(note: some of these articles are linked to the full papers)

Papers which cover different aspects of CVM are:

"The Balanced Scorecard: Measures That Drive Performance " By Robert S. Kaplan & David P. Norton. (Harvard Business Review, pp 172-180, July-August 2005. By the 1980s, many executives were convinced that traditional measures of financial performance didn't let them manage effectively and wanted to replace them with operational measures. The authors argue that executives should track both financial & operational metrics.

"The Suprising Economics of a People Business " By Felix Barber & Rainer Strack. (Harvard Business Review, pp 81-90, June 2005. People-intensive companies & business units ought to be managed & measured in ways that reflect their unique economics. Some standard practices can lead you dangerously astray.

"Root Cause analysis For Beginners" by James J. Rooney and Lee N. Vanden Heuvel, (Quality Progress, Pages 45-53, July 2004).

"Move From Product to Customer Centric" by Robert Ricci, (Quality Progress, Pages 22-29, November 2003).

"Turn You Customers Into Interns" by Scott Will, Ted Rivera and Adam Tate, (Quality Progress, Pages 31-37, November 2003).

"Characteristic Management" by R. Dan Reid, (Quality Progress, Pages 71-73, November 2003).

"Listening Begins At Home" by James R. Stengel, Andrea L. Dixon and Chris T. Allen, Harvard Business Review, Pages 106-117, November 2003). Procter & Gamble practically wrote the book on market research. But when the company used those techniques to learn how its employees felt, it discovered a whole new way to improve morale - and profits, too.

"Coming Up Short on Nonfinancial Performance Measurement" by Christopher D. Ittner and David F Larcker, (Harvard Business Review, Pages 88-95, November 2003). Tracking things like customer satisfaction and employee turnover can powerfully supplement traditional bookkeeping. Unfortunately most companies botch the job...

'Mind Your Pricing Cues" by Eric Anderson and Duncan Simester (Harvard Business Review, Pages 96-103, September 2003).

"Web Survey's Hidden Hazards" by Palmer Morrel-Samuels, (Harvard Business Review, Pages 16-17, July 2003). Companies are replacing paper surveys with Web-based versions that can dangerously distort the results.

"Print Perfect" by Kristen Johnson, (Quality Progress, Pages 48-55, July 2003).

"Let The Product Speak For Itself" by Christopher Seiwald. (IEE Review, Page 52, May 2003). A product-style company applies this approach, modifying it to its business: work on the product and riches will follow. The question shifts from "What makes us the most money?" to "What makes the product most useful to most people?"

"Diamonds in the Data Mine" by Gary Loveman, (Harvard Business Review, Pages 109-114, April 2003) Harrah's Entertainment has outplayed its competition and won impressive gains, despite being dealt a weak hand by the economy. The secret? Mining the company's rich database to develop compelling customer incentives.

"Tipping Point Leadership" by W. Chan Kim and Renee Mauborgne, (Harvard Business Review, Pages 61-69, April 2003). How can you catapult your organisation to high performance when time and money are scarce? Police Chief Bill Bratton has pulled that off again and again.

"Leading For Value" by Brian Pitman, (Harvard Business Review, Pages 41-46, April 2003). From 1983 to 2001, British bank Lloyds TSB increased its market capitalization 40-fold, in part by shedding assets and narrowing its focus. But something else was at work: a CEO-led transformation of the company's culture.

'The Power Of Happy Staff" by Mark Storey (New Zealand Herald Management Section, Wednesday 23 April 2003). Annual Surveys by one of the worlds biggest banks have found satisfied employees make a significant difference to the bottom line.

"The Innovation Equation" Anthony W. Ulwick , March 2003 - 7 pages. Available in PDF file format. To innovate, companies must determine which ideas combine to best satisfy the 100-plus outcomes customers are trying to achieve. Solving this "innovation equation" is the key to success - but traditional customer-driven methods get it all backward. Learn why new tools are needed ...

"Find Your Innovation Sweet Spot" by Jacob Goldenberg, Roni Horowitz, Amnon Levav and David Mazursky, (Harvard Business Review, (Harvard Business Review, Pages 120-129, March 2003). Most ideas for new products are either uninspired or impractical. a systematic process, based on five innovative patterns, can generate ideas that are both ingenious and viable.

