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In marketing and quality management, the voice of the customer (VOC) summarizes customers' expectations, preferences and aversions.. A widely used form of customer's voice market research produces a detailed set of customer wants and needs, organized into a hierarchical structure, and then prioritized in terms of relative importance and satisfaction with current alternatives. [1]
Customer-incurred cost; Customer-dissatisfaction cost; Loss-of-reputation cost; Indirect COPQ is difficult to measure because it is a delayed result of time, effort, and financial costs incurred by the customer. These customer costs add up to lost sales and therefore do not appear in the company's ledger. [7]
Sample Production Parts A sample from the same lot of initial production run. The PPAP package usually shows a picture of the sample and where it is kept (customer or supplier). Master Sample A sample signed off by customer and supplier, that usually is used to train operators on subjective inspections such as visual or for noise. Checking Aids
Value in marketing, also known as customer-perceived value, is the difference between a prospective customer's evaluation of the benefits and costs of one product when compared with others. Value may also be expressed as a straightforward relationship between perceived benefits and perceived costs: Value = Benefits - Cost .
The chief complaint, formally known as CC in the medical field, or termed presenting complaint (PC) in Europe and Canada, forms the second step of medical history taking. It is sometimes also referred to as reason for encounter ( RFE ), presenting problem , problem on admission or reason for presenting .
"The customer is always right" is a motto or slogan which exhorts service staff to give a high priority to customer satisfaction. It was popularised by pioneering and successful retailers such as Harry Gordon Selfridge , John Wanamaker and Marshall Field .
In marketing, a customer value proposition (CVP) consists of the sum total of benefits which a vendor promises a customer will receive in return for the customer's associated payment (or other value-transfer). Customer Value Management was started by Ray Kordupleski in the 1980s and discussed in his book, Mastering Customer Value Management.
According to a DM Review magazine article by Claudia Imhoff, et al., "The purpose of the customer life cycle is to define and communicate the stages through which a customer progresses when considering, purchasing and using products, and the associated business processes a company uses to move the customer through the customer life cycle." [2]