Sense and Respond: The journey to customer purpose by Stephen Parry
Foreword Dr Joel Cutcher-Gershenfeld
Part I Putting the customer first
Chapter 1 The Journey to Customer Purpose: optimising business effectiveness
Meeting the customer’s needs
The Journey to Customer Purpose: customer service at the heart of the organisation
Mass production vs. Customer Value Principles
The soft stuff is the hard stuff – and it’s the only stuff
Chapter 2 Focusing on the customer: a paradigm shift
‘Old world’ and ‘new world’ thinking
Transform or mutate?
Creating customer success
Organisational waste
The ghost of mass production past
The Theory-to-Performance Model
Sustained focus on customer purpose
Part II The Journey to Customer Purpose: Re-View
Introduction Professor Daniel T. Jones
Chapter 3 Re-View: changing the point of view
Sensing what’s important to customers
Seeing the organisation as a system
A business system model
Investigating the system
Customer purpose defines customer value
Demand classification
Chapter 4 Re-View: end-to-end effectiveness
Seeing the organisation end-to-end
Measuring variation in performance
Investigation and analysis
Investigating an organisation: the experience of staff
Part III The Journey to Customer Purpose: Re-Mind
Introduction Bernard Marr
Chapter 5 Re-Mind: changing mental habits
Changing mind-sets
Paradigms and customer intelligence
Understanding the system
Reacting to customer purpose
Changing organisational thinking
What to measure in a Customer Value Enterprise®
Chapter 6 Re-Mind: a new way of thinking
Moving towards Customer Value Principles
Operating principles for customer value
Empowering frontline staff
Creating the flow of value
Keeping the organisation honest
Unlearning the past, responding into the future
Living through the change: the experiences of staff
Part IV The Journey to Customer Purpose: Re-Inspire
Introduction Professor William Carney
Chapter 7 Re-Inspire: the nature of leadership
Creating a Customer Leadership Culture
Barriers to change: organisational constraints
Barriers to change: staff resistance
Chapter 8 Re-Inspire: leading transformation
Customer leadership
Leadership at all levels
Finding common purpose
Sustaining change
The Transformational Leader
Part V The Journey to Customer Purpose: Re-Create
Introduction Gary Fisher, MA, CIPD
Chapter 9 Re-Create: an organisation that self-develops
Focusing on customers
Developing the people
Developing sales and marketing
Performance management
Customer management
Chapter 10 Re-Create: customer-centric management
Infrastructure
Customer-centric operational strategy
Financial and commercial practices
Process management
Part VI Providing customer value
Chapter 11 Customer Value Enterprise®
Implementing a Customer Value Enterprise® strategy
Achieving an end-to-end Customer Value Enterprise®
Chapter 12 Abridged case study 1: Office Products Direct Europe
The case for change: a European company
Transformation to a Customer Value Enterprise®
Re-View
Re-Mind
Re-Inspire
Re-Create
Performance management
Job roles and structures
The results
Chapter 13 Abridged case study 2: Fujitsu Services Ltd
The case for change: a global company
Transformation
Implementation
The results- Making the transformational journey
Chapter 14 Customer purpose at the heart of the organisation
The journey of transformation
Characteristics of a true Customer Value Enterprise®