"A business process is a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer. A business process has a goal and is affected by events occurring in the external world or in other processes." (James A Champy & Michael M Hammer, "Reengineering the Corporation", 1993)
"Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer." (James A Champy & Michael M Hammer, "Reengineering the Corporation", 1993)
"This is what systems thinking is all about: the idea of building an organization in which each piece, and partial solution of the organization has the fit, alignment, and integrity with your overall organization as a system, and its outcome of serving the customer." (Stephen G Haines, "The Systems Thinking Approach to Strategic Planning and Management", 2000)
"In business, as in game theory and chess, all great strategies start with a vision of the future. In one sense, the recipe is simple: it should include a sense of where the organization should go, what customers are likely to pay for, and how the organization can offer a unique product or service that customers will buy. The devil, of course, lies in the details." (David B Yoffie & Michael A Cusumano, "Strategy Rules", 2015)
"We need indicators of overall performance that need only be reviewed on a monthly or bimonthly basis. These measures need to tell the story about whether the organization is being steered in the right direction at the right speed, whether the customers and staff are happy, and whether we are acting in a responsible way by being environmentally friendly. These measures are called key result indicators (KRIs)." (David Parmenter, "Key Performance Indicators: Developing, implementing, and using winning KPIs" 3rd Ed., 2015)
"A clear, thoughtful mission statement, developed collaboratively with and shared with managers, employees, and often customers, provides a shared sense of purpose, direction, and opportunity." (Philip Kotler & Kevin L Keller, "Marketing Management" 15th Ed., 2016)
"Evidence is freely available which demonstrates a gap between what the company thinks is important to customers and what customers actually deem to be the most important when it comes to making their choices. The failure to understand what is really important leads to customers receiving a sub-optimal experience and the company sub-optimising its commercial position." (Alan Pennington, "The Customer Experience Book", 2016)
"Data from the customer interactions is the lifeblood for any organisation to view, understand and optimise the customer experience both remotely and on the front line! In the same way that customer experience experts understand that it’s the little things that count, it’s the small data that can make all the difference." (Alan Pennington, "The Customer Experience Book", 2016)
"[…] deliver a customer experience where the customer sees real value from how you use the data that they share with you and they will keep interacting/sharing that data and their consent for you to use it!" (Alan Pennington, "The Customer Experience Book", 2016)
"Somebody once told me, 'Manage the top line, and the bottom line will follow.' What's the top line? It's things like, why are we doing this in the first place? What's our strategy? What are customers saying? How responsive are we? Do we have the best products and the best people? Those are the kind of questions you have to focus on." (Steve Jobs, "Motivating Thoughts of Steve Jobs", 2016)
"The bad news is that companies tend to focus on three out of the four elements of the balanced scorecard and emphasis is skewed away from the customer component, which is the least understood and believed by many to be the least quantifiable." (Alan Pennington, "The Customer Experience Book", 2016)
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