It requires employee engagement: if employees are crushed, there is no possibility of customer delight.
Firms like Apple and Amazon generate customer delight so that customers line up for their products and services.
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To measure customer delight at the organizational level, the best place to start is the work of Fred Reichheld.
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Apple has always focused on creativity, innovation, elegance, customer delight and quality.
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Systems for measuring customer delight will need to be put in place so that managers have continuous information on progress towards the goal.
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First to identify the top-20 brands best at creating customer delight, and second, to see how brands rank in the categories in which they directly compete.
In management , firms might spend less time on the 20th Century preoccupation with improving efficiency rather than on the 21st Century challenge of generating customer delight through continuous innovation.
What is new is making customer delight the driving force of everything the firm does (not just one of many things to be focused on) AND changing all the management roles, systems, values and communications to reflect that goal.
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They generate customer delight and profitability.
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When it is ultimately discovered that the output does not delight the customer, a significant amount of rework is probable.
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In the highest-performing e-commerce businesses mobile, social, globalization, cloud and legacy order management systems are all galvanized around that common goal: delight the customer and earn their trust.
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It was a strategy focusing on creating delight for a particularly profitable customer segment.
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Wawa, a regional chain of six hundred convenience stores known for its near cult-like customer following, screens potential store managers fiercely against two values: Delight Customers and Value People.
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