Index

Abbey National

abuse, customer

acceleration of momentum

     through vibrant satisfaction

     impact of retention

     three accelerator effects of engagement

acquisition, customer

action roadmap to momentum

Adventurers, 2^nd, 3^rd

advertising

     and iPod

advertising-to-sales ratio, 2^nd, 3^rd

Advocates, 2^nd, 3^rd, 4^th, 5^th, 6^th

Aeron office chair

affective processes

airlines

     and frequent-flyer programmes

     low-cost, 2^nd

Alcoa Packaging

     Fridge Pack, 2^nd

Allianz

Amazon

ambient value

ambition, 2^nd

analytical approach, 2^nd, 3^rd, 4^th

anti-ulcer drug market, 2^nd

apathy, corporate

Apple, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

     iMac, 2^nd, 3^rd

     iPhone, 2^nd, 3^rd

     iPod, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

     renaissance of

Asimov, Isaac

AstraZeneca

‘attitudes first, skills second’ approach

automobile manufacturers, 2^nd

Bain’s Net Promoter Score

Bangle, Chris

banks see retail banking

Barclays

‘belonging inside’, 2^nd

benchmarks, 2^nd, 3^rd

Benetton

Benetton, Luciano, 2^nd

Birt, Lord

blind spots, 2^nd

blog/bloggers, 2^nd

Blue Ocean Strategy

BMW, 2^nd, 3^rd

     5 Series, 2^nd

     collaboration with customers

     and iPod, 2^nd

     ‘Ultimate Driving Machine’ campaign

Boeing

Boxmeer, Jean-François van

Brain Age products

brainstorming, 2^nd

Branson, Richard, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th, 10^th

     Hall of Fame of five-star momentum leaders

‘broadcasting outside’, 2^nd

Burke, James E.

business value of momentum

Carlzon, Jan

Castries, Henri de

Cemex

CEOs

     See also leaders/leadership, momentum

Champions, 2^nd, 3^rd, 4^th, 5^th

Charan, Ram

Club Med

CML (chronic myelogenous leukaemia)

Coca-Cola, 2^nd

     UK launch of Dasani, 2^nd

cognitive processes

Commerce Bank, 2^nd, 3^rd, 4^th

communication

compelling customer equity, 2^nd, 3^rd, 4^th, 5^th, 6^th

     boosting of by customer engagement

     and concept of lifetime value

     concept of

     customer equity map, 2^nd

     customer equity wedge, 2^nd

          emotional elements, 2^nd

          financial elements, 2^nd

          functional elements, 2^nd, 3^rd

          intangible elements, 2^nd, 3^rd, 4^th

     guiding principles

     optimization, 2^nd, 3^rd

     path to power offer design, 2^nd

     and Rentokil, 2^nd

     and Skype, 2^nd

     synergy with compelling customer value, 2^nd

     and transaction myopia, 2^nd, 3^rd, 4^th

compelling customer insights, 2^nd, 3^rd, 4^th, 5^th

     and Alcoa’s Fridge Pack

     and Dassault’s Falcon 7X aircraft

     discovery matrix, 2^nd, 3^rd, 4^th, 5^th, 6^th

          knowing-doing discovery path, 2^nd, 3^rd, 4^th, 5^th

          learning discovery path, 2^nd, 3^rd, 4^th, 5^th

          listening discovery path, 2^nd, 3^rd, 4^th, 5^th

          white discovery path, 2^nd, 3^rd, 4^th, 5^th

     exploration process

     guiding principles

     and Skype, 2^nd

     and 3M Post-it Notes

compelling customer value, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

     boosting of by customer engagement

     and customer myopia, 2^nd, 3^rd, 4^th, 5^th, 6^th

     customer value map, 2^nd, 3^rd

          abusing customers

          delighting customers

     customer value wedge, 2^nd, 3^rd, 4^th

          emotional elements, 2^nd, 3^rd, 4^th

          financial elements, 2^nd, 3^rd

          functional elements, 2^nd, 3^rd

          intangible elements, 2^nd, 3^rd, 4^th

     and Dell

     golden pathway to increased value

     guiding principles

     optimization

     path to power offer design

     perception of value by customers

     and Skype

     synergy with compelling equity, 2^nd

     trade-offs between perceived costs and benefits, 2^nd, 3^rd

     variation in value perception, 2^nd, 3^rd

compelling employee equity

compelling employee insights

compelling employee value

compelling proposition, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th, 10^th, 11^th

