The seven myths of customer management: how to be customer-driven without being customer-led
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Chichester [u.a.]
Wiley
2003
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XIV, 221 S. graph. Darst. |
| ISBN: | 047085880X |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Figures ix
Acknowledgements xi
Introduction xii
1 The seven myths of customer management:
Debunking some established wisdom 1
The dangers of customer leadership 1
What is really happening? 5
Myth 1: Customer retention is the key to increased
profitability 6
Myth 2: Divesting unprofitable customers will increase
profitability overall 9
Myth 3: Customer satisfaction leads to customer loyalty 12
Myth 4: Repeat purchase is the same as customer loyalty 15
Myth 5: Organizations should develop relationships
with their customers 18
Myth 6: One-to-one marketing is the ultimate goal 21
Myth 7: Technology is the primary enabler of customer
focus 25
A different approach 28
vi Contents
2 Testing the water: Understanding where you are today 29
Picking up customer signals 32
Business-to-business customers 36
What research does not tell you 39
New technology, new danger 42
Substituting benchmarking for thought 44
Ten ways to gain real customer insight 46
3 Look before you leap: Developing a customer-focused
strategy 50
What is customer-focused strategy? 52
Strategy in context 55
Developing customer-focused strategy 58
Appraising the world outside 62
Seeking to be different 66
Leading on cost 69
Focusing on markets or customers 70
The customer lifecycle 73
Deciding and evaluating alternatives 77
Action planning 80
4 Measuring your way to success: Allocating resources
for maximum effect 83
The failure of measurement 85
Customer attitude measures 86
Customer retention measures 87
Customer value measures 89
The failure of management information systems 93
Towards customer value 97
Customer value analysis in action 102
The pitfalls and problems 107
The benefits of value-based management 109
5 Don t keep it too simple, stupid: The need for a
segmented approach 111
Segment or die 113
Understanding customers needs and motivations 114
Contents vii
Collecting the data 120
From data to intelligence 120
From intelligence to hypothesis 126
From hypothesis to appraisal 130
From appraisal to strategy 131
From strategy to results 133
Pitfalls and problems 136
Segmentation: a postscript 138
6 Lining up the ducks: Aligning the company for
customer focus 140
Aligning finance 142
Aligning product strategy 143
Aligning the proposition: from product to profit 146
Brand alignment 148
Aligning distribution 150
Aligning customer communication 152
Loyalty programmes 158
Alignment: a postscript 163
7 Are you the problem? The role of leadership in
creating customer focus 164
Data-less decision making 166
Rearranging the deckchairs 168
The pitfalls of project teams 169
Best practice is sometimes best left alone 170
Incentivizing inappropriate behaviour 172
Technology turmoil 1^5
Everyone embraces change enthusiastically 179
Reorganizing for focus 1°3
Changing a light bulb 187
8 Bringing the focus alive: A practical action plan 188
An action plan for customer focus 190
Managing the customer focus process 190
The internal review 1*3
viii Contents
Customer dynamics and needs 195
Segment objectives and propositions 198
Customer-management objectives, strategy and tactics 200
Channel strategies and implementation 207
Testing and performance measurement 208
Customer and market knowledge management 211
Change planning 213
Technology strategy 214
Index 218
Figures
1.1 Travel company customer contribution 8
1.2 The satisfaction/loyalty matrix 14
1.3 Satisfaction vs loyalty: retail bank 15
2.1 Importance vs performance 45
3.1 Strategy formulation 58
3.2 Generic competitive strategies 61
3.3 Competitive forces analysis 62
3.4 The profit hierarchy 65
3.5 The Ansoff matrix 65
3.6 The differentiation matrix 67
3.7 The cost/differentiation matrix 72
3.8 The customer lifecycle ^
3.9 The risk/revenue matrix 78
3.10 Investment vs implementation 78
3.11 Gap analysis and strategy alternatives 79
4.1 Attrition by customer life stage 89
4.2 Reasons for credit-card closure 90
4.3 Customer revenues vs costs
4.4 The customer value matrix 10°
4.5 The customer value management cube 101
4.6 Calculating customer value 103
4.7 Segmented lifetime values 105
x Figures
4.8 Value segment analysis 106
5.1 Credit-card market segmentation 116
5.2 Segmentation by buyer behaviour 118
5.3 Segmentation analysis by customer number 119
5.4 Segmentation analysis by customer value 119
5.5 Purchase frequency by customer longevity 122
5.6 Customer age by annual purchase value 123
5.7 Customer value by source 124
5.8 Pareto analysis 125
5.9 The customer value management cube 127
5.10 Segmentation hypothesis 132
5.11 Segmentation by strategic intent 133
6.1 Customer-focused new product development 146
6.2 The customer investment/profit paradox 155
6.3 Consumer loyalty programmes: the strategic
rationale 161
7.1 Managing customer-focused change 181
8.1 A customer focus action plan 190
8.2 Forgetting a lousy day... 203
8.3 Furniture manufacturer customer-segmentation
model 205
|
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| indexdate | 2024-07-09T23:13:17Z |
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| isbn | 047085880X |
| language | English |
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| spelling | Abram, John Verfasser aut The seven myths of customer management how to be customer-driven without being customer-led John Abram ; Paul Hawkes Chichester [u.a.] Wiley 2003 XIV, 221 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Kundenmanagement (DE-588)4236865-0 gnd rswk-swf Kundenmanagement (DE-588)4236865-0 s DE-188 Hawkes, Paul Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022044510&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Abram, John Hawkes, Paul The seven myths of customer management how to be customer-driven without being customer-led Kundenmanagement (DE-588)4236865-0 gnd |
| subject_GND | (DE-588)4236865-0 |
| title | The seven myths of customer management how to be customer-driven without being customer-led |
| title_auth | The seven myths of customer management how to be customer-driven without being customer-led |
| title_exact_search | The seven myths of customer management how to be customer-driven without being customer-led |
| title_full | The seven myths of customer management how to be customer-driven without being customer-led John Abram ; Paul Hawkes |
| title_fullStr | The seven myths of customer management how to be customer-driven without being customer-led John Abram ; Paul Hawkes |
| title_full_unstemmed | The seven myths of customer management how to be customer-driven without being customer-led John Abram ; Paul Hawkes |
| title_short | The seven myths of customer management |
| title_sort | the seven myths of customer management how to be customer driven without being customer led |
| title_sub | how to be customer-driven without being customer-led |
| topic | Kundenmanagement (DE-588)4236865-0 gnd |
| topic_facet | Kundenmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022044510&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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