"The Loyalty Elephant" by Steve Hoisington and Earl Naumann. (Quality Progress, Pages 33-41, February 2003). A four-phase model explains the major relationships leading to customer loyalty.

"Six Steps To Integrating Complaint Data Into QA Decisions" by John A. Goodman and Steve Newman. (Quality Progress, Pages 43-47, February 2003). A thorough understanding of consumer behavior can help show where and how to allocate quality resources.

"Clueing In Customers" by Leonard L. Berry and Neeli Bendapudi. (Harvard Business Review, Pages 100-106, February 2003). When a company's offerings are hard to judge, customers look for subtle indicators of quality. The Mayo Clinic knows how to send the right signals.

"The Best-Laid Incentive Plans" by Steve Kerr. (Harvard Business Review, Pages 27-37, January 2003). Rainbarrel Products knew what it needed from its workforce and created a performance management system to get it. Now, its living with the consequences - most of them unintended.

"Power is the Great Motivator" by David C. McClelland and David H. Burnham. (Harvard Business Review, Pages 117 -126, January 2003). This article looks at 3 types of managers, what drives each type and the link from morale and team spirit through to business performance.

"Rising dollar puts premium on quality" By Gilbert Ullrich. (New Zealand Herald, Business Section, Friday February 14, 2003). A leading New Zealand industrialist and exporter explains how keeping ahead of the competition on product and service quality can be used to keep customers while riding out fluctuations in foreign exchange rates.

"Linking Measures Of Customer Satisfaction, Value And Loyalty To Market And Financial Performance: Basic Methods And Key Considerations" - PDF File (Burke - White Paper Series Volume 2, 2000, Issue 3). Common approaches to linking customer satisfaction, value and loyalty to business results.

"Understand Customer Behavior And Complaints" By John Goodman and Steve Newman. (Quality Progress, Pages 51-55, January 2003). Eight areas of quantifiable data can be integrated into quality assurances decisions.

"The Flaw of Averages" By Sam Savage. (Harvard Business Review, Pages 20-21, November 2002). Decisions based on average numbers are wrong on average.

"How to Identify Your Enemies - Before They Destroy You" By Farshad Rafii and Paul J. Kampas. (Harvard Business Review, Pages 151-123, November 2002). When trying to anticipate competitive threats, managers often have trouble distinguishing signal from noise. This tool can help.

"Measurement of Customer Satisfaction is necessary, but what does it have to do with customer relationships? By James G. Barnes. It has long been acknowledged in most customer-oriented companies that satisfying the customer is a first step down a road that leads to repeat buying, customer retention, and ultimately to loyalty and relationship building. However, it may well be the case that companies which take a simplistic view of customer satisfaction may be deluding themselves into thinking that things are OK. What are we actually measuring when we set out to measure customer satisfaction?

"What's Your Real Cost Of Capital?" By James J. McNulty, Tony D. Yeh, William S. Schulze and Michael H. Lubatkin. (Harvard Business Review, Pages 114-121, October 2002). The traditional approach to evaluating capital investments has a fatal flaw. Here's how to get numbers you can count on.

"A Thing Of The Past?" By David A. Collier, Susan Meyer Goldstein and Darryl D. Wilson. (Quality Progress, Pages 97-104, October 2002). The 1992 model may have been the best Baldridge model for organizational performance.

"Will This Customer Sink Your Stock?" By Larry Selden and Geoffrey Colvin. (Fortune, Pages 87-90, October 2002). Here's the newest way to grab competitive advantage: Figure out how profitable your customers really are.

"Three Questions You Need To Ask About Your Brand." By Kevin Lane Keller, Brian Sternthal and AliceTybout. (Harvard Business Review, Pages 81-86, September 2002). Conventional wisdom says creating a brand is about differentiating your product. Think again.

"Pricing and the Psychology of Consumption" by John Gourville and Dilip Soman. (Harvard Business Review, Pages 91-96, September 2002). The way you set prices doesn't just influence demand. It also guides the way buyers use your product or service - and that can have a lasting impact on customer relationships.

"Customers: A Love/Hate Relationship?" By Russ Westcott. (Quality Progress, Pages 35-41, July 2002). Focusing on customers means knowing what they need and how you affect them.

