This paper consists of nine pages and examines an article published in 1999 that discussed how Roche Diagnostics endeavored to increase its 'very satisfied' customers' share into 'delighted' customers that are more likely to be repeat customers in the long term as well as recommend Roche Diagnostics to their colleagues and friends that will also serve to increase revenues and save on marketing development. There are three bibliographic sources cited.
Name of Research Paper File: CC6_KSmgmtCustDelite.rtf
Unformatted Sample Text from the Research Paper:
Oren Harari (1997) carries an insight on achieving quality that few others have been able to synthesize. A staunch proponent of Total Quality Management (TQM), Harari nonetheless published an
article titled "Ten Reasons TQM Doesnt Work" several years ago. Note that the negative word is "doesnt," rather than "cant." In the article, Harari (1997) notes that relatively
few organizations that had tried to implement TQM at that time had been truly successful in their efforts. The problem as Harari (1997) sees it is that those organizations
kept their focus internal, rather than trained on the customer. This is in direct opposition to Demings (1986) model of placing the customer
at the final station of the assembly line. It is the customer who makes final judgment on the organizations efforts, or rather it should be the customer making that
determination. Roche Diagnostic Systems came to that realization and then acted to move the company well beyond mere customer satisfaction. The Issue
Roche products are used in medical diagnostic laboratories, those places where samples of blood and other bodily fluids, cell scrapings and other types of samples go to be tested.
The very nature of the environment in which Roche products are used dictates that Roche products must be free of defects. One of the premises of TQM is that
of zero defects, which in theory is a method of achieving statistical control of manufacturing by consistently and progressively reducing product variation. Many
companies perverted that quality goal into "zero defects" slogans. Generally useless in any environment, the notion is a matter of minimum standards for medical diagnostics. The product, then,