Abram / Hawkes The Seven Myths of Customer Management

How to be Customer-Driven Without Being Customer-Led
1. Auflage 2005
ISBN: 978-0-470-85881-3
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 236 Seiten, E-Book

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.

Autoren/Hrsg.

Abram, John

Hawkes, Paul

Inhaltsverzeichnis

Figures.
Acknowledgements.
Introduction.
1. The seven myths of customer management: Debunking someestablished wisdoms.
The Dangers of Customer Leadership.What's Actually Happening? Myth 1: Customer Retention is the Key to IncreasedProfitability. Myth 2: Divesting Unprofitable Customers Will IncreaseProfitability 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 theirCustomers. 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 focusedstrategy.
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 formaximum 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 aSegmented 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 CustomerFocus.
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 CreatingCustomer 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.

Über Autor(innen)

John Abram began his career selling industrial textiles tomajor customers in industries as diverse as mining; water treatmentand pollution control. He was promoted to head the firm's businessdevelopment functions in the UK, where he was responsible forintroducing one of the earliest examples of automated customermanagement systems used in the UK.
He was recruited by American Express in 1978 and appointedMarketing Manager, with responsibility for Cardmember recruitmentand retention, as well as cross-sales of complementary products andservices.
In 1981, backed by a leading publishing firm, he started his ownbusiness promoting a range of products and services toentrepreneurs and business managers. In 1984, he bought out hisoriginal backers and took the business on to become a significantinnovator in the promotion of investment products by phone andpost, being the first in the country to sell personal pension plansdirect to consumers.
Paul Hawkes joined American Express Card Division in 1975and subsequently became Marketing Manager for the merchant networkin the UK and Ireland. In 1979, he moved to Time-Life Books and waspromoted to become European Mark eting Vice President. In thisrole, he was responsible for mail order and retail marketing andsales, new product development and co-publishing relationshipsacross 14 countries within Europe and Africa.
He was a director of the British Direct Marketing Associationand a Council Member of both the Association of Mail OrderPublishers and the Mail Order Publishers' Authority; and is aFellow of the Chartered Institute of Marketing. He is now adirector of the Virtual Partnership Ltd.
John and Paul co-founded Abram, Hawkes plc in January 1987. Overthe next 13 years they built and managed the company to become theUK's foremost consultancy specialising in marketing and customermanagement; or, more simply, advising and assisting organisationson how to grow revenues and build customer profitability. They soldthe company at the beginning of 2000 to Valoris, a major Europeanconsulting firm. Their clients included many of the country'slargest 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 manyothers.