"Mine Customer Experiences" By Edna White, Ravi Behara and Sunil Babbar. (Quality Progress, Pages 63-67, July 2002). An affinity diagram allows you to organise vast amounts of qualitative data to identify patterns or groupings.

"My Week as a Room-Service Waiter at the Ritz" by Paul Hemp. (Harvard Business Review, Pages 50-52, June 2002). Managers love to talk about delighting their customers. But how does it feel to be one of the people who actually have to deliver the goods?

"Charting Your Company's Future" by W. Chan Kim and Renee Mauborgne. (Harvard Business Review, Pages 77-83, June 2002). Most Strategic Planning involves preparing dense documents filled with numbers and jargon. But building the process around a picture yields much better results.

"How Surveys Influence Customers" By Paul M Dholakia and Vicki G Morwitz. (Harvard Business Review, Pages 18-19, May 2002). New research shows that simply asking customers their opinion can increase their profitability over the long term.

"Customers as Innovators" By Stefan Thomke and Eric von Hippel. (Harvard Business Review, Pages 74-77, April 2002). A New Way To Create Value.

"It Might Not Be Your Product" By John A.Goodman, Dianne Ward and Scott Broetzmann. (Quality Progress, Pages 73-78, April 2002). Marketing tactics and lack of customer education may be causing more dissatisfaction than you realise.

"Balance Your Balanced Scorecard" By Robin Lawton. (Quality Progress, Pages 66-71, March 2002). Categories of measures should reflect key values of both organisations and customers.

"Getting the Truth into Workplace Surveys" By Palmer Morrel-Samuels (Harvard Business Review, Pages 111-118 February 2002). Many companies use surveys to measure employee motivation, job performance, and the effectiveness of HR programs. But more often than not, these tools miss important information and can even create new problems.

"Turn customer Input into Innovation" By Anthony W.Ulwick (Harvard Business Review, Pages 91-97, January 2002). Lots of companies ask customers what they'd like to see in new products and services - but they go about it all wrong. A new methodology for capturing customer input promises to galvanize the innovation process.

"While Customers Wait, Add Value" By Christopher Meyer. (Harvard Business Review, Pages 24-26, July/Aug 2001). Companies have put a great deal of effort into wringing wasted time out of their processes. Now they need to put the same effort into saving their customers' time.

"Lead for Loyalty" By Frederick F.Reicheld. (Harvard Business Review, Pages 76-84, July/Aug 2001). New research shows that companies with faithful employees, customers and investors share one key attribute: leaders who stick to six bedrock principles.

"E-Loyalty" By Frederick F. Reicheld and Phil Schefter. Harvard Business Review, pages 105-113, July/Aug 2000). Your secret Weapon on the Web. In a rush to build Internet businesses, many executives concentrate all their attention on attracting customers rather than retaining them. That's a mistake. The unique economics of e-business make customer loyalty more important than ever.

"Want to Perfect Your Company's Service?  Use Behavioral Science."  By Richard B. chase and Sriram Dasu. (Harvard Business Review, Pages 78 - 84, June 2001).  The next frontier in service management comes from the venerable field of behavioral science, where provocative psychological research sheds light on how customers feel when a company "touches" them.  The takeaway: five new operating principles.

"Will Your E-Business Leave You Quick or Dead?" by Larry Selden and Geoffrey Colvin.  (Fortune, Pages 102 to 108, May 2001).  Digitizing can boost shareholder value, but only for well-prepped companies.  Where do you stand?  Take the test.

"How To Make Surveys Simpler And More Focused" by Larry R. Vinson. (Quality Progress, Pages 58 to 63, May 2001).
The author describes how multivariate statistical techniques can be used to simplify survey, and provide results that are more focussed on what drives customer loyalty.

APQC articles on Customer Value Management and Customer Value Analysis. A series of articles being progressively published by the American Productivity And Quality Centre, that highlight customer value and the framework needed for an enterprise's customer value initiatives to achieve maximum gain:

Customer Value Management and the Measurement System
(APQC March 2001). 

"Using What Customers Value To Guide Your Business" by Joe Murdock, Bradley Gale and Reginald Goeke. (American Productivity and Quality Centre, 2000). Covers a benchmarking study on how 5 best practice companies are using Customer Value Analysis as the key factor in decision making.  Covers how these companies link what customers value to business results.  
(Copyright 2000, APQC)

Executive summary available for download in PDF format from the APQC Web Site.

