18-04-2014, 10:46 AM
Customer Value Measurement at Nortel Networks—Optical Networks Division
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Management (CVM) Team, was evaluating with team member Nathalie Sauve the 1999 Optical
Networks (ON) customer satisfaction/loyalty survey results (see Exhibit 1), qualitative research
report (see Exhibit 2), and analysis from the pilot Relative Customer Value study (Exhibits 3 and 4)
as well as feedback from key CVM sta keholders in preparation for submitting to ON president Greg
Mumford their recommendations for the 2000/2001 customer value program. They believed that
Optical Networks’ incorporation of customer satisfaction and loyalty measures into its business
practices was critical to the company’s success in increasing customer va lue, but they believed that
there was still room to grow.
The Service Provider/Carrier Group
1997 in response to industry-wide demand for “seamless access” to its network solutions, which
spanned Op tical Networks (ON), Internet Telephony, Wireless Internet, and Internet Services. The
group provided scale and leverage for customers that needed to create the new, high-performance
Internet that would support global voice, data, wireless, and wireline traffic with consolidated, cost-
effective, packet-based networks that would be easier to manage, maintain, and modernize.
Early Challenges
administered from a top-down perspective. Early surveys that covered 11 standard attributes for each
of the different product families and had low response rates. “The original program,” Conroy
reflected,