marketing, 2nd, 3rd
impact of on growth, 2nd
Marsh & McLennan
Maslow, Abraham, 2nd
Mauborgne, Renée, 2nd
MDC roadmap, 2nd, 3rd
See also conversion; detection; mobilization
measurement
of customer engagement
of customer retention
of customer satisfaction
Microsoft, 2nd, 3rd, 4th, 5th
and customer satisfaction
source of momentum
Mintzberg Henry
MIT
mobility, customer
mobilization
of employees
for vibrant engagement
for vibrant retention
for vibrant satisfaction
for growth, 2nd, 3rd
of stakeholders
See also MDC roadmap
moments of truth, 2nd, 3rd, 4th, 5th
momentum
as a new business model
action roadmap to
building and sustaining
business value of
internal, 2nd
key ingredients to successful change toward
making systematic
power of, 2nd
road to
source of
twin engines of see momentum design; momentum execution
virtuous circle of
momentum business model
momentum culture see culture, momentum
momentum design, 2nd, 3rd, 4th
at Skype
momentum execution, 2nd, 3rd
at Skype
momentum galaxy
momentum leadership see leaders/leadership, momentum
momentum strategy, 2nd, 3rd
drivers of
key competencies
moving from compensating to
purpose of
unlimited potential of
more for less
mortgages
multi-functional teams
Napster
NatWest
needs, hierarchy of, 2nd
Neeleman, David
Nestlé
Nexium
Nike
Nintendo, 2nd
DS console
Wii, 2nd, 3rd, 4th, 5th
non-customers, 2nd, 3rd, 4th
Novartis, 2nd, 3rd, 4th
and Glivec
offers, power see power offers
offset mortgage
Opel Astra GTC
operations, 2nd
optimizing customer equity
optimizing customer value
P&G see Procter & Gamble
Packard, Dave
paid-for value
passive retention, 2nd, 3rd
Passives
Pasteur, Louis
patience
Pepsi
Pfizer
pharmaceutical industry, 2nd, 3rd, 4th
Pioneers, 2nd, 3rd, 4th, 5th, 6th, 7th
Pixar
Plodders
Polaroid camera
Porter, Michael, 2nd
power crafting, 2nd, 3rd, 4th, 5th, 6th, 7th
power offers, 2nd, 3rd, 4th, 5th
crafting of, 2nd
design of, 2nd, 3rd, 4th, 5th
compelling equity path to, 2nd
compelling value path to, 2nd
exploration phase of, 2nd
and First Direct
guiding principles
interaction between power offer execution and, 2nd
at Skype
synergy between three pillars, 2nd
pillars of
See also compelling proposition; compelling target; power crafting
dynamic evolution of
and employees
execution of, 2nd, 3rd
building and sustaining momentum, 2nd
business value of momentum
chain reaction of
from product focus to value focus
guiding principles
interaction between power offer design and, 2nd
and MDC roadmap, 2nd
need for continuous alignment of three pillars of power offer design, 2nd
at Skype
list of recent
meaning and features of
Price, Robert
Prilosec
Prisoners, 2nd, 3rd
Prius, 2nd, 3rd
Procter & Gamble (P&G), 2nd, 3rd
changes under Lafley, 2nd
and customer complaints
and employee satisfaction
and moments of truth
relationship with Wal-Mart, 2nd
product focus
product tests
profitability
and customer retention, 2nd
projective techniques
proposition, compelling see compelling proposition
‘push hard’ methods, 2nd
Pushers, 2nd, 3rd, 4th, 5th, 6th
quality time, momentum leadership
quasi-monopoly
forced retention through
R&D, 2nd
rationality
Ratner, Gerald, 2nd
Ratners
recommendations, customer, 2nd, 3rd, 4th
recommendations score
recommended-new-customers score
recruitment
Red Bull
reflexes, corporate, 2nd
Reichheld, Fred
Rentokil, 2nd, 3rd, 4th, 5th, 6th
resonance, 2nd
resources
respect
retail banking
insight discovery matrix, 2nd
retailers, exchange policy
retention, customer, 2nd
business impact of, 2nd
forced, 2nd, 3rd
measurement of
passive, 2nd, 3rd
quality of, 2nd
and satisfaction, 2nd
See also vibrant customer retention
retention, employee
revenue growth, 2nd
and customer retention
risk
Roche
Rowling, J.K.
Ruettgers, Michael
Runaways, 2nd, 3rd, 4th, 5th
sales
sales growth
sample sizes
satisfaction, customer
basics of
emotions behind
measuring of
and retention, 2nd
See also vibrant customer satisfaction
satisfaction, employee
Scandinavian Airlines
scenarios
Scholey, Sir David G.
