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Managing Customer Value


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Preface Acknowledgments PART ONE: MAKING QUALITY A STRATEGIC WEAPON 1. The Four Steps to Customer Value Management 2. Moving "Customer Satisfaction" from a Slogan to a Science PART TWO: ROLE MODELS: COMPANIES THAT DELIVERED MARKET-PERCEIVED QUALITY AND VALUE 3. How Milliken & Co. Built a Competitive Powerhouse 4. "Customer Value Added" at AT&T: A Competitive Strategy Milestone 5. Communicating the Complex Truth About Cholesterol 6. How to Achieve Quality Service PART THREE: MANAGING SOME BIG ISSUES WITH CUSTOMER VALUE MANAGEMENT 7. Creating Power Brands 8. Assessing Competing Technologies and Nurturing a Long-Term Winner PART FOUR: THE TOOLS AND METRICS OF CUSTOMER VALUE ANALYSIS 9. The Seven Tools of Customer Value Analysis 10. Putting the Power of a Whole Organization in a Single Room: The War-Room Wall and Strategic Navigation 11. Aligning Your Quality Initiatives with the Goal of True Customer Value Management PART FIVE: THE PAYOFF FROM PROVIDING SUPERIOR QUALITY AND VALUE 12. Here's the Proof: Superior Quality Drives the Bottom Line and Shareholder Value 13. Learning from the Malcolm Baldrige National Quality Award 14. Comprehensive Alignment: Key to True Competitiveness Epilogue Appendix A Malcolm Baldrige National Quality Award: 1994 Award Examination Criteria and Guidelines Appendix B Why Do Patients Demand a Large Drop in Total Cholesterol? Appendix C Building Our Store of Case Examples and Empirical Evidence Appendix D Questionnaire to Aid Benchmarking Notes Index

About the Author

Bradley T. Gale is president of Market Driven Quality Inc. He served as Overseer for the Malcolm Baldrige National Quality Award during its first three years of existence, and currently is on the Steering Committee for the Conference Board's Total Quality Management Center. Gale is coauthor with Robert D. Buzzell of The PIMS Principles (Free Press, 1987), which has been translated into four languages.

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