"Managing Customer Value" by Michael T. Saliba, Caroline M. Fisher. (Quality Progress, Pages 63 to 69, June 2000). Saliba and Fisher, both at the College of Business Administration at Loyola University, examine how Allied Signal, FedEx, Honeywell, Hewlett-Packard, Lever, Nortel Networks, US West and Wisconsin Energy are using the customer value approach to guide business management so that optimum value is delivered to their customers.

"Customer Satisfaction At A Software Support Call Centre" by Charles Palson, Dale Seidlitz. (Quality Progress, Pages 71 to 75, June 2000). The writers cover how they found that the most important factor in handing technical calls is to give the customer feedback during the phone call on what the service rep. is doing to resolve the problem.

"How To Fight A Price War" by Akshay R. Rao, Mark E. Bergen and Scott Davis. (Harvard Business Review, Pages 101 to 116, March - April 2000). If you find yourself in a price war, you'll need to understand how it started in order to respond effectively.  Often the best counterattack does not involve a retaliatory price cut.  The authors describe alternative approaches.

"The Valued Customer: Thoughts On Customer Value Added and Loyalty" by P. Davis Steward, President, Customer Opinion Research Inc. (May 1999). Within the past few years, US and International companies have advertised quality to both their customers and their employees.  Most of these companies have embraced a new interpretation of quality that has been fueled by increased competition in the global marketplace.  No longer is the notion of just conformance to internal product and service standards acceptable.  In today's market, standards of quality are set by the customer.  Furthermore, quality is taking on a greater importance as customers use it to determine value.  VALUE is the customers' perception of the QUALITY they receive for the PRICE they pay for a product or a service. (Copyright 1999, Customer Opinion Research Inc).

"Value - the moving target" by Sherrill Tapsell. (New Zealand Management, Pages 96 and 97, December 1999). Describes the need to continually find new ways to provide value to customers, and how Firth Industries (a concrete masonry firm), is providing free consultants to help coordinate all building requirements for customers. "The more we get involved the more we'll be perceived as adding value." says Firth's Residential Manager Alistair Helm.

"Taking CSM To The Next Level At Mead" by John Pellegrino, Director Customer Satisfaction Measurement, Mead Corporation. (Frontiers in Services conference, Vanderbilt University, Tennessee, October 21-23 1999). How a product based company uses the customer value approach to customer satisfaction and service to differentiate itself in a highly competitive market.

"The Economics of Customer Satisfaction" by Nicholas G. Carr. (Harvard Business Review, Pages 15 and 18, March - April 1999). Research by James DiConstanzo of the PNC Bank in Pittsburgh, USA in conjunction with John A. Larson and W. Earl Sasser confirms that highly satisfied bank customers give substantially more business to their banks, and that bank branches with highly satisfied customers are more profitable than those with only satisfied customers .

"Customer Value Measurement: Gaining Strategic Advantage" by Bradley Gale. (American Productivity and Quality Centre, 1999). This best-practice report, based on a groundbreaking consortium benchmarking study, presents findings related to
developing and implementing a customer value measurement
system, operationalizing customer value analysis, integrating customer value analysis into a strategic navigation system, and measuring the impact of customer value.
(Copyright 1999, APQC)

"Why Good Rates Badly in Customer-value Grading" by Selwyn Parker. (New Zealand Herald, Business Section Page 1, 4 November 1998). A United States expert on the black art of keeping customers happy says a verdict of excellent is the only one that really counts.

"Finding Solutions" by Ruth Le Pla. (NZ Marketing Magazine, August 1999, pages 23-25, 39-40). Covers how Winstone Wallboards has successfully increased profits by providing additional value to its end user customers through redefining its value proposition from being a supplier of plasterboard, to being a supplier of home solutions.

"Creating Linkages That Count" by Bill Lipski. (Proceedings of the American Marketing Association 8th Annual Conference on Customer Satisfaction, Fairmont Hotel, San Francisco, California, United States of America, 31 May - 2 June 1998). Broadband Networks is now one of Nortel's most successful business units. Assistant VP (Sales) for Broadband, Bill Lipski tells of the many initiatives that saw the business unit become the company leader in customer and employee satisfaction with net earnings jumping by 30%. Covers examples of how they used the Customer Value Added approach.

