|
|
This is only a preview of the paper
Click here to register and get the full text.
Existing members click here to login
|
|
|
The objective of this case is to show how customer satisfaction and customer loyalty programs are implemented within a firm to enhance customer value, and to provide a springboard for exploring “customer value and satisfaction” in a managerial context. Since 1995, Nortel Networks' Optical Networks (ON) division has been incorporating customer satisfaction and loyalty measures into its business practice to increase customer value. Over the years, key process owners in various parts of the organization have become accustomed to receiving such information in the format with which they are familiar. Recent initiatives by the Customer Value Measurement (CVM) team have shown that the current methodology does not provide all the insights required to achieve the full potential of customer value measurement. The CVM team now needs to present Nortel's senior management with the optimal combination of the many choices for soliciting customer perceptions that would make the best use of the available resources, minimize the intrusion on customers' time, and add value for the business and customers alike?
Approximate Word count = 510
Approximate Pages = 2
(250 words per page double spaced)
|
|
|
|
|
|