Marketing for keeps: building your business by retaining your customers
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York u.a.
Wiley
1993
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 244 S. |
| ISBN: | 047154017X |
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| 245 | 1 | 0 | |a Marketing for keeps |b building your business by retaining your customers |c Carla B. Furlong |
| 264 | 1 | |a New York u.a. |b Wiley |c 1993 | |
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Datensatz im Suchindex
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| adam_text | Contents
CHAPTER 1 Customer Retention: The Key to Growth
and Profit l
Getting more from those customers you ve already got is
by no means a new idea. Most sellers do give the concept a
nod but few exploit it profitably. In a 1987 survey, for
example, by U.S. management consulting firm The Forum
Group, employees of U.S. and Canadian companies said
that attracting customers was considered a priority at
their companies twice as often as keeping customers.
Retention—On the Minus Side 2
Retention—On the Plus Side 3
Retention—Why Now? 5
Retention—Customer Service with a New Face? 5
Retention—Why This Book on the Subject? 6
The Planning Guide in Theory 8
The Model in Practice 11
The Twelve Steps 11
part i: Mobilizing the People and the
Organization for Customer Retention 17
CHAPTER 2 We re All in This Together: Using
Cooperation to Keep Your Customers 19
There are three critical points about why customer reten¬
tion goes astray in most organizations: (1) A group of in¬
dividuals working together can solve problems they
couldn t solve on their own; (2) Everyone s responsible but
no one s at fault; and (3) More than nine times out of ten,
it s the process that s at fault, not the people.2 This chapter
explores these three points.
The Practice—Making it Happen, Part I—Step I 34
CHAPTER 3 To Know Them Is to Retain Them:
Researching Customer wants and Needs 39
Unless you get it from the horse s (read customer s) mouth,
you can t be sure your information is valid. Without that,
ix
x • CONTENTS
you re operating on executive intuition at best; at worst, on
innuendo and rumor, when you should be managing by
fact, as Edward McEachern, pathologist at West Paces
Ferry Hospital, puts it. Yet in a survey of executives by a
Michigan management firm, Sandy Corp., only 42 percent
performed any customer surveys.3 Even fewer used com¬
ment cards or hotlines. So how are they tapped into the
customer pipeline—by telepathy?
The Practice—Making it Happen, Part I—Step 2 59
CHAPTER 4 Focusing on Your Best Customers:
The 8O/2O Rule 63
The stories in this chapter reaffirm the relevance of the old
adage, You can t be all things to all people . Because any
company s capability is necessarily limited, it cannot span
the entire (customer) dimension, insists Harvard Business
School professor Benson Shapiro and colleagues.4 That s
the subject of this fourth chapter.
The Practice—Making it Happen, Part I—Step 3 73
CHAPTER 5 Empowered Employees: Your Greatest
Asset for Keeping Customers 77
A company s best ideas can come from its most humble
constituents. Only makes sense that those closest to the
customer may know a thing or two about customer needs
and wants. That runs counter to popular management doc¬
trine that those at the top have all the answers. This chap¬
ter refutes this notion and suggests a new role for mana¬
gers, that of liberator of human ingenuity.
You Lead by Doing 79
The Practice—Making it Happen, Part I—Step 4 104
CHAPTER 6 internal Customers: Building Success
from the Inside Out 1O9
Research by management professor Benjamin Schneider
confirms that employee satisfaction with the way they re
treated is directly related to customer satisfaction. Consul¬
tant Frederick Reichheld of Bain and Co. agrees, Customer
retention and employee retention feed one another. 5 The
undisputable conclusion: customer retention, like charity,
begins at home.
The Practice—Making it Happen, Part I—Step 5 115
CONTENTS • xi
part ii. Building Organizational Commitment
to Customer Retention 117
CHAPTER 7 To Err Is Human: Recovering Lost
Customers 119
Mark Beauvais at America West Airlines believes your
organization s reputation with a customer is built up over
time so can only be torn down over time. Customers will
suffer with you through some bad times, One bad experi¬
ence will not necessarily cause them to say goodbye. It s
not the error that s the problem for most customers, it s the
recovery, or lack thereof, that sticks in their craws.
The Practice—Making it Happen, Part II—Step 6 134
CHAPTER 8 Keeping in Touch: Customer Retention
through Customer Contact 145
Corporate absence does not make the customer heart grow
fonder. On the contrary, it s out of sight, out of mind. If
you want customers to stay around, you need to keep in
touch. As Richard Wettergreen at Foremost Insurance
Group contends, Any customer contact is an influence
over retention.