"What Does Your Customer Really Want?", by Joan O Fredericks and James M Salter II, (Quality Progress, January 1998, pages 63-68). By discovering how to deliver superior customer value, an organisation will move beyond satisfaction to loyalty.

"Building and Deploying Profitable Growth Strategies based on the Waterfall of Customer Value Added". By Kordupleski and Laitamaki. (European Management Journal, Vol.15 No. 2, April 1997). Abstract: This article aims at expanding business leaders' knowledge of the key drivers of customer satisfaction and business process excellence, and strengthening their skills in developing profitable growth strategies based on Customer value Added (CVA).

The management thesis of the article is: (1) Competitive CVA drives shareholder value. (2) The Harnessed Waterfall generates superior CVA though improved customer satisfaction and business process excellence. (3) The CVA-Map helps business leaders to discover profitable growth strategies from rely on superior CVA and market opportunities. (4) The profit tree analysis assists management in building and deploying profitable growth strategies for obtaining the desired CVA position. 

"Profiting From Quality in the Service Arena" by The ASQ Quality Costs Committee (Quality Progress Pages 81-84, May 1999). This article looks at using cost-of-quality applications in nonmanufacturing organisations.

"The HR Side of Sears' Comeback" by Jennifer Laabs (Workforce Page 24, March 1999). This article examines how at least one-third of Sears' dramatic financial and cultural transformation has been HR-driven.

"Creating New Market Space" by W. Chan Kim and Renee Maulborgne (Harvard Business Review Pages 83-93, January-February 1999). Head to head competition can only net you a larger piece of an existing pie. To break free from the pack and stake out new ground requires a different mindset and a systematic way of looking for opportunities.

"Is Your Company Ready for One-to-One Marketing?" by Don Peppers, Martha Rogers and Bob Dorf (Harvard Business Review Pages 151-160, January-February 1999). You know you want to build learning relationships with your customers, but where should you start? The authors identify the four practical steps that companies can use to create an effective one-to-one marketing program.

"Customer Value" by Don Peppers and Martha Rogers (CIO Enterprise Magazine, Sep 15 1998). How much are your customers worth?  Segmenting them by profit potential is essential if you want to cultivate your most valued clients. 

"Customer Value Analysis: From Theory to Practice" by Randy Hanson (ASQ/AMA Tenth Annual Customer Satisfaction and Quality Measurement Conference, Atlanta, Georgia, USA, 3/1998). This paper looks at the tools of Customer Value Analysis in a practical context, raising key implementation issues.  The seven tools of CVA are reviewed.  Covers techniques developed by Bradley Gale, Rodger Gallagher, Ray Kordupleski, as well as the author.

"Business Marketing: Understanding What Customers Value" by James C. Anderson and James A. Narus (Harvard Business Review Pages 53-65, November-December 1998).  Being able to pinpoint the value of a product or service for one's customers has never been more important.  By creating and using what authors call customer value models, suppliers can figure out exactly what their offerings are worth to customers.

"Leadership: Moving Toward a Universal Mission of Value" by Michael C. Harris. (Quality Forum Management Pages 3-4, Vol.21.1, Spring 1998).

"ICING on the CAKE?" by Kevin Lawrence. (NZ Marketing Pages 12 - 18, September 1998). From medical equipment to mobile phones, this article covers how Rodger Gallagher is assisting leading New Zealand companies to move ahead using the Customer Value Added approach.  It also covers some of the early customer value work by Ray Kordupleski and Rodger Gallagher at Telecom New Zealand. 

"Valuing Customers" by John Goulter. (NZ Business Pages 20 - 24, June 1998). This article covers how in New Zealand, Royal & SunAlliance Insurance are using the Customer Value Added approach, as well as covering some early customer value work by Ray Kordupleski and Rodger Gallagher at Telecom New Zealand. 

"Preventing The Premature Death of Relationship Marketing" by Susan Fournier, Susan Dobscha, and David Glen Mick.  (Harvard Business Review Pages 42-44, January-February 1998). A mounting wave of consumer discontent has yet to reach the bottom line.  But sooner or later, corporate performance will suffer unless relationship marketing becomes what it is supposed to be: the epitome of customer orientation.

