Summary: Best Practices: Review and Analysis of Hiebeler, Kelly and Kettemans Book

Building Your Business With Customer-Focused Solutions

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Developing state-of-the-art distribution capabilities. The customer is called and the problem is reviewed. Expectations are clarified for the customer. The problem is restated when a technician arrives on-site.

Again, customer expectations are clarified. The problem is fixed. The customer is shown what was done to fix the problem.

Demonstrating to customers their needs are being met. Allocating responsibility to one person from start to end. Using customer feedback productively to anticipate. Raising customer expectations of complaint resolution. Empowering employees to handle complaints efficiently.

The sub-processes involved are: They create a database and log the complaints. Also, keep in mind there are other benefits as well. Designing and building customer profiles. Systematically collecting information about preferences.

Special offers and product promotions

Distributing customer information throughout the company. Analyzing how customers actually use the products. Measuring customer satisfaction internally and externally. To achieve this, these sub-processes are involved: Your email address will not be published. Notify me of follow-up comments by email. Notify me of new posts by email. View their operations from a business process perspective.

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New products offered in other industries. Supplier trends and developments. The general economic climate. The political climate and potential government action. This information is generally of three types: By purchases already made. They help customers articulate their demands. They respond quickly and efficiently.

They deliver significant savings in practice and use. Achieving that in the real world requires four sub-processes: Employee observations are recorded. The limits of mass customization. The company that out-Harleys Harley. Fortune , 6 , 56— Virtual markets create new roles for distributors. InternetWeek , , 10— Click till you drop. Time , 3 , 34— Market-share leadership—not always so good.

Summary: Best Practices

Harvard Business Review , 62 1 , 50— A comparison of market share winners and losers. International Journal of Research in Marketing, 9 1 , 5— The importance of the brand in brand extension. The logic of product-line extensions. Harvard Business Review , 72 6 , 53— Secrets of the new brand builders.

Process 1: Develop a shrewd and profound understanding of your customers and markets

Fortune , 12 , — Extend profits, not product lines. Harvard Business Review , 72 5 , — The negative impact of extensions: Can flagship products be diluted? Journal of Marketing , 62 1 , 19— Marketing success through differentiation—of anything. Harvard Business Review , 58 1 , 83— Test marketing a new product: When it's a good idea and how to do it. Profit-Building Strategies for Business Owners , 23 3 , 14— Journal of Marketing , 58 4 , 95— Marketing Research , 6 1 , 4— Internal customers and internal suppliers.

Service at a price. Industrial Distribution , 87 5 , 91— Discovering new points of differentiation. Harvard Business Review , 75 4 , — Consumer trade-offs and the evaluation of services. Journal of Marketing , 59 1 , 17— A conceptual model of service quality and its implications for future research.

Product details

Journal of Marketing , 49 4 , 41— Recovering and learning from service failure. Sloan Management Review , 40 1 , 75— The relationship between delays and evaluations of service. Journal of Marketing , 58 2 , 56— A theory of channel control. Journal of Marketing , 37 1 , 39— The wheel of retailing. Journal of Marketing , 25 1 , 37— The nature of power in a marketing channel.

Academy of Marketing Science, 13 3 , 39— The role of the industrial distributor in marketing strategy. Journal of Marketing , 40 3 , 10— Distribution systems for industrial products. Marketing channels 6th ed. Interorganizational governance in marketing channels. Journal of Marketing , 58 1 , 71— Do they pay off for supplier firms?

Journal of Marketing , 59 1 ,1— Effects of supplier market orientation on distributor market orientation and the channel relationship: Journal of Marketing , 62 3 , 99— Does it ever work? Journal of Consumer Marketing , 10 4 , 4— Building competitive advantage through creative pricing strategies. Business Quarterly , 55 1 , Dynamic competitive pricing strategies.

International Journal of Research in Marketing, 9 1 , 91— Price and advertising strategy of a national brand against its private-label clone: A signaling game approach. Journal of Business Research , 33 3 , — Perceived value approach to pricing. Industrial Marketing Management , 22 2 , — Banner advertisement pricing, measurement, and pretesting practices: Perspectives from interactive agencies.

Journal of Advertising , 31 3 , 59— The importance of advertising and the relative lack of research. A revised communication model for advertising: Multiple dimensions of the source, the message, and the recipient. Journal of Advertising , 23 2 , 5— Helping the customer learn. Consumer, retailer, and manufacturer incentives to participate in electronic marketplaces. Journal of Marketing , 61 3 , 38— How they did it. Business Week , , — Comparative versus noncomparative advertising: Journal of Marketing , 61 4 , 1— Comparative and noncomparative advertising: Attitudinal effects under cognitive and affective involvement conditions.

Journal of Advertising , 23 2 , 77—

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