compelling target, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th, 10^th

compensation strategy, 2^nd

competitive spirit, 2^nd

competitive strategy

complacency

Complainers, 2^nd

complaints, customer, 2^nd, 3^rd, 4^th

constrained behaviour, 2^nd

constrained initiative, 2^nd

construction companies

consumer research

consumer trends

conversion

     towards stronger customer retention

     of unsatisfied customers, 2^nd

     for vibrant engagement

corporate apathy

cost out

The Credo, Johnson & Johnson

crises

     and internal momentum, 2^nd

cross-selling, 2^nd, 3^rd

culture, corporate, 2^nd

     and P&G

culture, momentum, 2^nd

     and competitive spirit, 2^nd

     customer spirit, 2^nd

customer awareness

customer benefits

     increasing of, 2^nd

customer costs

     decreasing of, 2^nd

customer engagement see vibrant customer engagement

customer engagement portfolio, 2^nd

customer equity see compelling customer equity

customer equity map, 2^nd

customer equity wedge see compelling customer equity

customer groups, 2^nd, 3^rd

customer insights see compelling customer insights

customer lifetime value see lifetime value, customer

customer myopia, 2^nd, 3^rd, 4^th, 5^th, 6^th

customer profitability

customer recommendations see recommendations, customer

customer recovery, 2^nd, 3^rd

customer retention see retention, customer

customer retention portfolio, 2^nd, 3^rd

customer satisfaction see satisfaction, customer

Customer Satisfaction Index

customer spirit, 2^nd

customer traction

     power offers

     turning traction into momentum

customer value, compelling see compelling customer value

customer value destroyers, 2^nd

customer value enhancers, 2^nd

customer value map see compelling customer value

customer value wedge see compelling customer value

customer’s space, 2^nd

Dasani, 2^nd

Dassault

defection

     detecting sources of for vibrant retention

delighting customers

Dell, 2^nd, 3^rd, 4^th, 5^th, 6^th

     and customer equity optimization

     and customer value optimization

     relationship with corporate customers

Dell, Michael, 2^nd, 3^rd, 4^th

     Hall of Fame of five-star momentum leaders

design see momentum design and power offers

Desperados, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

detection

     of sources of defection

     of sources of dissatisfaction, 2^nd

     of sources of engagement

Detractors, 2^nd, 3^rd, 4^th, 5^th

diabetics

Digital Research

discovery paths, 2^nd, 3^rd

     knowing-doing, 2^nd, 3^rd, 4^th, 5^th

     learning, 2^nd, 3^rd, 4^th, 5^th

     listening, 2^nd, 3^rd, 4^th, 5^th

     white, 2^nd, 3^rd, 4^th, 5^th

Disney

dissatisfaction, 2^nd, 3^rd, 4^th, 5^th, 6^th

     business consequences of

     detecting sources of, 2^nd

          See also satisfaction

Drucker, Peter

Dunhill

earnings growth

eBay

Edison, Thomas

efficiency frontier, 2^nd, 3^rd

EMC

emotions

     and customer engagement

     and customer equity, 2^nd

     and customer retention

     and customer satisfaction, 2^nd

     and customer value, 2^nd, 3^rd, 4^th

     impact of on momentum, 2^nd

employees

     and competitive spirit

     and corporate culture

     and customer spirit

     and engagement

     and equity

     insights

     mobilization of

          for vibrant customer engagement

          for vibrant customer retention

          for vibrant customer satisfaction

     placing of in customer’s premises

     and power offers

     and retention

     and satisfaction

     and targeted training

     and value

engagement

     customer see vibrant customer engagement

     vibrant employee