"Are You Listening to Your Customers?" by Edmund S. Fine. (Quality Progress Page 120. January 1998).  Problems can occur during the operation of any manufacturing or service system, regardless of the product or industry.  The true measure of the goodness of a system is how well it copes with reported anomalies.  This articles outlines steps to use as a checklist to assess your system.

"Valuing Companies: A star to sail by?"  (The Economist August 2nd 1997, Pages 57-59). This articles looks at the new techniques that are used by consultants for gauging the value that firms create for their owners.

"Modeling Customer Survey Data"  by Linda Clark, William S Clevelen, Lorraine Denby, and Chuanhai Liu. (A paper for the workshop on Case Studies in Bayesian Statistics, Carnegie Mellon University, September 26 -27, 1997). Covers how Bell Labs, Lucent Technologies use Customer Value Analysis to interpret a quarterly customer and competitor survey run by Lucent Technologies.

"Discovering New Points of Differentiation" by Ian C. MacMillian and Rita Gunther McGrath.  (Harvard Business Review Pages 133-145, July-August 1997). Open up your thinking to your customer's entire experience with your product or service.

"A Satisfied Customer Isn't Enough" Thomas Stewart, (Fortune July 21, 1997). A good introductory level article on the relationship between satisfaction and loyalty, and how each customer has individual needs.

"The role of Innovation in establishing a Customer Service Operation for Maximum Customer and Business Benefit". By Gallagher. (Proceedings of the Decision Sciences Institute Fourth International Meeting, Sydney, Australia, July 20-23 1997).

Abstract: Telecom New Zealand field technicians now use portable computers linked with mobile phones to access a computer system and a centralised call reception centre. This allows the field technicians to directly receive work to fix faults, then manage the clearance of the faults. The paper covers the project that implemented this innovative way of running a customer service operation. It shows how Information Technology can be used as a trigger for innovative business process design. Taking very much a 'lessons learned' approach, it covers both the way things were done and how things could have been done better.

"Customer Value: The Next Source of Competitive Advantage", by Robert B. Woodruff, University of Tennessee. (Journal of the Academy of Marketing Science, Vol. 25, No. 2, Spring 1997, pages 139 -153). This article provides frameworks for thinking about customer value, customer value learning, and the related skills that managers need to create and implement superior customer value strategies.

"Satisfaction Is Relative" by Sajeev Varki & Roland T Rust (Marketing Research, American Marketing Association, Summer 1997, Vol. 9, No. 2). Earlier studies of customers satisfaction focused on measuring the satisfaction levels of the sponsoring firm's customers alone. The emphasis has gradually shifted to measuring the satisfaction levels of the firm's customers relative to those of its competitors'. The authors look at the impact of differences between satisfaction levels of different segments of bank customers, and high light the need to compare like with like when determining relative satisfaction levels. They go on to show how strategic marketing information can be derived using relative satisfaction techniques.

"Value Innovation: The Strategic Logic of High Growth" by W. Chan Kim and Renee Mauborgne (Harvard Business Review, Jan-Feb 1997). Case studies are included on companies who have moved to a new value proposition by focussing on what is important to customers. This has allowed these companies to lower costs and gain market share. 

"Linking the Value of Customer Satisfaction to Corporate Profitability - How to Measure Its Value" by Zahorik and Rust (Owen Graduate School of Management, Vanderbilt University, Nashville, Tennessee) 

"Modelling Customer Satisfaction at Telecom New Zealand" by Peter J Danaher and Rodger W Gallagher. (European Journal of Marketing, Volume 31, Number 2 1997. pages 122 to 133). This paper investigates way to predict and model the customer importance factors. It gives a successful example of International Directory Assistance which shows that these techniques significantly raised customer overall satisfaction in a 5 month period.

The full text of this article is available for download as a PDF file or for viewing as a Web page from the Emerald Library-
Click here to go to the download page.
If you or your organisation is not a subscriber to the Emerald Library you will need to register as a guest before you can download the article - see the instruction and follow the link on the bottom of the log in/ sign on page after you click the download button.

"Don't Grow Complacent When Your Customers Are Satisfied" by Kelly Shermach (American Marketing Association, 1996). A new trend in marketing that surpasses customer satisfaction is customer value management which measures quality, costs of product or service acquisition and usage, and image in the marketplace

"Managing Customer Value: Creating Quality And Service That Customers Can See" by Jane Cooney (University of Western Ontario, School of Business Administration, Spring 1996). Managing Customer Value: Creating Quality And Service That Customers Can See, by Bradley T. Gale with Robert Chapman Wood, is reviewed.

