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understanding of what we want this relationship to produce for each partner two to three years from now It requires a road map beyond the first sale When companies restrict their warranties and guarantees to short periods, they usually behave as if the sale is over and they are moving on to the next customer They act as if marriage is the endgame, not the beginning They clearly send a message to the customer regarding their expectations from the relationship: short, quick, and profitable, and then you are on your own Smart companies design a mechanism in which the sale is never over They do not abandon their products the moment the customer signs the credit card slip Their products are not orphans in the hands of unfamiliar parents They retain ownership and responsibility for their products, and they make sure the customer is taken care of.

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Process Management, documentation process improvement Requirements Management Artifact Management Issue, Version, Change Management Requirements Management Defect Tracking, Issue Tracking, and Process Management

They do so because it makes sense financially If their products are in the hands of the right customers, meaning they made the right choice of customers, then most likely any support they provide will lead to additional business This is something that they already planned as part of a longer relationship with the customer By taking responsibility beyond the sale and assuming responsibility when things go wrong, companies are extending their experiences with customers By extending the experience beyond the moment of the sale, they extend their relationships and potential business Smart companies view sales not as an event to be recorded for the next quarterly results, but as a starting point of the relationship Their actions after the sale is complete are even more critical, as the customers will need assurances that they made the right choice.

7.5 CONCLUSIONS The ecological inference problem stands out in social science methodological research because it has shown to be substantively important and there is still no de nitive solution. Given the complexity and popularity to King s solution, detailed evaluation of its numerical properties is easily justi ed. Numerical sensitivity analysis gives us the opportunity to take speci c case studies and test

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The initial commitment they provided during the purchase is in contrast to all the other options they have considered but did not purchase The post-sales experience and customer dialogue are all geared to provide reassurances and make customers comfortable with their choices When they feel this comfort, they are more ready to act on the role you have designed for them, such as recommending, providing referrals, upgrading, or providing insight Customer-centric companies realize that the courtship period is never over In fact, it is intensified after the first sale You now need to make good on all those promises you made, in order to establish a relationship that lasts beyond the casual one-night stand Many such companies have recognized that focusing on the customer is not matter of degree but a matter of survival You cannot be 55% pregnant or 34% in love You are either in love or not.

These details could be tracked in a table such as the one shown in Figure 3.1. Taking an inventory of the projects yields the information needed to determine how those projects can be organized into logical groups. As a rule of thumb, all developers who are working on shared code or closely related code form a logical group. To con rm whether two or more projects form a logical group, one should ask the following question: If I move a developer from Project A to Project B, will that developer be able to start working the next day If the answer to this question is positive, then all the developers who work on these two projects could form one logical group. Thus, the projects referenced in Figure 3.1 should be divided into the following groups:

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