Enterprise Rent-A-Car, 2^nd, 3^rd

equity

     compelling employee

     customer see compelling customer equity

equity destroyers, 2^nd, 3^rd

equity enhancers, 2^nd, 3^rd

ethnographic research

‘every day low price’ (EDLP), 2^nd

exceptional growth, defined

execution, power offer see power offers: execution of

exploration process

     and customer insights

external activities

     engagement with, 2^nd

Facebook, 2^nd, 3^rd

Falcon 7X aircraft

FedEx, 2^nd

Ferrari, 2^nd, 3^rd, 4^th, 5^th, 6^th

financial elements

     and customer equity, 2^nd

     and customer value, 2^nd, 3^rd

First Direct, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th

     call centre employees’ interaction with customers

     and customer recommendation, 2^nd

     and customer satisfaction

     dealing with customer complaints

     mortgages

     recruitment

     self-adoption through vibrant customer engagement

     understanding of employees

focus groups, 2^nd

Food and Drug Administration (FDA)

forced retention, 2^nd, 3^rd

Ford, 2^nd, 3^rd

Ford, Henry, 2^nd

     Hall of Fame of five-star momentum leaders

‘freedom inside’, 2^nd

frequent-flyer programmes

Fridge Pack, 2^nd

Friis, Janus, 2^nd

Fry, Arthur

functionality

     and customer equity, 2^nd, 3^rd

     and customer value, 2^nd, 3^rd

Gallup’s Customer Engagement (CE) index

Gates, Bill, 2^nd, 3^rd, 4^th

     Hall of Fame of five-star momentum leaders

General Electric (GE), 2^nd

General Motors

Gerstner, Lou, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th

     Hall of Fame of five-star momentum leaders

Gillette

Giraudy, Michel, 2^nd

Gladwell, Malcolm

     Blink

     The Tipping Point

Glaxo, 2^nd

Glivec, 2^nd, 3^rd

GM Europe

Goizueta, Roberto C.

GoldenEye

Google

growth

     challenge to deliver, 2^nd

     impact of vibrant engagement on

     limits on

     mobilizing for

     power of momentum to deliver

     unlimited potential for

Gucci

Halifax

happiness

Harrah’s Entertainment

Harry Potter books

Hewlett, Dave

Hewlett-Packard, 2^nd

     ‘The Rules of the Garage’

hierarchy of needs, 2^nd

Hippel, Eric von

Honda

HSBC, 2^nd

Hughes, Alan, 2^nd

IBM, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

     Gerstner’s revival of

     power offer perspective

          See also Gerstner, Lou

IKEA, 2^nd, 3^rd, 4^th

     ‘anti-bureaucrat’ weeks

iMac, 2^nd, 3^rd

images, powerful

innovation, 2^nd, 3^rd, 4^th

     impact of engaged cutomers on

insight discovery matrix see compelling customer insights

insights

     compelling customer see compelling customer insights

     compelling employee

intangible elements

     and customer equity, 2^nd, 3^rd, 4^th

     and customer value, 2^nd, 3^rd, 4^th

internal momentum, 2^nd

     best of human nature, 2^nd

     building, 2^nd

     and corporate culture

     and crises, 2^nd

     guiding principles

     mobilizing the energy within

     virtuous circle of

     and Wal-Mart’s Cheer

          See also employees

Internet

iPhone, 2^nd, 3^rd

iPod, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

ISS

IT

     evolution of power offers, 2^nd

iTunes, 2^nd, 3^rd

Jager, Durk

Jaguar

JetBlue, 2^nd, 3^rd

Jobs, Steve, 2^nd, 3^rd, 4^th, 5^th, 6^th

     Hall of Fame of five-star momentum leaders

John Lewis

Johnson & Johnson, 2^nd

     Credo

     and Tylenol crisis, 2^nd

Johnson, Robert Wood

Kamprad, Ingvar

Kawashima, Professor Ryuta

Kelleher, Herb

     Hall of Fame of five-star momentum leaders

Kets de Vries, Manfred

Kildall, Gary, 2^nd, 3^rd

Kim, W. Chan, 2^nd

knowing-doing discovery path, 2^nd, 3^rd, 4^th, 5^th

Kotter, John

Lafley, A.G., 2^nd, 3^rd

Land, Edwin H.