"Reengineering and Managing a Customer Service Operation - Lessons learned from Telecom New Zealand", by Gallagher (Paper based on presentation to Reengineering in the Telecommunications Industry Conference, Hong Kong, June 1996).

"Customer Satisfaction - From a Slogan to a Science" by Ilmar Taimre, Project Director, Customer Satisfaction Initiative, ANZ Bank New Zealand. (SCOPE Pages 8 - 10, December 1996, Volume 12, ANZ Banking Corporation). This article covers how in New Zealand, ANZ Bank and UDC Finance are applying Customer Value and Satisfaction techniques. The aim of ANZ is to shift customer satisfaction from the realms of a slogan towards a robust and in-depth management science. 

"Customer Loyalty: Playing for Keeps" by Laura Struebing (Quality Progress, February 1996 Pages 25-30).

Abstract:  To earn customer loyalty, Minute Maid asks customers what they want by using hard measures such as market share and revenue, and soft measures like focus groups and surveys.  Complaints and return transactions provide valuable information.  At Minute Maid, the value per lifetime per customer is put at $1 million.

"Beyond relationship marketing ... Anticipating what customers want" by Stan Fried (Planning Forum, Jul/Aug 1995). Companies that want to become market leaders before the end of the decade will have to begin now to use digital information technologies in building long-term relationships with their customers. Companies really have no choice but to become adept at anticipating what customers want and need.

"Surprising Roads to Customer Loyalty" by A. Blanton Godfrey, et al (AQC 1995 Transactions Pages 1003-1006).
Abstract:  Authors present strategies for developing long-term loyal customers.  Building loyalty involves comparing the cost of keeping customers with the cost of getting new ones, identifying emerging problems and solving them before they reach crisis proportion, evaluating and focusing on business operations that serve customer needs, and drawing the line between raising unreasonable customer expectations and remaining competitive.

"Create Value - Or Else!" by Chad Rubel. Covers a presentation given by Ray Kordupleski on ways to implement the value approach in companies. (Marketing News, American Marketing Association, Volume 29, pp 17, April 24, 1995) 

"Return on Quality (ROQ): Making Service Quality Financially Accountable" by Rust, Zahorik and Keingham (Journal of Marketing, Vol. 59, pp 58-70 April 1995).
Many companies have been disappointed by the returns from their quality efforts. This paper looks at the cost of quality initiatives in relation to ways to measure their benefits.

"Customer Focus Means Commitment to Constant Change" by Robert Heller (Management Today, January, 1994).

"Customer Relationship Management — How to Go Beyond Simply 'Satisfaction' to Building Equity into your Most Important Asset Base: the Customer" (CMA Magazine, September, 1994).

"Creating Customer Value Through Industrialized Intimacy"
by Peter Kolesar, Garrett van Rysin and Wayne Cutler (Strategy and Business. Third Quarter 1998). The article covers the need to personalize service delivery through understanding of more than just their core needs to achieve excellent customer value.  

"Selecting a Scale for Measuring Quality,
Marketing Research" by Susan J. Devlin, , H.K. Dong, and Marbue Brown (Marketing Research. 1994, Vol. 5, No. 3).

"Customer Intimacy and Other Value Disciplines" by Michael Treacy and Fred Wiersma (Harvard Business Review, January-February, 1993).

"What Management Accountants Should Know About Market-Driven Quality" by Kaye Hamilton-Smith and Ted Morris (CMA Magazine, May, 1993).

"Five Common Myths About Consumer Satisfaction Programs" by Diane Halstead (Journal of Services Marketing, Vol. 7, No. 3, 1993).

"Taking a Dose of Your Own Quality Medicine" by Ray Kordupleski (Target Magazine, Association for Manufacturing Excellence, Nov/Dec 1993).

"Improving Customer Performance Through Customer-Satisfaction Measurement and Management" Theresa Flanagan, and Joan Fredericks (National Productivity Review, Spring: pp.239-258, 1993).

"Why Improving Quality Doesn't Improve Quality (Or Whatever Happened to Marketing)" by Kordupleski, Rust, and Zahorik. (California Management Review, Volume 35, Number 3, Spring 1993). 

