Too often, the quality of the programs fail to improve quality, because they focus on the internal processes that do not affect customers. This is at least partly due to the exclusion of marketing on the quality of the movement, a situation for which both sides partly to blame. Ideally, marketing should be the eyes and ears of the organization, linking external customer management processes. One way to do this is to organize the collection of measures of customer satisfaction throughout the management process. This forms a natural bridge from the client to manage and allows management to monitor the impact of improving the quality all the way from the internal process measures overall customer satisfaction and market share. "Hide
by Raymond E. Kordupleski, Roland T. Rust, Anthony J. Zahorik Source: California Management Review 14 pages. Publication Date: April 1, 1993. Prod. #: CMR043-PDF-ENG
Related Case Solutions & Analyses:
Digital Angel
Solectron: From Contract Manufacturer to Global Supply Chain Integrator
Managing Brands for the Long Run: Effective Brand Reinforcement and Revitalization Strategies
Appalachian Mountain Club: Transforming Governance
Optimizing Your Digital Business Model
Singapore Metals Limited, Chinese Version
iMatari
Global wine wars 2009: New World Versus Old
FLYHT: Crossing the Chasm
Bayt.com: How Bayt.com Derived a”Place Surplus” in Dubai, U.A.E.