language

Layard, Richard

lead users

leaders/leadership, momentum

     applying of momentum principles to all your contacts

     commitment to value origination

     and consistency

     definition

     features of great

     five-star

     four-star

     guiding principles

     ‘Hall of Fame’

     one-star

     spending quality time with customers

     three-star

     tips for aspiring, 2^nd

     treating people with respect

     two-star

learning discovery path, 2^nd, 3^rd, 4^th, 5^th

‘less is more, more for less’

Lexus, 2^nd, 3^rd

lifetime value, customer, 2^nd, 3^rd, 4^th

     impact of customer retention on, 2^nd

listening discovery path, 2^nd, 3^rd, 4^th, 5^th

Lloyds Bank

Louis Vuitton, 2^nd

Loyals, 2^nd, 3^rd, 4^th, 5^th, 6^th

loyalty, 2^nd, 3^rd

‘loyalty’ programmes and forced retention

McDonald’s

market research

     sample sizes

marketers

marketing, 2^nd, 3^rd

     impact of on growth, 2^nd

Marsh & McLennan

Maslow, Abraham, 2^nd

Mauborgne, Renée, 2^nd

MDC roadmap, 2^nd, 3^rd

     See also conversion; detection; mobilization

measurement

     of customer engagement

     of customer retention

     of customer satisfaction

Microsoft, 2^nd, 3^rd, 4^th, 5^th

     and customer satisfaction

     source of momentum

Mintzberg Henry

MIT

mobility, customer

mobilization

     of employees

          for vibrant engagement

          for vibrant retention

          for vibrant satisfaction

     for growth, 2^nd, 3^rd

     of stakeholders

          See also MDC roadmap

moments of truth, 2^nd, 3^rd, 4^th, 5^th

momentum

     as a new business model

     action roadmap to

     building and sustaining

     business value of

     internal, 2^nd

     key ingredients to successful change toward

     making systematic

     power of, 2^nd

     road to

     source of

     twin engines of see momentum design; momentum execution

     virtuous circle of

momentum business model

momentum culture see culture, momentum

momentum design, 2^nd, 3^rd, 4^th

     at Skype

momentum execution, 2^nd, 3^rd

     at Skype

momentum galaxy

momentum leadership see leaders/leadership, momentum

momentum strategy, 2^nd, 3^rd

     drivers of

     key competencies

     moving from compensating to

     purpose of

     unlimited potential of

more for less

mortgages

multi-functional teams

Napster

NatWest

needs, hierarchy of, 2^nd

Neeleman, David

Nestlé

Nexium

Nike

Nintendo, 2^nd

     DS console

     Wii, 2^nd, 3^rd, 4^th, 5^th

non-customers, 2^nd, 3^rd, 4^th

Novartis, 2^nd, 3^rd, 4^th

     and Glivec

offers, power see power offers

offset mortgage

Opel Astra GTC

operations, 2^nd

optimizing customer equity

optimizing customer value

P&G see Procter & Gamble

Packard, Dave

paid-for value

passive retention, 2^nd, 3^rd

Passives

Pasteur, Louis

patience

Pepsi

Pfizer

pharmaceutical industry, 2^nd, 3^rd, 4^th

Pioneers, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

Pixar

Plodders

Polaroid camera

Porter, Michael, 2^nd

power crafting, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

power offers, 2^nd, 3^rd, 4^th, 5^th

     crafting of, 2^nd

     design of, 2^nd, 3^rd, 4^th, 5^th

          compelling equity path to, 2^nd

          compelling value path to, 2^nd

          exploration phase of, 2^nd

