{"product_id":"the-seven-myths-of-customer-management-isbn-9780470858806","title":"The Seven Myths of Customer Management","description":"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.Die Kunden - sie sind der größte Aktivposten eines Unternehmens und die Hauptquelle für langfristige Wertschöpfung in einem Unternehmen. Doch anders als andere Aktivposten, verändern sich die Kunden permanent. Deshalb muss man besonders sorgsam mit ihnen umgehen, wenn man die Erträge, die sie dem Unternehmen bescheren, maximieren will.\u003cbr\u003e \u003cbr\u003e \"The Seven Myths of Customer Management\" sagt Ihnen, wie erfolgreiches Customer Management aussieht.\u003cbr\u003e \u003cbr\u003e Die Autoren kritisieren, dass dem Thema Kundenzufriedenheit und der Vorrangstellung des Kunden eine viel zu große Bedeutung beigemessen wurde, und zwar auf Kosten kompromissloser Kommerzialisierung.\u003cbr\u003e \u003cbr\u003e Die meisten Unternehmen hätten bei ihrer übertriebenen Kundenorientiertheit vergessen, dass die oberste Geschäftsregel heisst, Geld zu verdienen.\u003cbr\u003e \u003cbr\u003e Dieses pragmatische Buch räumt auf mit dem weit verbreiteten \"Der Kunde ist König\"-Klischee und zerstört die sieben Mythen des Customer Management, wie z.B. 'Die Kundenbindung ist der Schlüssel zu erhöhter Rentabilität' oder 'Kundenzufriedenheit führt zu Kundentreue' oder aber 'Wiederholungskäufe sind dasselbe wie Kundentreue'.\u003cbr\u003e \u003cbr\u003e Es stellt einen Aktionsplan auf, der Schritt-für-Schritt erklärt, wie man Kundenorientierung und kommerzielle Ziele miteinander in Einklang bringt.\u003cbr\u003e \u003cbr\u003e Ziel des Buches ist es, dass Unternehmen lernen, kundenorientiert zu sein, aber nicht kundengesteuert. \u003cp\u003eFigures ix\u003c\/p\u003e \u003cp\u003eAcknowledgements xi\u003c\/p\u003e \u003cp\u003eIntroduction xii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The seven myths of customer management: Debunking some established wisdom 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe dangers of customer leadership 1\u003c\/p\u003e \u003cp\u003eWhat is really happening? 5\u003c\/p\u003e \u003cp\u003eMyth 1: Customer retention is the key to increased profitability 6\u003c\/p\u003e \u003cp\u003eMyth 2: Divesting unprofitable customers will increase profitability overall 9\u003c\/p\u003e \u003cp\u003eMyth 3: Customer satisfaction leads to customer loyalty 12\u003c\/p\u003e \u003cp\u003eMyth 4: Repeat purchase is the same as customer loyalty 15\u003c\/p\u003e \u003cp\u003eMyth 5: Organizations should develop relationships with their customers 18\u003c\/p\u003e \u003cp\u003eMyth 6: One-to-one marketing is the ultimate goal 21\u003c\/p\u003e \u003cp\u003eMyth 7: Technology is the primary enabler of customer focus 25\u003c\/p\u003e \u003cp\u003eA different approach 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Testing the water: Understanding where you are today 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePicking up customer signals 32\u003c\/p\u003e \u003cp\u003eBusiness-to-business customers 36\u003c\/p\u003e \u003cp\u003eWhat research does not tell you 39\u003c\/p\u003e \u003cp\u003eNew technology, new danger 42\u003c\/p\u003e \u003cp\u003eSubstituting benchmarking for thought 44\u003c\/p\u003e \u003cp\u003eTen ways to gain real customer insight 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Look before you leap: Developing a customer-focused strategy 50\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat is customer-focused strategy? 52\u003c\/p\u003e \u003cp\u003eStrategy in context 55\u003c\/p\u003e \u003cp\u003eDeveloping customer-focused strategy 58\u003c\/p\u003e \u003cp\u003eAppraising the world outside 62\u003c\/p\u003e \u003cp\u003eSeeking to be different 66\u003c\/p\u003e \u003cp\u003eLeading on cost 69\u003c\/p\u003e \u003cp\u003eFocusing on markets or customers 70\u003c\/p\u003e \u003cp\u003eThe customer lifecycle 73\u003c\/p\u003e \u003cp\u003eDeciding and evaluating alternatives 77\u003c\/p\u003e \u003cp\u003eAction planning 80\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Measuring your way to success: Allocating resources for maximum effect 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe failure of measurement 85\u003c\/p\u003e \u003cp\u003eCustomer attitude measures 86\u003c\/p\u003e \u003cp\u003eCustomer retention measures 87\u003c\/p\u003e \u003cp\u003eCustomer value measures 89\u003c\/p\u003e \u003cp\u003eThe failure of management information systems 93\u003c\/p\u003e \u003cp\u003eTowards customer value 97\u003c\/p\u003e \u003cp\u003eCustomer value analysis in action 102\u003c\/p\u003e \u003cp\u003eThe pitfalls and problems 107\u003c\/p\u003e \u003cp\u003eThe benefits of value-based management 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Don’t keep it too simple, stupid: The need for a segmented approach 111\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSegment or die 113\u003c\/p\u003e \u003cp\u003eUnderstanding customers’ needs and motivations 114\u003c\/p\u003e \u003cp\u003eCollecting the data 120\u003c\/p\u003e \u003cp\u003eFrom data to intelligence 120\u003c\/p\u003e \u003cp\u003eFrom intelligence to hypothesis 126\u003c\/p\u003e \u003cp\u003eFrom hypothesis to appraisal 130\u003c\/p\u003e \u003cp\u003eFrom appraisal to strategy 131\u003c\/p\u003e \u003cp\u003eFrom strategy to results 133\u003c\/p\u003e \u003cp\u003ePitfalls and problems 136\u003c\/p\u003e \u003cp\u003eSegmentation: a postscript 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Lining