Volume 1: Issue 1
Customer Strategist provides executives with insight that leads to innovative strategies for building more profitable customer relationships. It facilitates learning and action by presenting the most progressive thought leadership and providing access to Peppers & Rogers Group's proprietary consulting methodologies.
Benchmark
Delivering a top-notch customer experience is more important than ever to companies' continued success. Several recent studies show the link between customer experience and bottom-line performance.
Perspectives
Customer experience mapping shows that when it comes to customer engagement all roads lead to human interaction. Peppers & Rogers Group Customer Touchmaps capture those interactions.
New Jersey Performing Arts Center has become uses lifetime value to develop a profitable customer strategy based on individualized, personal service. Chief Customer Officer Toni Hendrix explains.
Case Studies
eBay discusses how it turned NPS into an enterprise economic strategy to determine the relationship between customer churn and customer lifetime value in an effort to deepen customer relationships.
Even with an 80 percent market share, Saudi Telecom Company called on a customer loyalty program to increase customer expectations and help ensure long-term relationships.
C-Suite Strategy
As a top tourist destination in Dubai, the DSF sets the benchmark for festivals. CEO Laila Suhail discusses her approach to attracting prospects and communicating with long-term customers in the face of growing competition.
The perennial success of 1-800-Flowers.com comes from its committment to customers, partners, and employees. CEO Jim McCann shares how constant dialogue with these grouups leads to customer experience improvements.
Proof Points
Baylor University's John (Jeff) F. Tanner Jr. reveals the emergent strategies organizations need to harness to keep pace with today's speed of change.
In the rush to boost customer retention, some companies are rethinking their loyalty programs. Change can be good as long as organizations apply the fundamentals.
How should a company measure customer value? There is no one-size-fits-all answer. The definition of a high-value customer will vary for companies competing in the same market and sector. It will even vary for each customer segment because each has unique value drivers and tiers. Therefore, there is no generic definition of customer value that is applicable to all conditions. However, there are some fundamentals that every company should consider.
A comprehensive study reveals insight into understanding the use of customer value data within an organization, business performance and customer value, and the impact of customer value on marketing spend.
Strategy Speaks
Executives need to shift their vision from one-off customer transactions to long-term customer relationships.