          and First Direct

          guiding principles

          interaction between power offer execution and, 2^nd

          at Skype

          synergy between three pillars, 2^nd

          pillars of

          See also compelling proposition; compelling target; power crafting

     dynamic evolution of

     and employees

     execution of, 2^nd, 3^rd

          building and sustaining momentum, 2^nd

          business value of momentum

          chain reaction of

          from product focus to value focus

          guiding principles

          interaction between power offer design and, 2^nd

          and MDC roadmap, 2^nd

          need for continuous alignment of three pillars of power offer design, 2^nd

          at Skype

     list of recent

     meaning and features of

Price, Robert

Prilosec

Prisoners, 2^nd, 3^rd

Prius, 2^nd, 3^rd

Procter & Gamble (P&G), 2^nd, 3^rd

     changes under Lafley, 2^nd

     and customer complaints

     and employee satisfaction

     and moments of truth

     relationship with Wal-Mart, 2^nd

product focus

product tests

profitability

     and customer retention, 2^nd

projective techniques

proposition, compelling see compelling proposition

‘push hard’ methods, 2^nd

Pushers, 2^nd, 3^rd, 4^th, 5^th, 6^th

quality time, momentum leadership

quasi-monopoly

     forced retention through

R&D, 2^nd

rationality

Ratner, Gerald, 2^nd

Ratners

recommendations, customer, 2^nd, 3^rd, 4^th

recommendations score

recommended-new-customers score

recruitment

Red Bull

reflexes, corporate, 2^nd

Reichheld, Fred

Rentokil, 2^nd, 3^rd, 4^th, 5^th, 6^th

resonance, 2^nd

resources

respect

retail banking

     insight discovery matrix, 2^nd

retailers, exchange policy

retention, customer, 2^nd

     business impact of, 2^nd

     forced, 2^nd, 3^rd

     measurement of

     passive, 2^nd, 3^rd

     quality of, 2^nd

     and satisfaction, 2^nd

          See also vibrant customer retention

retention, employee

revenue growth, 2^nd

     and customer retention

risk

Roche

Rowling, J.K.

Ruettgers, Michael

Runaways, 2^nd, 3^rd, 4^th, 5^th

sales

sales growth

sample sizes

satisfaction, customer

     basics of

     emotions behind

     measuring of

     and retention, 2^nd

          See also vibrant customer satisfaction

satisfaction, employee

Scandinavian Airlines

scenarios

Scholey, Sir David G.

Scion, 2^nd

Second Life

self-adoption

sense of urgency

Settlers, 2^nd

Shell

Shouldice Hospital (Ontario)

Silver, Spence

SKF

Skype, 2^nd, 3^rd, 4^th

     momentum design at

     momentum execution at

SkypeOut

SmithKline, 2^nd, 3^rd

Sony, 2^nd

Sony Walkman, 2^nd, 3^rd

SouthWest Airlines, 2^nd, 3^rd, 4^th

spirit, customer, 2^nd

Spitzer, General Eliot

sport utility vehicles (SUVs)

stakeholders, 2^nd

     focusing on needs of key, 2^nd

     importance of understanding multiple

     mobilizing of

Starbucks

Supporters, 2^nd, 3^rd

surveys

     and customer satisfaction

     and employee satisfaction

‘SWAT’ teams

Swatch, 2^nd, 3^rd, 4^th

Switchers, 2^nd

switching costs

     and forced retention

‘T-shirt effect’

Tagamet, 2^nd, 3^rd, 4^th

target, compelling see compelling target

Taylor, Andy

Taylor, Jack

          Hall of Fame of five-star momentum leaders

technology, unavailable, 2^nd

‘temptation outside’

