The Seven Myths of Customer Management: How to Be Customer-Driven Without Being Customer-Led

ISBN-13: 9780470858806 / Angielski / Twarda / 2003 / 240 str.

John Abram; Paul Hawkes

Opis

In this lively and readable book, the authors argue that in recent years far too much has been made of customer satisfaction, and that this has come at the expense of hard-edged consumerism. Whether or not "the customer is king," the first rule of business is to make money. Pragmatic and practical, the book destroys seven key myths about customer management that have gained almost folkloric status, and provides a step-by-step action plan for linking customer service with commercial goals.

Recenzje

" is a stimulating canter through some marketing mantras, dismantling them fairly and frankly before suggesting alternatives " (Marketing, 16 October 2003)

iconoclastic (Admap, February 04)

"...The myths put CRM into perspective, explaining what to use and what to discard." (Brand Strategy, September 2006)

Spis treści

Figures.

Acknowledgements.

Introduction.

1. The seven myths of customer management: Debunking some established wisdoms.

The Dangers of Customer Leadership.

What s Actually Happening?   Myth 1: Customer Retention is the Key to Increased Profitability.   Myth 2: Divesting Unprofitable Customers Will Increase Profitability Overall.   Myth 3: Customer Satisfaction Leads to Customer Loyalty.   Myth 4: Repeat Purchase is the Same as Customer Loyalty.   Myth 5: Organisations Should Develop Relationships with their Customers.   Myth 6: One–to–one Marketing is the Ultimate Goal.
Myth 7: Technology is the Primary Enabler of Customer Focus.   A Different Approach.

2. Testing the water: Understanding where you are today.

Picking Up Customer Signals.

Business–to–Business Customers.

What Research Does Not Tell You.

New Technology, New Danger.

Substituting Benchmarking for Thought.

 Ten Ways to Gain Real Customer Insight.

3. Look before you leap: Developing a customer focused strategy.

What is customer–focused strategy?

Strategy in Context.

Developing Customer Focused Strategy.

Appraising the world outside.

Seeking to be different.

Leading on Cost.

Focusing on markets or customers.

The Customer Lifecycle.

Deciding and Evaluating Alternatives.

Action Planning.

4. Measuring your way to success: Allocating resources for maximum effect.

The failure of Measurement.

Customer attitude Measures.

Customer Retention Measures.

Customer Value Measures.

The Failure of Management Information Systems.

Towards Customer Value.

Customer Value Analysis in Action.

The Pitfalls and Problems.

The Benefits of value–based Management.

 5. Don′t Keep it too Simple, Stupid: The need for a Segmented Approach.

Segment or Die!

Understanding Customers′ Needs and Motivations.

Collecting the Data.

From Data to Intelligence.

From Intelligence to Hypothesis.

From Hypothesis to Appraisal.

From Appraisal to Strategy.

From Strategy to Results.

Pitfalls and Problems.

Segmentation: A Postscript.

6. Lining up the Ducks: Aligning the Company for Customer Focus.

Aligning Finance.

Aligning Product Strategy.

Aligning the Proposition: From Product to Profit.

Brand Alignment.

Aligning Distribution.

Aligning Customer Communications.

Customer Loyalty Programmes.

Alignment: A Postscript

7. Are You the Problem? The Role of Leadership in Creating Customer Focus.

Data–less Decision–making.

The Pitfalls of Project Teams.

Best Practice is Sometimes Best Left Alone.

Incentivising Inappropriate Behaviour.

Technology Turmoil.

Everybody Embraces Change Enthusiastically.

Reorganising for Focus.

Changing a Light Bulb.

8. Bringing the Focus Alive: A Practical Action Plan.

An Action Plan for Customer Focus.

Managing the Customer Focus Process.

The Internal Review.

Customer Dynamics and Needs.

Segment Objectives and Propositions.

Customer Management Objectives, Strategy and Tactics.

Channel Strategies and Implementation.

Testing and Performance Measurement.

Customer and Market Knowledge Management.

Change Planning.

Technology Strategy.

Index.

O autorze

John Abram began his career selling industrial textiles to major customers in industries as diverse as mining; water treatment and pollution control. He was promoted to head the firm′s business development functions in the UK, where he was responsible for introducing one of the earliest examples of automated customer management systems used in the UK.