The Practice—Making it Happen, Part II—Step 7 158
CHAPTER 9 Customer Encounters of the 4th Kind:
Keeping Customers through Multiple Relationshps.
Cross Selling, and Customer Partnerships 161
For want of a little relationship bonding, the Pittsburgh
based Ketchum Advertising lost a million client. The
glory days when you could build an agency on the bril¬
liance of your creativity are gone , claims Ketchum s Thomas
Miller. And when the music stops, the vendor prize will go
to those who ve insinuated themselves at all levels in the
customer s life and organization.
The Practice—Making it Happen, Part II—Step 8 176
part ill: Organizational Integration 17 )
CHAPTER 1O Lead, Follow, or Get Out of the Way
Translating the Customer Retention Model into
Management Action 181
To unleash the power of your people, break the manage¬
ment mold, away from the traditional role of controller to
xii • CONTENTS
one of catalyst and power resource. Russia proved you
can t do it all centrally, comments Digital Equipment
former president Ken Olsen. And while you re at it, forget
the arms length attitude from the executive chair, get down
and dirty with employees and customers alike.
The Practice—Making it Happen, Part III—Step 9 189
CHAPTER 11 The Buck Stops on Everyone s Desk:
Staff Accountability for Customer Retention 191
The effective use of power implies a sense of responsibility
and an understanding of its limitations. Neither comes
easily to employees accustomed to the yoke of structure. If
you ve been in a protective cocoon for years , says Don
Myles at IBM Canada, It s like, You can t really mean that .
The Practice—Making it Happen, Part III—Step 10 198
CHAPTER 12 Recognizing Good Work: Using
Employee incentives for Customer Retention 2O1
Never underestimate the power of money and recognition
to motivate ordinary staffers. An employee stock owner¬
ship plan at Cooker Restaurant Corporation has been great
for keeping a lid on turnover and off revenues. Says
president Arthur Seelbinder, The restaurants that run the
smoothest and are consistently the most profitable are the
ones that have the highest degree of participation in the
Cooker Partner Program.
The Practice—Making it Happen, Part III—Step 11 212
CHAPTER 13 What Works Today May Not Work
Tomorrow: Adapting Your Customer Retention
Strategy 215
Customers for keeps is not an exact science. Most of the
time, you re not really going to know for certain you re on
the right track; you ll just have to go for it and see how
things turn out. And that s when the real skill comes into
play. You ll need to react quickly to squash what bombs
and nurture what blossoms.
The Practice—Making it Happen, Part III—Step 12 222
Epilogue 225
Notes 227
Index 241
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| spelling | Furlong, Carla B. Verfasser aut Marketing for keeps building your business by retaining your customers Carla B. Furlong New York u.a. Wiley 1993 XII, 244 S. txt rdacontent n rdamedia nc rdacarrier Klantenservice gtt Consumer satisfaction Consumer satisfaction Canada Case studies Consumer satisfaction United States Case studies Customer services Kundenmanagement (DE-588)4236865-0 gnd rswk-swf Kanada USA (DE-588)4522595-3 Fallstudiensammlung gnd-content Kundenmanagement (DE-588)4236865-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=005978102&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Furlong, Carla B. Marketing for keeps building your business by retaining your customers Klantenservice gtt Consumer satisfaction Consumer satisfaction Canada Case studies Consumer satisfaction United States Case studies Customer services Kundenmanagement (DE-588)4236865-0 gnd |
| subject_GND | (DE-588)4236865-0 (DE-588)4522595-3 |
| title | Marketing for keeps building your business by retaining your customers |
| title_auth | Marketing for keeps building your business by retaining your customers |
| title_exact_search | Marketing for keeps building your business by retaining your customers |
| title_full | Marketing for keeps building your business by retaining your customers Carla B. Furlong |
| title_fullStr | Marketing for keeps building your business by retaining your customers Carla B. Furlong |
| title_full_unstemmed | Marketing for keeps building your business by retaining your customers Carla B. Furlong |
| title_short | Marketing for keeps |
| title_sort | marketing for keeps building your business by retaining your customers |
| title_sub | building your business by retaining your customers |
| topic | Klantenservice gtt Consumer satisfaction Consumer satisfaction Canada Case studies Consumer satisfaction United States Case studies Customer services Kundenmanagement (DE-588)4236865-0 gnd |
| topic_facet | Klantenservice Consumer satisfaction Consumer satisfaction Canada Case studies Consumer satisfaction United States Case studies Customer services Kundenmanagement Kanada USA Fallstudiensammlung |
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