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Company Issues Privacy Issues Applied Customer Measurement PROBLEM ONE. FAILURE TO CONNECT CUSTOMER MEASUREMENTS TO FINANCIALS PROBLEM TWO. THE ASSUMPTION THAT ALL CUSTOMER LOSS IS BAD PROBLEM THREE. VIEWING SATISFACTION IN ABSOLUTE TERMS PROBLEM FOUR. BELIEVING THAT MEASURING IS DOING PROBLEM FIVE. ASSUMING STAYING OR LEAVING HINGES SOLELY ON SATISFACTION PROBLEM SIX. IGNORING BEHAVIORAL MODERATORS PROBLEM SEVEN. STOPPING SHORT AT THE OUTCOME OF RETENTION PROBLEM EIGHT. STUDYING CURRENT CUSTOMERS TO UNDERSTAND DEFECTION PROBLEM NINE. IGNORING CUSTOMER ACQUISITION DYNAMICS PROBLEM TEN. NEGLECTING CONTACT EMPLOYEES AS A CRITICAL CONTROLLABLE PROBLEM ELEVEN. MISSING INTEGRATIVE OPPORTUNITIES PROBLEM TWELVE. FAILING TO LEVERAGE AVAILABLE TECHNOLOGY CONCLUDING THOUGHTS Connect to Financials All Loss isn’t Bad Satisfaction isn’t Absolute Measuring Isn’t Doing Assuming Ignore Behavior Moderators Stopping Short Studying Defection Acquisition Dynamics Ignore Contact Employees Missed Integration Leverage Technology Research ROI Return on Research Investments Transaction Research Net Promoter Score (NPS) Issues Why Research is Critical Employee Privacy & Monitoring Privacy Issues in the Workplace: Have Electronic Communications and Monitoring Changed the Rules? Sources of Potential Liability When Monitoring Employee Communications Company Liability as a Result of Not Monitoring Employees Other Consequences of Employee Internet Use Steps for Companies to Minimize the Risks of Employee e-Communications Establishing an Effective Company Policy on Employees' e-Communications Introduction Sources of Potential Liability Liability for Not Monitoring Consequences Employee Internet Use Steps to Minimize Risk Establish Effective Company Policy

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