Since 1995, Nortel Networks Optical Networks (ON) division was including customer satisfaction and customer loyalty measures in its business practices to increase customer value. Over the years, key process owners have used in different parts of the organization to it, to receive such information, in the format with which they are familiar. The recent initiatives of Customer Value Measurement (CVM) team have shown that the current methodology does not provide any findings necessary to … Read more »

Since 1995, Nortel Networks Optical Networks (ON) division was including customer satisfaction and customer loyalty measures in its business practices to increase customer value. Over the years, key process owners have used in different parts of the organization to it, to receive such information, in the format with which they are familiar. The recent initiatives of Customer Value Measurement (CVM) team have shown that the current methodology does not provide any insight required to achieve the full potential of customer value measurement. The CVM team must now Nortel’s senior management with the optimum combination of the many opportunities for soliciting customer perceptions that minimize the best use of available resources, the penetration of customer time would be, and to provide an added value for the company and customers alike.
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The Narayandas
Source: Harvard Business School
25 pages.
Publication Date: Feb 13, 2001. Prod #: 501050-PDF-ENG
Customer Value Measurement at Nortel Networks – Optical Networks Division HBR case solution