up the ducks: Aligning the company for customer focus 140\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAligning finance 142\u003c\/p\u003e \u003cp\u003eAligning product strategy 143\u003c\/p\u003e \u003cp\u003eAligning the proposition: from product to profit 146\u003c\/p\u003e \u003cp\u003eBrand alignment 148\u003c\/p\u003e \u003cp\u003eAligning distribution 150\u003c\/p\u003e \u003cp\u003eAligning customer communication 152\u003c\/p\u003e \u003cp\u003eLoyalty programmes 158\u003c\/p\u003e \u003cp\u003eAlignment: a postscript 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Are you the problem? The role of leadership in creating customer focus 164\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eData-less decision making 166\u003c\/p\u003e \u003cp\u003eRearranging the deckchairs 168\u003c\/p\u003e \u003cp\u003eThe pitfalls of project teams 169\u003c\/p\u003e \u003cp\u003eBest practice is sometimes best left alone 170\u003c\/p\u003e \u003cp\u003eIncentivizing inappropriate behaviour 172\u003c\/p\u003e \u003cp\u003eTechnology turmoil 175\u003c\/p\u003e \u003cp\u003eEveryone embraces change enthusiastically 179\u003c\/p\u003e \u003cp\u003eReorganizing for focus 183\u003c\/p\u003e \u003cp\u003eChanging a light bulb 187\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Bringing the focus alive: A practical action plan 188\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAn action plan for customer focus 190\u003c\/p\u003e \u003cp\u003eManaging the customer focus process 190\u003c\/p\u003e \u003cp\u003eThe internal review 193\u003c\/p\u003e \u003cp\u003eCustomer dynamics and needs 195\u003c\/p\u003e \u003cp\u003eSegment objectives and propositions 198\u003c\/p\u003e \u003cp\u003eCustomer-management objectives, strategy and tactics 200\u003c\/p\u003e \u003cp\u003eChannel strategies and implementation 207\u003c\/p\u003e \u003cp\u003eTesting and performance measurement 208\u003c\/p\u003e \u003cp\u003eCustomer and market knowledge management 211\u003c\/p\u003e \u003cp\u003eChange planning 213\u003c\/p\u003e \u003cp\u003eTechnology strategy 214\u003c\/p\u003e \u003cp\u003eIndex 218\u003c\/p\u003e  \"…is a stimulating canter through some marketing mantras, dismantling them fairly and frankly before suggesting alternatives…\" (Marketing, 16 October 2003)  \u003cp\u003e“… iconoclastic…” (Admap, February 04)\u003c\/p\u003e \u003cp\u003e\"...The myths put CRM into perspective, explaining what to use and what to discard.\" (\u003ci\u003eBrand Strategy\u003c\/i\u003e, September 2006)\u003c\/p\u003e \u003cp\u003e\u003cb\u003eJohn Abram\u003c\/b\u003e 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.\u003c\/p\u003e \u003cp\u003eHe 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. \u003c\/p\u003e\u003cp\u003eIn 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.  \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePaul Hawkes\u003c\/b\u003e 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 Marketing Vice President, responsible for mail order and retail marketing and sales, new product development and co-publishing relationships across 14 countries within Europe and Africa. \u003c\/p\u003e\u003cp\u003eHe 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.  \u003c\/p\u003e\u003cp\u003eJohn and Paul co-founded\u003cb\u003e Abram, Hawkes plc \u003c\/b\u003ein January 1987, 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.   \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Seven Myths of Customer Management \u003c\/i\u003eis about developing customer focus. It is \u003ci\u003enot\u003c\/i\u003e about being ‘nice’ to customers; it \u003ci\u003eis\u003c\/i\u003e about creating a sustainable and profitable business. This book argues that far too much has been made of customer satisfaction and the primacy of the consumer, far too little about balancing customer orientation with sharp-edged commercialism.\u003c\/p\u003e \u003cp\u003eWritten in a lively and readable style, \u003ci\u003eThe Seven Myths of Customer Management\u003c\/i\u003e uses anecdotes and charts to illustrate practical and pragmatic advice on how to become more customer focused—the essential balance between the twin evils of customer- or company orientation.  \u003c\/p\u003e\u003cp\u003eThe book begins by dispelling seven myths that have achieved almost folkloric status.  \u003c\/p\u003e\u003cp\u003eIt then moves on to discuss how to achieve true customer understanding, calculate their value and manage them profitably—in the real world! It shows how to align the \u003ci\u003ewhole\u003c\/i\u003e organisation behind common, customer-focused commercial goals; and highlights the reasons why so many companies are failing to achieve their latent customer value. Finally, it provides a step-by-step action plan  describing how to put the pieces together, including what needs to be done, when and why. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Seven Myths of Customer Management\u003c\/i\u003e is for anybody who deals with customers or is responsible for corporate profitability. It is for everybody who is inquisitive and wonders whether there is a different and more successful path...\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990339338469,"sku":"NP9780470858806","price":75.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470858806.jpg?v=1761787420","url":"https:\/\/k12savings.com\/es\/products\/the-seven-myths-of-customer-management-isbn-9780470858806","provider":"K12savings","version":"1.0","type":"link"}