Scion, 2nd
Second Life
self-adoption
sense of urgency
Settlers, 2nd
Shell
Shouldice Hospital (Ontario)
Silver, Spence
SKF
Skype, 2nd, 3rd, 4th
momentum design at
momentum execution at
SkypeOut
SmithKline, 2nd, 3rd
Sony, 2nd
Sony Walkman, 2nd, 3rd
SouthWest Airlines, 2nd, 3rd, 4th
spirit, customer, 2nd
Spitzer, General Eliot
sport utility vehicles (SUVs)
stakeholders, 2nd
focusing on needs of key, 2nd
importance of understanding multiple
mobilizing of
Starbucks
Supporters, 2nd, 3rd
surveys
and customer satisfaction
and employee satisfaction
‘SWAT’ teams
Swatch, 2nd, 3rd, 4th
Switchers, 2nd
switching costs
and forced retention
‘T-shirt effect’
Tagamet, 2nd, 3rd, 4th
target, compelling see compelling target
Taylor, Andy
Taylor, Jack
Hall of Fame of five-star momentum leaders
technology, unavailable, 2nd
‘temptation outside’
Tetra Pak, 2nd
think tanks, 2nd
Thompson, Clive, 2nd
3M Post-it Notes
time
and customer value
time out, taking, 2nd, 3rd
timing
‘top box’ ambition, 2nd
tools
customer engagement portfolio
customer equity map
customer equity path to power offer design
customer equity wedge
customer retention portfolio
customer value map
customer value path to power offer design
customer value wedge
friction detection matrix
insight discovery matrix
MDC (mobilize, detect, convert) action roadmap
momentum execution matrix
Toscani, Oliviero, 2nd
Toyota, 2nd, 3rd, 4th, 5th, 6th, 7th
transaction myopia, 2nd, 3rd, 4th
trust
truth
Tylenol crisis, 2nd
United States
auto industry
unlimited potential, 2nd
unlocking
urgency
Val d’Isère, 2nd
value
ambient
compelling customer see compelling customer value
compelling employee
paid-for, 2nd
value capture, 2nd, 3rd, 4th, 5th, 6th
value creation, 2nd
unlimited potential
value delivery
value extraction, 2nd, 3rd, 4th, 5th, 6th
value origination, 2nd, 3rd, 4th, 5th, 6th
blind spot, 2nd
commitment to by leaders
and dissatisfaction
value proposition
Vasella, Dr. Daniel, 2nd, 3rd, 4th, 5th, 6th
Viagra
vibrant customer engagement, 2nd, 3rd, 4th, 5th, 6th
and belonging inside, 2nd
and broadcasting outside, 2nd
business value of, 2nd
and customer engagement portfolio, 2nd
guiding principles
and Harry Potter books
human nature of
measurement of
and non-customers, 2nd
richness of
at Skype, 2nd
strategies for, 2nd
converting for
detecting sources of
mobilizing for
vibrant customer retention, 2nd, 3rd, 4th
business impact of, 2nd, 3rd
customer retention portfolio, 2nd, 3rd
definition
emotions beneath
guiding principles
measurement of
quality of retention, 2nd
at Skype, 2nd
strategies for, 2nd
convert defecting customers
detect sources of defection
mobilizing of employees
vibrant customer satisfaction, 2nd, 3rd, 4th
basics of
emotions behind, 2nd
guiding principles
impact of
measuring of
and moments of truth, 2nd
at Skype, 2nd
strategies for, 2nd
convert unsatisfied customers, 2nd
detecting sources of dissatisfaction, 2nd
mobilizing of staff
and ‘top box’ ambition, 2nd
ways of creating
vibrant employee engagement
vibrant employee retention
vibrant employee satisfaction
vicious circles
Virgin, 2nd, 3rd, 4th, 5th
relationship with press
See also Branson, Richard
Virgin Atlantic, 2nd, 3rd
emotional equity anecdote
and employee engagement
loyalty program
responses to dissatisfied customers
tailoring service, 2nd
virtual engagement
and non-customers
Volvo
YCC (‘Your Concept Car’)
Wal-Mart, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th
‘Bring It Home to the US’ programme
Cheer, 2nd, 3rd
and customers, 2nd, 3rd, 4th, 5th
and employee engagement
and ‘every day low price’ (EDLP), 2nd
German fiasco
profit-sharing plan
relationship with P&G
and shareholders
See also Walton, Sam
Walton, Sam, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th
Hall of Fame of five-star momentum leaders
Wanamaker, John
Watanabe, Katsuaki
Watson Jr., Tom
Watson Sr., Tom
Hall of Fame of five-star momentum leaders
Watts, Philip, 2nd, 3rd
Welch, Jack
Weldon, William C.
white discovery path, 2nd, 3rd, 4th, 5th
Whyville
Wii, 2nd, 3rd, 4th, 5th
Wild, David
Wilde, Oscar
women
and cars
word of mouth
workshops, 2nd, 3rd, 4th
Xerox
YCC (‘Your Concept Car’)
Zantac
Zennström, Niklas, 2nd