Creating Customer Satisfaction in Visual C#

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Creating Customer Satisfaction
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A successful XML strategy supports the customer; it provides more satisfaction today than yesterday It improves communications and offers better solutions and more convenience than the customer currently receives The strategy may include partners, but it provides customer satisfaction and delight, and goes the extra mile to present a pleasant surprise One approach for creating new solutions for the customer is to think like a customer XML improves information access How will this help a specific customer How do they use products and services in their day-to-day activities How can XML enable superior solutions that result in return cus-
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tomers Working with new business and marketing groups may facilitate answering these questions This approach may yield a better definition of core competencies and value propositions in an XML context from the perspective of the customer desires As a corporation implements an XML strategy, new business assumptions, models, and opportunities emerge The strategic planner recognizes these changes as opportunities and leverages them Some general new outcomes from XML will include improved data exchange, better access to global information, and quicker ability to fuse facts from diverse databases The strategist can extend these outcomes by exploring how the business will function with the increased interoperability afforded by XML A customercentric or business-focused conceptual model will guide exploration of future opportunities There should be a conscious effort to develop and document these new assumptions
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Extending New Opportunities
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In this context, new opportunities relate to how potential customers can benefit from an XML implementation This critical task is supported by the business and marketing departments One consideration is the selection of new products and services supplied to existing customers that would also draw in new customers The Web, the Internet, and XML developments are so unpredictable that new opportunities may come and go like flashes of a lightning bug However, the exploration is critical to discovering viable core competencies
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Discovering Viable Core Competencies
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The Web, the Internet, and XML have changed many fundamental business assumptions Core competencies gain value from the marketplace If a competency is a commodity, then something else is needed to provide differentiation and value In the Information Age, core competencies change as quickly as business and technology A corporation s core competency, from the customer perspective the only one of importance may provide high value in yesterday s market place but may be diminished by tomorrow s new technology A good example of this is the slide rule; as soon as calculators became cheaply available, they supplanted slide rules, which are now dinosaurs of a distant past Technology changes competency
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XML Strategic Plan
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A corporation builds core competencies based on changes in technology and in customer perception, resulting in a competitive differentiation By leveraging existing products and services, while fostering XML-enhanced evolution through a profitable path, corporate managers can push for the creation of strategic advantages The customer perspective provides the best way to understand, create, and exploit competitive advantages Rapidly changing external technology and business drivers create a need for new core competencies The customer perspective is the foundation to start from When the customer sees value in an XML implementation, then XML will become a new technology that has profit potential The customer s values come first in coloring the viability of a redefined core competency
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Customer-Motivated Creativity
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Customer-motivated creativity does not mean building and selling Texassized trucks just because that is what the customer likes Customer-motivated creativity means exploring new ideas within existing corporate products and services that provide customer value or that were suggested by the customer Improved interoperability provides customer value Customers like to exchange information easily and seamlessly The ability to transfer data and information more easily is a big selling point for an XML strategy Each corporation has to translate that concept into the proper context XML will solve business challenges and create new opportunities It can improve business transactions, data exchange, and information transfer It can open up new, global markets XML may initiate Internet and Web growth of a multiple language capability based on Unicode capabilities Each corporation must explore its individual compromises among technology, business, and finance involved in potential business opportunities and customer-valued solutions Many of the e-businesses, like Dell and Cisco, represent a variety of Webbased business models that are worthwhile exploring and benchmarking Successful business models have valuable lessons learned and best practices that can be enhanced by XML Customers like new ways to address old problems Customers have problems and they want solutions They want innovative solutions, because they have new problems or because the old solutions do not
work as well as desired With an active, XML strategy, a good innovator can locate the customer-focused, value-added capabilities of a corporate innovation, product, or service A good solution will become a necessity to the customer Innovation can become profitable The 3M model for Post-it Notes might just as well be, a novel idea, once tasted, becomes a necessity However, in most cases, novelty wears off Using XML as a novelty to bring in customers is not a long-term strategy Customers will expect something substantial, or they will quickly vote with their feet and abandon the product The best XML strategy is to plan for an innovative product with a longterm vision, not a flash in the pan novelty
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