Question 1

In customer-strategy companies, capabilities managers are most akin to:

Accepted Answer

A)  product VPs 
B)  product managers 
C)  customer managers 
D)  chief operating officers 
A)  product VPs 
B)  product managers 
C)  customer managers 
D)  chief operating officers B

Question 2

A customer-strategy organization's first investment should be in:

Accepted Answer

A)  establishing a customer-centric vision 
B)  employee training and hiring 
C)  information technology 
D)  organizational reordering 
A)  establishing a customer-centric vision 
B)  employee training and hiring 
C)  information technology 
D)  organizational reordering A

Question 3

All of the following are key questions for a company transitioning to a customer-strategy enterprise except:

Accepted Answer

A)  Who will be responsible for keeping and growing each customer? 
B)  Who will be responsible for building short-term and long-term customer value? 
C)  What authority will the chief executive have to change how the enterprise treats customers individually? 
D)  By what criteria will success be measured, reported, and used for compensation? 
A)  Who will be responsible for keeping and growing each customer? 
B)  Who will be responsible for building short-term and long-term customer value? 
C)  What authority will the chief executive have to change how the enterprise treats customers individually? 
D)  By what criteria will success be measured, reported, and used for compensation? C

Question 4

Customer relationship managers will be directly responsible for:

Accepted Answer

A)  customer portfolios 
B)  brand campaigns 
C)  capabilities managers 
D)  product managers 
A)  customer portfolios 
B)  brand campaigns 
C)  capabilities managers 
D)  product managers

Question 5

More and more in the past 20 years, companies have asked "What is it like to be our customer?" and "What should it be like?" Closing the gap between these two is how we think of customer experience management. How does this differ from "user experience management"? According to Allen Pennington, what are the tools available to the customer experience manager to increase customer value, and what should an executive do to start a customer experience push?

Accepted Answer

Customer experience management differs f

Question 6

All of the following are ways a customer-strategy enterprise might meet the goal of maximizing the customer base except:

Accepted Answer

A)  retaining profitable customers and growing them 
B)  acquiring as many new customers as possible 
C)  eliminating unprofitable customers 
D)  customizing products, prices, services, and/or communications for each customer 
A)  retaining profitable customers and growing them 
B)  acquiring as many new customers as possible 
C)  eliminating unprofitable customers 
D)  customizing products, prices, services, and/or communications for each customer

Question 7

For the same organization, consider the current culture. Can you describe it? Would that have to change for the organization to manage the relationship with and value of one customer at a time? If so, how?

Accepted Answer

The current culture of the organization

Question 8

The purpose of "customer journey mapping" is to

Accepted Answer

A)  document a customer's existing journey from awareness through use 
B)  determine the geographic route taken by a customer to and from a store 
C)  visualize the touchpoints and interaction points with a customer 
D)  determine the route followed online by a customer through various websites 
E)  a and c
F) a and d 
A)  document a customer's existing journey from awareness through use 
B)  determine the geographic route taken by a customer to and from a store 
C)  visualize the touchpoints and interaction points with a customer 
D)  determine the route followed online by a customer through various websites 
E)  a and c
F) a and d

Question 9

"Relationship governance" refers to which of the following :

Accepted Answer

A)  understanding how to manage relationships with channel partners 
B)  smart omnichannel marketing that ties together the brand message across all traditional and digital media 
C)  determining who will be in charge at the enterprise of building the value of each customer 
D)  measuring how much profit a customer makes for a company in the current quarter 
A)  understanding how to manage relationships with channel partners 
B)  smart omnichannel marketing that ties together the brand message across all traditional and digital media 
C)  determining who will be in charge at the enterprise of building the value of each customer 
D)  measuring how much profit a customer makes for a company in the current quarter

Question 10

What is the biggest obstacle for most companies making the transition to becoming a customer-strategy enterprise?

Accepted Answer

A)  transforming employee culture 
B)  establishing new and consistent criteria and metrics for success in a customer-centric environment 
C)  appointing capabilities managers 
D)  functional roles and their leadership 
A)  transforming employee culture 
B)  establishing new and consistent criteria and metrics for success in a customer-centric environment 
C)  appointing capabilities managers 
D)  functional roles and their leadership

Question 11

List and describe the stages in leadership for a customer-strategy organization, as presented by Marijo Puleo.

Accepted Answer

In her article "The 5 Stages of Leadersh

Question 12

Which of the following statements is true about using satisfaction as a proxy for measuring loyalty?

Accepted Answer

A)  Loyal customers are likely to be satisfied, and satisfied customers are likely to be loyal. 
B)  Loyal customers are likely to be satisfied, but not all satisfied customers will be loyal. 
C)  Not all loyal customers are satisfied, but satisfied customers are likely to be loyal. 
D)  Not all loyal customers will be satisfied, and not all satisfied customers will be loyal. 
A)  Loyal customers are likely to be satisfied, and satisfied customers are likely to be loyal. 
B)  Loyal customers are likely to be satisfied, but not all satisfied customers will be loyal. 
C)  Not all loyal customers are satisfied, but satisfied customers are likely to be loyal. 
D)  Not all loyal customers will be satisfied, and not all satisfied customers will be loyal.

Question 13

At the same organization, assume the company rank-orders customers by value and places the most valuable customers behind a picket fence for one-to-one treatment. What happens to customers and to portfolio managers behind that picket fence?