"Bridging Quality & Customer Retention" by Richard Shapiro (AQC 1993 Transactions, Pages 862-867). 

Abstract:  Shapiro states that customer retention should be the organisation's ultimate test of success.  An organisation should measure retention by tracking and looking for changes in revenue for each customer's account.  Through strong relationships with customers, organisations can increase retention by asking customers the right questions, really listening to what they have to say, and providing feedback to them on the results of action plans.

"Ineffective — That's the Problem with Customer Satisfaction Surveys" by John A. Goodman, Scott M. Broetzmann, and Colin Adamson (Quality Progress, May, 1992).

"Reviewing Your Measurement System - Are You Still Measuring the Right Thing?" by Gallagher (Telecom Corporation of New Zealand publication, presented at Customer Satisfaction Measurement II Conference, Auckland, New Zealand, May 1992). 

"Driving Your Business with Customer Satisfaction Measurements" by Gallagher (Presented at Customer Satisfaction Measurement I Conference, Auckland, New Zealand, February 1992). 
 
"What is Customer-Driven Marketing?" by Earl Naumann and Patrick Shannon (Business Horizons, November-December, 1992).

"Customer Satisfaction - Assessing it's Economic Value" by Roger Burns and Walter Smith (AQC 1991 Transactions Pages 316-321).

Abstract:  Reports the results of the Harris Corp.'s efforts to measure the level of customer satisfaction at it's 20 divisions.  The method used involved assigning economic values to alternative actions and then linking consequences of specific actions to customer satisfaction and customer loyalty.  The results indicated that satisfaction and loyalty had a direct relationship to sales efficiency and return on equity.

"Letting the Customer be the Judge of Quality" by Jeffrey W. Marr (Quality Progress Pages 46-49, October 1986). This article covers how customer satisfaction measurement programs can provide quantitative data on customer perceptions.
 

"Turning Goals Into Results: The Power of Catalytic Mechanisms" by Jim Collins (Harvard Business Review Pages 71-82, July-August 1999). Often the view is expressed that what gets measured gets managed. This not always the case though. The author looks at the importance of setting goals then working to achieve them using catalytic mechanisms.

"What High-Tech Managers Need to Know About Brands" by Scott Ward, Larry Light, and Jonathan Goldstine (Harvard Business Review Pages 85-95, July-August 1999). A good article making the point that brands represent the value that customers see in a product.

"QS-9000 Customer Satisfaction Monitoring Isn't Working" by William Robert Loomis. (Quality Progress Pages 54-59, July 1999). The author provides a better way based around more substantial measures and increased contact with customers.

"Putting The Service-profit Chain To Work" by James L. Heskett, Thomas O. Jones, Gary W. Loveman, W. Earl Sasser Jr. and Leonard A. Schlesinger (Harvard Business Review Pages 164-174, March-April 1994). The authors investigate and establish relationships between profitability, customer loyalty, employee satisfaction, employee loyalty, and employee productivity.

"Why satisfied customers defect" by Thomas O. Jones and W. Earl Sasser Jr. (Harvard Business Review Pages 88-99, November-December 1995).

"Learning from Customers' defection" by Frederick F. Reichheld (Harvard Business Review Pages 59-60, March-April 1996).

"Best Practice for Customer Satisfaction in Manufacturing Firms" by Abbie Griffen, Greg Gleason, Rick Preiss, and Dave Shevenaugh. (Sloan Management Review Pages 87-98, Winter 1995).

"Too close for comfort? The Strategic Implications of Getting Close to the Customer" by Stuart MacDonald. (California Management Review Pages 8-27, Summer 1995).

"Measuring and Improving Customer Value" by Bradley T Gale (Keynote presentation to the 1997 Annual Member's meeting of the Institute for the Study of Business Markets). One of the most knowledgeable experts on Customer Value discusses how to measure relative customer value and identify ways to improve it.

Key points:
- Early observations
- Today's search for value
- Measuring value
- Spotting value improvement opportunities
- Marketing's bottom line

(Copyright 1997, Institute for the Study of Business Markets)
Available for download in MS RTF from the Customer Value Web Site -- Click here to download it now. (For viewing in MS Word or Wordpad)

"What do Customers Value?" by Bob Gardner. (Quality Progress Page 41, November 2001). A five-step approach to linking customer value to business processes.

TOP