Tetra Pak, 2^nd

think tanks, 2^nd

Thompson, Clive, 2^nd

3M Post-it Notes

time

     and customer value

time out, taking, 2^nd, 3^rd

timing

‘top box’ ambition, 2^nd

tools

     customer engagement portfolio

     customer equity map

     customer equity path to power offer design

     customer equity wedge

     customer retention portfolio

     customer value map

     customer value path to power offer design

     customer value wedge

     friction detection matrix

     insight discovery matrix

     MDC (mobilize, detect, convert) action roadmap

     momentum execution matrix

Toscani, Oliviero, 2^nd

Toyota, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th

transaction myopia, 2^nd, 3^rd, 4^th

trust

truth

Tylenol crisis, 2^nd

United States

     auto industry

unlimited potential, 2^nd

     unlocking

urgency

Val d’Isère, 2^nd

value

     ambient

     compelling customer see compelling customer value

     compelling employee

     paid-for, 2^nd

value capture, 2^nd, 3^rd, 4^th, 5^th, 6^th

value creation, 2^nd

     unlimited potential

value delivery

value extraction, 2^nd, 3^rd, 4^th, 5^th, 6^th

value origination, 2^nd, 3^rd, 4^th, 5^th, 6^th

     blind spot, 2^nd

     commitment to by leaders

     and dissatisfaction

value proposition

Vasella, Dr. Daniel, 2^nd, 3^rd, 4^th, 5^th, 6^th

Viagra

vibrant customer engagement, 2^nd, 3^rd, 4^th, 5^th, 6^th

     and belonging inside, 2^nd

     and broadcasting outside, 2^nd

     business value of, 2^nd

     and customer engagement portfolio, 2^nd

     guiding principles

     and Harry Potter books

     human nature of

     measurement of

     and non-customers, 2^nd

     richness of

     at Skype, 2^nd

     strategies for, 2^nd

          converting for

          detecting sources of

          mobilizing for

vibrant customer retention, 2^nd, 3^rd, 4^th

     business impact of, 2^nd, 3^rd

     customer retention portfolio, 2^nd, 3^rd

     definition

     emotions beneath

     guiding principles

     measurement of

     quality of retention, 2^nd

     at Skype, 2^nd

     strategies for, 2^nd

          convert defecting customers

          detect sources of defection

          mobilizing of employees

vibrant customer satisfaction, 2^nd, 3^rd, 4^th

     basics of

     emotions behind, 2^nd

     guiding principles

     impact of

     measuring of

     and moments of truth, 2^nd

     at Skype, 2^nd

     strategies for, 2^nd

          convert unsatisfied customers, 2^nd

          detecting sources of dissatisfaction, 2^nd

          mobilizing of staff

     and ‘top box’ ambition, 2^nd

     ways of creating

vibrant employee engagement

vibrant employee retention

vibrant employee satisfaction

vicious circles

Virgin, 2^nd, 3^rd, 4^th, 5^th

     relationship with press

          See also Branson, Richard

Virgin Atlantic, 2^nd, 3^rd

     emotional equity anecdote

     and employee engagement

     loyalty program

     responses to dissatisfied customers

     tailoring service, 2^nd

virtual engagement

     and non-customers

Volvo

     YCC (‘Your Concept Car’)

Wal-Mart, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th, 10^th

     ‘Bring It Home to the US’ programme

     Cheer, 2^nd, 3^rd

     and customers, 2^nd, 3^rd, 4^th, 5^th

     and employee engagement

     and ‘every day low price’ (EDLP), 2^nd

     German fiasco

     profit-sharing plan

     relationship with P&G

     and shareholders

          See also Walton, Sam

Walton, Sam, 2^nd, 3^rd, 4^th, 5^th, 6^th, 7^th, 8^th, 9^th

     Hall of Fame of five-star momentum leaders

Wanamaker, John

Watanabe, Katsuaki

Watson Jr., Tom

Watson Sr., Tom

     Hall of Fame of five-star momentum leaders

Watts, Philip, 2^nd, 3^rd

Welch, Jack

Weldon, William C.

white discovery path, 2^nd, 3^rd, 4^th, 5^th

Whyville

Wii, 2^nd, 3^rd, 4^th, 5^th

Wild, David

Wilde, Oscar

women

     and cars

word of mouth

workshops, 2^nd, 3^rd, 4^th

Xerox

YCC (‘Your Concept Car’)

Zantac

Zennström, Niklas, 2^nd