Sunday, October 20, 2019

Entries for April 2012

2010 CAPE Eureka Award Winner Videos

Click Here to the see videos from the 2010 CCE Conference of the Eureka Award Winners

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Quality and Customer Loyalty Goals

This article is part of an on-going series on Customer Loyalty and Customer Satisfaction

Customer loyalty can be defined as a bond between a supplier and target customer, reflected by the customer’s consistently spending most or all of its entire budget on the supplier. Two important aspects of this very simple definition deserve elaboration. Retaining a customer by no means results in getting all, or even most of its budget. Managers often think they do not have a customer loyalty problem because the names on the customer list have not changed in ten years. In our experience, these same managers inevitably find their businesses would be more than twice the current size were they to win the entire budgets of their existing customers for competing products or services.

The second important aspect of the definition above is the “target customer” part. In fact, there are certain customers whose business, let alone loyalty, you do not want. The story of two general merchandise retailers is a case in point. Analysis showed that very seasoned customers of Company A, the historical market leader, (now number two in the industry) became proficient at scanning the Sunday papers for specials, and would essentially “cherry pick” the retailer of low price/low margin merchandise. While Company B, the (then) number two competitor retained customers at a lesser rate, their customers: (1) bought a desirable mix of merchandise; (2) paid twice as many visits per year to the retailer and (3) spent twice as much per visit. The latter retailer, with a higher rate of customer loyalty, has since overtaken the former in market share and enjoys superior profitability. Creating loyal customers is the goal of a superior…

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2010 CAPE Prospector Award Winner Videos

Click here to see videos from the  2011 CCE Conference of CAPE 2010 Prospector Award Winners.

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Foundation Approves Baldrige Funding Through 2015

Source: NIST

NIST has announced that the Foundation for the Malcolm Baldrige National Quality Award, Inc., has committed funds to sustain the Baldrige Performance Excellence Program (BPEP) through fiscal year 2015. The funding is further evidence of the foundation’s commitment to the long-term viability of Baldrige.

The foundation said its support was due in part to its confidence in the ongoing development of the business and financial model by the Baldrige Enterprise, which includes BPEP, the foundation, the Alliance for Performance Excellence, and ASQ.  Baldrige will use the funding in conjunction with revenues raised through a variety of fee-based product and service offerings to ensure both its and the Enterprise’s sustainability.

The foundation has stipulated that the use of the funds is the furtherance of the Malcolm Baldrige National Quality Award and the Baldrige Program.  The foundation will review the gift annually to determine any appropriate adjustments for a rolling three-year period.

For the official press release and more information, click here.

For continued reading on the Baldrige Award:

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International Team Excellence Award Video

Highlights from the International Team Excellence Awards

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Leading the Innovation in Aviation – Airbus, Boeing, and Embraer

Airbus, Boeing, and Embraer have recently signed a memorandum of understanding to collaborate on the development of drop-in, affordable aviation biofuels. These three major airframe manufacturers agreed to seek collaborative opportunities to speak in unity to government, biofuel producers, and other key stakeholders to support, promote, and accelerate the availability of sustainable new jet fuel sources. The significance of this agreement is substantial, considering the size and scope of these organizations. In addition to this collaboration, these airlines are taking initiatives across the board to reduce emissions, increase efforts dedicated to societal responsibility, and slash waste; all of which can be found within the Baldrige Criteria.

“We’ve achieved a lot in the last ten years in reducing our industry’s CO2 footprint – a 45 percent traffic growth with only three percent more fuel consumption,” said Tom Enders, Airbus President and CEO. “The production and use of sustainable quantities of aviation biofuels is key to meeting our industry’s ambitious CO2 reduction targets and we are helping to do this through Research & Technology, our expanding network of worldwide value chains and supporting the EU commission towards its target of four percent of biofuel for aviation by 2020.”

While committing to substantial developments in the biofuel sector, these airframe manufacturers are also attempting to raise the bar through increased R&D efforts and development of value chains. Airbus is set to invest 2 billion Euros towards environmental research and development this year, in addition to hiring 4,000 highly-educated new recruits, and is committed to global targets of a 50% reduction of carbon emissions by 2050 (as compared to 2005 levels). Boeing recently came up with 10 initiatives that decrease the amount of jet…

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