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Titlebook: Competitive Advantage of Customer Centricity; Sathit Parniangtong Book 2017 Springer Nature Singapore Pte Ltd. 2017 Customer centricity.cu

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书目名称Competitive Advantage of Customer Centricity
编辑Sathit Parniangtong
视频video
概述Provides strategies that put the customer at the center of the enterprise.Champions customer profitability as the metric for measuring business performance.Broadens the definition of customer value be
丛书名称Management for Professionals
图书封面Titlebook: Competitive Advantage of Customer Centricity;  Sathit Parniangtong Book 2017 Springer Nature Singapore Pte Ltd. 2017 Customer centricity.cu
描述.This book presents strategies that put the customer at the center of an enterprise. It elaborates on the reasons for viewing customers as assets that a firm needs to acquire, develop and cultivate in order to generate profitable relationships, and champions customer profitability as the metric for measuring business performance. Further, it advocates the need to provide solutions to customers’ requirements with bundles of products and services. It broadens the definition of customer value beyond tangible benefits and price to include both tangible and intangible benefits and total ownership costs, while embracing a variety of unique customer needs. ..The book highlights the value of business planning, marketing and sales mechanisms and changing employee behavior to create lifelong, high-value profitable customer relationships that satisfy the customer’s needs. .Competitive Advantage of Customer Centricity. maps a new journey that entire organizations must undertake in order to achieve these lucrative goals..
出版日期Book 2017
关键词Customer centricity; customer needs; customer profitability; customer relationships; customer value
版次1
doihttps://doi.org/10.1007/978-981-10-4442-7
isbn_softcover978-981-13-5138-9
isbn_ebook978-981-10-4442-7Series ISSN 2192-8096 Series E-ISSN 2192-810X
issn_series 2192-8096
copyrightSpringer Nature Singapore Pte Ltd. 2017
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Problem-Solving Approach to Business Strategy,ved successful may no longer yield the same outcome, so a new way must be found to compete in order to sustain superiority. Often an existing strategy is brought into question when a company repeatedly fails to achieve what it set out to accomplish. This can be traced to the organization’s inability
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,Customer Centricity—A Marketing Perspective,sure that their marketing spend produces reasonable returns. In my view, the field still lacks comprehensive models to link marketing spending and customer action. A number of customer-management authorities have developed customer life-cycle planning with conceptual notions of customer journey. Pro
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The Change Journey Toward Customer Centricity,an for the board’s approval. The team realized that the bank’s CCID (Current Customer Identification) had grown to more than one million customers. But its customer base was highly concentrated—out of the one million CCIDs, auto loans, savings and deposit customers accounted for more than 90%. Conse
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