One of the biggest challenges in creating a customer measurement “ecosystem” is effectively orchestrating cross-functional efforts, writes Niall Budds.

One of the most compelling cases studies Jim Dickie’s company, CSO Insights, collected, was how John Williams took StorageTek from $700 million in revenue to $2.2 billion in four years without adding any new salespeople.

Do customers really get excited when their call is answered quickly but the answer is wrong? asks Bill Price, who recommends a different metric: contacts per x, where x equals new customers and base customers.

CRMGuru.com founder Bob Thompson speaks with organization strategy expert Jay Galbraith on the challenges of building an organization that serves the customer with a superb product.

Quick fixes almost always eclipse any focus on a long-term, sustainable marketing growth model, writes Julie Phillips Baker.

The data a company collects is kind of like a cluttered attic, but, writes Charlie Isaacs, by leveraging web services in an SOA, a company can give the customer service agent the ability to drill through the clutter for the relevant nugget.

The big issue for many, writes Jennifery Kirkby, is getting others, particularly market research, to understand the value of linking messy operational data with precise research data—and using it.

Most companies, writes Jim Barnes, are simply looking to improve the things they already do. Addressing the unexpected is missing from their aspirations.

Voice of the Customer can provide a critical feedback loop at almost every touch-point that you have with your customers. As such, writes David Mangen, VOC encompasses a host of different research techniques that center on one primary question: What do our customers need?

Sales organizations have a tendency to attempt to solve problems by looking internally, first and foremost, and only tangentially focusing on what is most important—the customer, writes Eliot Eisenberg.