Accepted Answer

Customers who are placed behind the pick

Question 14

Choose an organization and draw its organizational chart. How would that chart have to change in order to facilitate customer management and to make sure people are evaluated, measured, and compensated for building the value of the customer base? Consider these questions:
a. If a customer's value is measured across more than one division, is one person placed in charge of that customer relationship?
b. Should the enterprise establish a key account-selling system?
c. Should the enterprise underwrite a more comprehensive information system, standardizing customer data across each division?
d. Should the sales force be better automated? Who should set the strategy for how a sales rep interacts with a particular customer?
e. Is it possible for the various Web sites and call centers operated by the company to work together better?
f. Should the company package more services with the products it sells, and if so, how should those services be delivered?

Accepted Answer

The chosen organization is a multination

Question 15

"Customer service" has traditionally been considered to be a company's efforts to answer inquiries and handle complaints. But Price and Jaffe offer ideas about how to fix service more systemically, by preventing the need for "service." These include all of the following except:

Accepted Answer

A)  Measure the efficiency of the call center by counting the number of calls that are handled per hour. 
B)  Create engaging self-service. 
C)  Make it easy to contact the company. 
D)  Make customer service part of the responsibility of billing, IT, credit, finance, and manufacturing. 
A)  Measure the efficiency of the call center by counting the number of calls that are handled per hour. 
B)  Create engaging self-service. 
C)  Make it easy to contact the company. 
D)  Make customer service part of the responsibility of billing, IT, credit, finance, and manufacturing.

In customer-strategy companies, capabilities managers are most akin to:

A customer-strategy organization's first investment should be in:

All of the following are key questions for a company transitioning to a customer-strategy enterprise except:

Customer relationship managers will be directly responsible for:

All of the following are ways a customer-strategy enterprise might meet the goal of maximizing the customer base except:

For the same organization, consider the current culture. Can you describe it? Would that have to change for the organization to manage the relationship with and value of one customer at a time? If so, how?

The purpose of "customer journey mapping" is to

"Relationship governance" refers to which of the following :

What is the biggest obstacle for most companies making the transition to becoming a customer-strategy enterprise?

List and describe the stages in leadership for a customer-strategy organization, as presented by Marijo Puleo.

Which of the following statements is true about using satisfaction as a proxy for measuring loyalty?

At the same organization, assume the company rank-orders customers by value and places the most valuable customers behind a picket fence for one-to-one treatment. What happens to customers and to portfolio managers behind that picket fence?

"Customer service" has traditionally been considered to be a company's efforts to answer inquiries and handle complaints. But Price and Jaffe offer ideas about how to fix service more systemically, by preventing the need for "service." These include all of the following except:

Evolution of Relationships With Customers and Strategic Customer Experiences

The Thinking Behind Customer Relationships That Leads to Good Experiences

Customer Relationships: Building Blocks of IDIC and Trust

Identifying Customers

Differentiating Customers by Value: Some Customers Are Worth More Than Others

Differentiating Customers by Their Needs

Interacting With Customers: Customer Collaboration Strategy

Customer Insight, Dialogue, and Social Media

Privacy and Customer Feedback

The Payoff of IDIC: Using Mass Customization to Build Learning Relationships

Optimizing Around the Customer: Measuring the Success of Customer-Based Initiatives and the Customer-Centric Organization

Using Customer Analytics to Build the Success of the Customer-Strategy Enterprise

Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 2

Future proofing the Customer-Centric Organization

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Exam 13: Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 1

In customer-strategy companies, capabilities managers are most akin to:

A customer-strategy organization's first investment should be in:

All of the following are key questions for a company transitioning to a customer-strategy enterprise except:

Customer relationship managers will be directly responsible for:

All of the following are ways a customer-strategy enterprise might meet the goal of maximizing the customer base except:

For the same organization, consider the current culture. Can you describe it? Would that have to change for the organization to manage the relationship with and value of one customer at a time? If so, how?

The purpose of "customer journey mapping" is to

"Relationship governance" refers to which of the following :

What is the biggest obstacle for most companies making the transition to becoming a customer-strategy enterprise?

List and describe the stages in leadership for a customer-strategy organization, as presented by Marijo Puleo.

Which of the following statements is true about using satisfaction as a proxy for measuring loyalty?

At the same organization, assume the company rank-orders customers by value and places the most valuable customers behind a picket fence for one-to-one treatment. What happens to customers and to portfolio managers behind that picket fence?

"Customer service" has traditionally been considered to be a company's efforts to answer inquiries and handle complaints. But Price and Jaffe offer ideas about how to fix service more systemically, by preventing the need for "service." These include all of the following except:

Evolution of Relationships With Customers and Strategic Customer Experiences

The Thinking Behind Customer Relationships That Leads to Good Experiences

Customer Relationships: Building Blocks of IDIC and Trust

Identifying Customers

Differentiating Customers by Value: Some Customers Are Worth More Than Others

Differentiating Customers by Their Needs

Interacting With Customers: Customer Collaboration Strategy

Customer Insight, Dialogue, and Social Media

Privacy and Customer Feedback

The Payoff of IDIC: Using Mass Customization to Build Learning Relationships

Optimizing Around the Customer: Measuring the Success of Customer-Based Initiatives and the Customer-Centric Organization

Using Customer Analytics to Build the Success of the Customer-Strategy Enterprise

Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 2

Future proofing the Customer-Centric Organization

Filters