Question 1

The highest level of development of an organization is
A) internal cohesion
B) external cohesion
C) transformation
D) self-esteem

Accepted Answer

A

Question 2

Pilot projects are an ideal way to launch a customer initiative for:
A) small-to-medium businesses
B) large businesses
C) businesses who already identify customers individually and differentiate them by value
D) businesses who do not yet identify or differentiate their customers individually
E) a, b, and c
F) a, b, and d

Accepted Answer

Pilot projects are suitable for businesses of all sizes, including both small-to-medium and large businesses, as well as for those that already identify and differentiate their customers individually. This approach allows businesses to test and refine their customer initiatives in a controlled manner before a full-scale launch, making it a versatile strategy applicable across different business types and customer management practices.

Question 3

The picket fence strategy is best suited for:
A) small-to-medium businesses
B) large businesses
C) businesses who already identify customers individually and differentiate them by value
D) businesses who do not yet identify or differentiate their customers individually
E) a, b, and c
F) a, b, and d

Accepted Answer

F

Question 4

Segment management is best suited for:
A) small-to-medium businesses
B) large businesses
C) businesses who already identify customers individually and differentiate them by value
D) businesses who do not yet identify or differentiate their customers individually
E) a, b, and c
F) a, b, and d

Accepted Answer

The answer of Segment management is best suited for:
A) small-to-medium...

Question 5

The core structure of the customer management organization is:
A) Return on Customer
B) customer portfolio management
C) the sales department
D) customer relationships

Accepted Answer

The answer of The core structure of the customer management...

Question 6

One of the challenges in a sales department's transition to customer strategy is:
A) more sales reps have fewer responsibilities
B) it becomes more difficult to share information across the firm
C) commissions often decrease
D) sales reps' work becomes more visible

Accepted Answer

The answer of One of the challenges in a sales...

Question 7

All of the following agreements would likely ease the sales department's transition except:
A) addressing ways salespeople can save time and earn higher commissions
B) phasing out the use of sales force automation software
C) specifying which information is for enterprise use and which is for their use only
D) prioritizing which information is needed about customers

Accepted Answer

Phasing out the use of sales force automation software would likely make the sales department's transition more difficult, not easier. Sales force automation software is designed to streamline sales processes, manage customer relationships, and improve productivity. Removing such tools could lead to inefficiencies and decreased sales performance.

Question 8

One new function of the transitioning customer-strategy marketing department is:
A) customer analytics
B) redefining the organization
C) communicating with the customer
D) articulating customer demographics

Accepted Answer

Customer analytics is a new function of the transitioning customer-strategy marketing department, as it involves analyzing customer data and behavior to improve marketing strategies and customer experiences.

Question 9

For the customer service department, when considering self-service options for customers, what is the best approach?
A) prioritizing direct CSR contact with the customer whenever possible
B) prioritizing self-service for the customer whenever possible
C) balancing CSR contact and self-service
D) having all options available to all customers, and always allowing the customer to choose

Accepted Answer

Balancing CSR (Customer Service Representative) contact and self-service is the best approach because it allows customers to choose the most convenient option for their needs while ensuring they can get personalized help when necessary. This balance improves customer satisfaction by catering to different preferences and situations.

Question 10

Which is the most relevant customer strategy for research and development?
A) measuring and tracking Return on Customer
B) accessing real-time customer information
C) improving employee culture
D) establishing test cells and control groups

Accepted Answer

Accessing real-time customer information is crucial for research and development as it allows companies to understand current customer needs, preferences, and behaviors, enabling them to develop products and services that are closely aligned with market demands.

Question 11

In the transition to a customer-strategy enterprise, the human resources department plays all of the following roles except:
A) evaluating whether the company has the capability to change
B) addressing all key recruiting, training, and ongoing support issues
C) creating new career path opportunities
D) aligning technology implementation with business strategy

Accepted Answer

The human resources department typically focuses on evaluating company capabilities for change, recruiting, training, support issues, and career path opportunities, but aligning technology implementation with business strategy is generally the responsibility of IT departments and strategic management teams, not HR.

Question 12

The greatest competitive advantage in managing employees in a customer-strategy organization lies in:
A) using technology to automate more routine jobs
B) equalizing salaries to value lower-tier employees
C) making the most talented employees more productive
D) setting clear rules about personal use of company resources

Accepted Answer

The greatest competitive advantage in managing employees within a customer-strategy organization comes from making the most talented employees more productive. This approach leverages the skills and capabilities of high-performing employees to drive customer satisfaction and business success, aligning closely with strategic goals focused on customer engagement and service excellence.

Question 13

For each of the following four departments, explain what transitioning to a customer-strategy organization entails. Describe both the desired end result and the process it will take a traditionally organized department to get there. For example: What new functions and values are required? What are the particular challenges? What solutions can help ease these challenges?
a. sales department
b. marketing department
c. human resources department
d. upper management

Accepted Answer

The answer of For each of the following four departments,...

Question 14

When Peppers and Rogers talk about "using up customers," what does that mean? And how do customer-focused companies use that idea to determine (a) customer value and (b) how to manage customer portfolios?

Accepted Answer

The answer of When Peppers and Rogers talk about "using...

Quiz 14: Organizing and Managing the Profitable Customer-Strategy Enterprise, Part 2

The highest level of development of an organization is

Pilot projects are an ideal way to launch a customer initiative for:

The picket fence strategy is best suited for:

Segment management is best suited for:

The core structure of the customer management organization is:

One of the challenges in a sales department's transition to customer strategy is:

All of the following agreements would likely ease the sales department's transition except:

One new function of the transitioning customer-strategy marketing department is:

For the customer service department, when considering self-service options for customers, what is the best approach?

Which is the most relevant customer strategy for research and development?

In the transition to a customer-strategy enterprise, the human resources department plays all of the following roles except:

The greatest competitive advantage in managing employees in a customer-strategy organization lies in:

When Peppers and Rogers talk about "using up customers," what does that mean? And how do customer-focused companies use that idea to determine (a) customer value and (b) how to manage customer portfolios?