Abstract
AbstractWhen faced with the prospect of dwindiling market share, companies need to examine how they stack up to the competition in the eyes of those who determine their long‐term fate‐their customers. Such competitive intelligence, however, is useful only if the company makes the effort to incorporate the data it obtains into subsequent investigations. At Douglas Aircaraft Company, managers used a series of survey questionnaires to measure customer satisfaction, assess company performace against the competition, and develop a game plan for improving key process areas and the survery instruments as well.
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