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Management article
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Reference no. U0108A
Authors: David Stauffer
Published by: Harvard Business Publishing
Published in: "Harvard Management Update", 2001

Abstract

Studies show that companies with customers whose affinity goes beyond loyalty to love can charge a 15% to 20% premium for their service. But simply being customer responsive or customer focused won''t get you there. You''ve got to get everyone in the company thinking about customers'' needs; you''ve also got to give them the tools to solve customers'' problems. This article presents seven concrete examples of what customer-centrism is--and isn''t.

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Abstract

Studies show that companies with customers whose affinity goes beyond loyalty to love can charge a 15% to 20% premium for their service. But simply being customer responsive or customer focused won''t get you there. You''ve got to get everyone in the company thinking about customers'' needs; you''ve also got to give them the tools to solve customers'' problems. This article presents seven concrete examples of what customer-centrism is--and isn''t.

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