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jerryking : customers   13

The Customer as a God: The Future of Shopping - WSJ.com
July 20, 2012 | WSJ | By DOC SEARLS.

The Customer as a God
Businesses today tend to herd customers as if they were cattle, but a revolution in personal empowerment is under way—and buying will never be the same again.
customers 
july 2012 by jerryking
Winning Back a Lost Customer, Marketing Methods
Sep 1, 1993 | Inc.com |Susan Greco.

Tips on handling the loss of a major client.

The hot debate: how to recover from the loss of a major client. The setting: a roundtable on customer service at this year's Inc. 500 conference, our annual get-together for the fastest-growing small companies.
customers  customer_appreciation  customer_churn  tips  enterprise_clients  customer_loyalty  small_business  customer_service  turnarounds  win_backs 
july 2012 by jerryking
Have It Your Way -- Printout -- TIME
Dec. 23, 2002
Have It Your Way
By Joseph R. Szczesny/Detroit;Lisa Takeuchi Cullen
customization  customers 
april 2012 by jerryking
What Customers Want
JULY 7, 2003 | Fortune | by Larry Seiden and Geoff Colvin
To increase overall profitability, smart companies retain and
grow their most profitable customers and acquire more of them.
They fix, close, or sell their least profitable customers. And they
organize in a nontraditional way, around customer segments...
A winning value proposition is the one that best meets the full
set of customer needs, including price. That is, certain critical
elements of the experience deliver on the customers’ most important
needs better than the competition. This creates differentiation
and the potential for superior customer profitability—a mutually beneficial value exchange. Your goal is to create mutually beneficial value exchanges with customer segments that offer the greatest economic profit potential. Creating, communicating, and executing competitively dominant value propositions that earn exceptional customer profitability involves a sixstep process we’ve identified at leading companies and dubbed value proposition management.

Step 1: Figure out the needs
of your most profitable customers
Step 2: Get creative
Step 3: Test and verify your hypotheses
Step 4: Tell customers how great
your value propositions are
Step 5: Apply the best value
propositions on a large scale
Step 6: Begin anew.
customers  customer_acquisition  customer_experience  customer_lifetime_value  customer_profitability  customer_segmentation  Dell  Geoff_Colvin  Michael_McDerment  mutually_beneficial  RBC  value_propositions 
april 2012 by jerryking
Will This Customer Sink Your Stock? Here's the newest way to grab competitive advantage: Figure out how profitable your customers really are. - September 30, 2002
By Larry Selden and Geoffrey Colvin
September 30, 2002

Get ready for a big idea that's about to sweep through most companies: managing the enterprise not as a collection of products and services, not as a group of territories, but as a portfolio of customers. Of course, managers have always known that some customers are more profitable than others. But it's amazing how many executives, like those of that big retailer, haven't the least idea just how profitable (or unprofitable) individual customers or customer segments are.
customer_profitability  Geoff_Colvin  Dell  RBC  Fidelity_Investments  HBC  customer_lifetime_value  customers  retailers  banks  data_mining  data_driven  competingonanalytics  competitive_advantage 
april 2012 by jerryking
"Structural Breaks" and Other Timely Phenomena -
December 12, 2008 |Adam Smith, Esq.|Bruce MacEwen.

Finally, some words about strategy in the midst of a structural dislocation. Times like these—especially times like these—call for coherent responses on behalf of your firm to the challenges out there in the marketplace. This, rather than any tepid or hypocritical "mission statement" or allegedly scientific market segmentation analysis that will be overtaken by events before it can be bound and distributed,, is the type of strategy that actually has traction today.

And the essence of such a strategy is a thoughtful and reflective view on the marketplace forces at work, and how they'll affect your firm, your talent pipeline, your geographic centers of gravity, and your client base. To produce a coherent, nuanced, and dynamic view of what's happening, there's no substitute for the hard work of thinking about this multi-dimensional chessboard, with almost daily midcourse corrections based on new data points and new conversations, essentially incoming at you all the time.
Bruce_MacEwen  McKinsey  financial_history  simplicity  ratios  strategic_thinking  talent_pipelines  structural_change  howto  customers  Five_Forces_model  competitive_landscape  situational_awareness  course_correction  disequilibriums  accelerated_lifecycles  dislocations  hard_work  dynamic 
november 2011 by jerryking
The Social Data Revolution(s) - Now, New, Next -
4:58 PM Wednesday May 20, 2009 | HarvardBusiness.org | blog post by Andreas Weigend
data  social_data  customers  marketing  online_marketing 
june 2009 by jerryking
Trolling for Big Fish
New York: Sep 1, 2003. pg. 1, On Wall Street., by Kip Gregory. :
The Net can help you succeed in the high-net- worth market. Here's how.
Kip Gregory heads The Gregory Group (www.gregory-group.com) in
Washington, D.C., which helps financial advisors and their firms
increase productivity. His book, Winning Clients in a Wired World: Seven
Strategies of Leveraging Technology and the Web to Grow Your Business,
will be published later this year by John Wiley.
high_net_worth  howto  books  financial_advisors  book_reviews  management_consulting  customers  customer_acquisition 
march 2009 by jerryking

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