So what are companies that still need to have drivers, in trucks, driving from customer A to customer B to customer C to deliver and install products, perform routine service or repair equipment supposed to do about rising fuel costs?

FORBES: Written by Moshe BenBassat

The Customer Loyalty Team, or C.

NEWYORKER: Happy Feet

While marketing teams and agencies most often uncover the data itself, insights are used in product development, customer experience, sales, and C-level discussions.

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Strategically intelligent firms are far more likely to have a senior level sponsor or champion: 46% of them strongly agree that their company has a C-level evangelist or champion for customer intelligence, versus 20% of marketing intelligence firms and 7% of functional intelligence firms.

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There is also an opportunity cost: money, time, and people allocated to customer A are resources not available for customers B, C, or D.

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Perhaps in some slow-moving companies, those hardened-silo outlooks persist, but in top-performing businesses across the world, all C-level execs are balancing their domain expertise with intense focus on customer behavior and other external factors.

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He wrote a plan to improve service in his Greenville, S.C. facility that includes teaching dockworkers to use computers to communicate with customer service reps and keep them up-to-date on the status of freight.

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So now comes the obvious question: Why did Old Navy make me, the customer, go through six transactions if they were going to let me use all the SUPER C-A-S-H coupons the same day?

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