By Luis Fernandez
This publication is offered as a better half quantity to the ebook, innovations of challenge fixing. The ideas handbook addresses so much end-of-chapter workouts within the e-book right.
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In connection with the monitoring of the strategy, a number of targets to be achieved are outlined. These targets may be few and general, and it will then be up to the individual departments to define who will be doing what. In other cases, the targets will be specified in great detail and the departments will have little room for maneuvering. It applies to all targets, however, that there are some formal requirements that they must meet. These are basic requirements to ensure that measurements can be operationalized.
Agreed: The organization must accept the targets. If this is not the case, there is no ownership and the organization is about to implement a strategy that, at best, will be ignored or, at worst, will be counteracted. It is implicit, too, that accepted targets mean that we have some specific individuals who are directly responsible for the given targets. & Realistic: Targets must be realistic. Often, targets are accepted without standing a chance of being achieved. This may have something to do with the corporate culture, maybe someone is trying to buy time, or that there are no consequences involved in not achieving the targets.
Their focus is customer loyalty. We will discuss this perspective in more detail in the CRM section of Chapter 3. Other types of enterprises focus on using customer information actively as well. Examples are Apple, Nokia, Nike, and Coca-Cola. They usually have less transactional information about their customers than, say, banks, and the relationship is based to a lesser extent on a 36 I BUSINESS ANALYTICS AT THE STRATEGIC LEVEL formal status, such as a subscription. The relationship is more of a psychological bond or a brand, if you will.