Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Subject category: Marketing
Published by: Harvard Business Publishing
Originally published in: 2001
Version: 6 June 2002
Length: 25 pages
Data source: Field research

Abstract

Since 1995, Nortel Networks'' Optical Networks (ON) division has been incorporating customer satisfaction and loyalty measures into its business practices 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 available resources, minimize the intrusion on customers'' time, and add value for the business and customers alike.
Location:
Size:
USD22 billion revenues, 80,000 employees
Other setting(s):
2000

About

Abstract

Since 1995, Nortel Networks'' Optical Networks (ON) division has been incorporating customer satisfaction and loyalty measures into its business practices 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 available resources, minimize the intrusion on customers'' time, and add value for the business and customers alike.

Settings

Location:
Size:
USD22 billion revenues, 80,000 employees
Other setting(s):
2000

Related