He was recruited by American Express in 1978 and appointed Marketing Manager, with responsibility for Cardmember recruitment and retention, as well as cross–sales of complementary products and services.

In 1981, backed by a leading publishing firm, he started his own business promoting a range of products and services to entrepreneurs and business managers. In 1984, he bought out his original backers and took the business on to become a significant innovator in the promotion of investment products by phone and post, being the first in the country to sell personal pension plans direct to consumers.

Paul Hawkes joined American Express Card Division in 1975 and subsequently became Marketing Manager for the merchant network in the UK and Ireland. In 1979, he moved to Time–Life Books and was promoted to become European Mark eting Vice President. In this role, he was responsible for mail order and retail marketing and sales, new product development and co–publishing relationships across 14 countries within Europe and Africa.

He was a director of the British Direct Marketing Association and a Council Member of both the Association of Mail Order Publishers and the Mail Order Publishers′ Authority; and is a Fellow of the Chartered Institute of Marketing. He is now a director of the Virtual Partnership Ltd.

John and Paul co–founded Abram, Hawkes plc in January 1987. Over the next 13 years they built and managed the company to become the UK′s foremost consultancy specialising in marketing and customer management; or, more simply, advising and assisting organisations on how to grow revenues and build customer profitability. They sold the company at the beginning of 2000 to Valoris, a major European consulting firm. Their clients included many of the country′s largest and most successful organisations, such as Norwich Union, Centrica, Switch Card Services, Thomas Cook, Lloyds Bank, MBNA, Visa, Barclaycard, Axa Sun Life, GUS Catalogue Order, and many others.

Blurb

The Seven Myths of Customer Management is required reading for everyone who′s job interacts with or impacts customers. Written in a lively, readable and anecdotal style, this book challenges much conventional wisdom and provides a powerful antidote to many potentially dangerous and expensive misconceptions. Written by two experienced and expert practitioners, it offers practical and pragmatic advice on how to unlock customer value and maximise corporate revenues.

′I wish I had had this book in front of me as the Marketing & IT snake–oil men tried to sell me their wares. This is the best exposition I have so far seen on creating focused customer strategies around what really counts and what will ultimately drive the bottom–line. Without ever losing sight of the importance of customers and meeting their needs, it introduces a realistic management–based approach and kills some sacred cows along the way.′ Michael Pinder Managing Director, Premier Banking , Barclays Private Clients

′Before launching Switch I was employed in the strategic planning department of a major UK bank concentrating on the personal sector market – I only wish that back in the mid–eighties I had access to this book and the fund of knowledge it contains! A very readable and understandable book, down to earth with many appropriate real life examples – a good and compelling read.′ Timothy M Green CEO of Switch Card Services (1991 – 2002)

′We shouldn′t be surprised that Paul Hawkes and John Abram have penned a very surprising book. Exploding the myths of customer leadership is the dose of realism we should expect from two people who have always had their feet firmly on the ground. As leaders of one of the most successful marketing organisations of the past 20 years, they are renowned for their radical common sense. In this book, they tear sloppy arguments and widely held mantras to shreds. In their place they present a cogent, integrated framework for maximising the value of your organisation by maximising the value of your customers. Read it before you get your cheque book out; you′ll use a lot less ink if you do.′ Peter Simpson Commercial Director, First Direct

′Businesses thrive on creating and serving customers. In The Seven Myths of Customer Management, Paul Hawkes and John Abram show managers how to do so successfully and for long–term profits. The book is full of practical and workable advice on how to approach your markets and manage your customers.′ Peter Lake Managing Director, Sweet & Maxwell Group

′An enjoyable book that provides lots of practical advice in a straightforward entertaining way. And, it tells the truth about the excesses of the ′CRM industry′.′ Catherine McGrath Director Direct to Customer, Prudential Assurance

′Paul Hawkes and John Abram built an unrivalled reputation through their enormously successful consultancy practice for no–nonsense, hugely practical and extremely commercial solutions for every marketing issue imaginable across most industry sectors. An obvious next step was to produce a book that leverages the unique asset they have built over those years, a genuine insight into how to really deliver customer strategies to drive maximum value for shareholders. This is not a book for the office cabinet, it is the best ′policy and procedures manual′ I have read relating to the hugely talked about but equally hugely misunderstood subject of CRM. Keep it handy – you′ll need it!!′ Simon Waugh Group Director of Marketing, Centrica Plc