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Article
Publication date: 1 October 1996

Richard Whiteley and Diane Hessan

Suggests that companies can become customer centred by adopting five strategies: shift to a laser‐beam focus; hardwire the voice of the customer; universal collaboration; lasting…

3659

Abstract

Suggests that companies can become customer centred by adopting five strategies: shift to a laser‐beam focus; hardwire the voice of the customer; universal collaboration; lasting customer enthusiasm rather than customer satisfaction, and a move to contact leadership.

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Managing Service Quality: An International Journal, vol. 6 no. 5
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 June 1997

Richard Whiteley and Diane Hessan

Argues the case for lightening up in business, claiming that people who are internally focused and tense have little chance of turning their care and attention to customers…

705

Abstract

Argues the case for lightening up in business, claiming that people who are internally focused and tense have little chance of turning their care and attention to customers. Provides many examples of how companies have used humour within their organizations, and turned it to their competitive value. Humour can make things more memorable, and puts things ‐ even problems and errors ‐ into a perspective where customers, and clients, will forgive. The payoff? If staff are excited about coming to work, it will show. “And people like to do business with people who like to do business.”

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Managing Service Quality: An International Journal, vol. 7 no. 3
Type: Research Article
ISSN: 0960-4529

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Article
Publication date: 1 March 1998

William R. Loomis

Struggling to keep plant managers and plant personnel motivated about customers, manufacturers have spent a lot of money and tried various methods to make plant personnel…

643

Abstract

Struggling to keep plant managers and plant personnel motivated about customers, manufacturers have spent a lot of money and tried various methods to make plant personnel sensitive to the needs of customers. The methods to do this, development of internal customers, continuous improvement circles, visits to customer sites and others, are expensive and have not been very effective. For small firms it is especially difficult. However, retaining customers is considered critically important by academics and management consultants. This article offers a method to directly link customer satisfaction with targeted manufacturing processes and management decisions that occur within the plant. By identifying the component attributes of a major plant process that can have an affect on customers, firms can find out more specifically how a specific plant process is helping or hurting the manufacturer’s ability to retain important customers. This knowledge can ultimately affect make/buy decisions, investment in new equipment, strategic plans, managerial decisions, and operational procedures.

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Business Process Management Journal, vol. 4 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 May 1997

David Pollitt

Purchasing effectiveness is one of the most critical factors in determining the profitability of business, and yet it is typically one of the least well understood and managed. In…

179

Abstract

Purchasing effectiveness is one of the most critical factors in determining the profitability of business, and yet it is typically one of the least well understood and managed. In a recent study with 50 leading European businesses we have established that an effective purchasing strategy can improve profitability by up to 30 per cent. Few businesses seriously assess their purchasing activity or invest in its development, so that usually this source of value remains untapped.

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International Journal of Retail & Distribution Management, vol. 25 no. 5
Type: Research Article
ISSN: 0959-0552

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