TITLE

BENCHMARKING: THE CHANGE AGENT

AUTHOR(S)
Brelin, Harvey K.
PUB. DATE
December 1993
SOURCE
Marketing Management;1993, Vol. 2 Issue 3, p32
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
Benchmarking is essential to overcome the insularity found in many corporations. It is not espionage, as many believe, but a way to foment internal change by learning from others. If you understand your organization and the processes critical to customer retention and satisfaction, you'll be able to find breakthrough ideas, but not necessarily close to home. The best ideas often come from outside the company and even the industry. Companies that succeed in changing adapt, not adopt, what they learn from benchmarking. Here's some practical advice on getting started. INSETS: IBC's benchmarking code of conduct.;About the APQC.;About the author.
ACCESSION #
9602150732

 

Related Articles

  • It's the Simple Things. McGee, Kevin // Ward's Dealer Business;Oct2004, Vol. 38 Issue 10, p52 

    Discusses several methods for automobile dealerships to maintain long-term relationships with their customers. Recognition of the importance of customer retention programs to win the service works from the customer; Smart cards; Discount programs; Rebates; Key Tags.

  • BENEFITS OF CRM DIFFERENTIATED ON THE BASIS OF CUSTOMER LIFETIME VALUE. Lošt'áková, Hana // Economics & Business;Dec2009, Vol. 19, p1 

    This paper deals with causes and benefits of development customer relationship management (CRM) differentiated according to the customer value to a company in industrial companies. It discusses the main changes in the market environment at the beginning of 21st century and during financial...

  • Misdirection makes for mediocrity. Daum, Kevin // Smart Business Pittsburgh;Jul2010, Vol. 17 Issue 3, p6 

    The article presents the author's view on marketing misdirection. According to him, companies unintentionally mislead the public because marketers are oftentimes focused on providing information on what they believe to be true and marketable rather than what is actually authentic. He also states...

  • Indigenous Customer Relationship Management Practices in Indian Automobile Companies: Strategic Implications. Kabiraj, Sajal; Shanmugan, Joghee // International Journal of Management Perspectives;2009, Vol. 1 Issue 4, p1 

    Maintaining relationships with customers and offering them complete customer satisfaction seems to be the foremost agenda on the minds of automobile companies these days. Customer Relationship Management (CRM) seems to offer the much needed strategy and solution to keep customers happy, smiling...

  • Effect of Customer-Centric Structure on Long-Term Financial Performance. Ju-Yeon Lee; Sridhar, Shrihari; Henderson, Conor M.; Palmatier, Robert W. // Marketing Science;Mar/Apr2015, Vol. 34 Issue 2, p250 

    Firms with a customer-centric structure--an organizational design that aligns each business unit with a distinct customer group--are expected to exhibit superior performance compared to firms that are internally structured. Top executives invoke these customer-centric beliefs when initiating...

  • How to Lose a War. KURTZMAN, JOEL // Conference Board Review;Winter2011, Vol. 48 Issue 1, Special section p8 

    The article focuses on the need for businesses to focus on their own qualities and strengths to gain competitive advantage. It notes that businesses succeed against another by satisfying the needs of its own clients rather than attacking competitors. It states that clients are not interested on...

  • A TYPOLOGY OF MARKETING STRATEGY BEHAVIORS: UNDERSTANDING WHY MARKETING STRATEGIES TURN OUT THE WAY THEY DO. Sashittal, Hemant C.; Wilemon, David // Journal of Marketing Management (10711988);Fall/Winter1996, Vol. 6 Issue 2, p17 

    Empirical developments in the marketing strategy process area are not only few, but largely unconnected with those occurring in the strategy content area. Similarly, theories of marketing strategy behaviors that explain and predict what occurs in the market, or why a firm's marketing strategy...

  • SHOULD YOUR COMPETITIVE STRATEGY INCLUDE CRM? SAAB, NASEEM // Pennsylvania CPA Journal;Fall2011 CPA Solutions, p30 

    The article focuses on the incorporation of customer/client relationship management (CRM) systems in business strategy to strengthen client relationship and improve their practices. It states that CRM system is considered as a significant part of competitive strategy that provides reliable and...

  • Customer Relationship Investments, Value to the Customer, and Value to the Firm: Integrating Attributes and Benefits. Wen-Hung Wang; Chiung-Ju Liang; Joonas, Kishwar // Southwest Business & Economics Journal;Oct2009, Vol. 17, p23 

    A fundamental proposition in marketing strategy is that a customer relationship orientation is positively related to customer value and firm value. However, the mechanisms of this relationship have yet to be explored in detail, especially in service industries. Our paper addresses this issue by...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics