Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
26
result(s) for
"Markey, Rob"
Sort by:
The ultimate question 2.0 : how net promoter companies thrive in a customer-driven world
\"In the first edition of this landmark book, business loyalty guru Fred Reichheld revealed the question most critical to your company's future: \"Would you recommend us to a friend?\" By asking customers this question, you identify detractors, who sully your firm's reputation and readily switch to competitors, and promoters, who generate good profits and true, sustainable growth. You also generate a vital metric: your Net Promoter Score. Since the book was first published, Net Promoter has transformed companies, across industries and sectors, constituting a game-changing system and ethos that rivals Six Sigma in its power. In this thoroughly updated and expanded edition, Reichheld, with Bain colleague Rob Markey, explains how practitioners have built Net Promoter into a full-fledged management system that drives extraordinary financial and competitive results. With his trademark clarity, Reichheld: Defines the fundamental concept of Net Promoter, explaining its connection to your company's growth and sustained success, Presents the closed-loop feedback process and demonstrates its power to energize employees and delight customers, Shares new and compelling stories of companies that have transformed their performance by putting Net Promoter at the center of their business Practical and insightful, The Ultimate Question 2.0 provides a blueprint for long-term growth and success\"--Provided by publisher.
BOOK
Winning new customers using loyaltybased segmentation
Purpose The article shows how to combine loyalty and segmentation tools to define attractive new customer segments. Designmethodologyapproach Bain's research shows how companies that use the combination excel at three skills. Successful firms firstly, broaden their appeal by narrowing their focus. They seek new opportunities to deepen relationships with the loyal, profitable customers they know best before trying to appeal to new groups. Secondly, they grow faster by staying close to what they do best. They look inward to identify and tap the capabilities that enable them to meet target customers' needs in unique ways. Finally, they spur innovation by listening patiently. They engage customers in an ongoing dialogue that guides decisions about how their products, services and business evolve. Findings Over a fiveyear period, businesses that successfully tailor product and service offerings to desirable customer segments post annual profit growth of about 15 percent. By contrast, companies that fail to connect the right value propositions to the right customer segments have annual profit growth of only 5 percent. Practical implications Innovative marketers study consumer needs and wants in detail to develop insights about a small, attractive customer set that becomes the focus of their product development, a group called the Design Target. Originalityvalue The Design Target is the group that your company comes to understand so completely that when you design products and services for them, they say This is absolutely perfect for me. They're the customers your company has the capabilities to serve better than your competitors.
Journal Article
Winning new customers using loyalty-based segmentation
Purpose - The article shows how to combine loyalty and segmentation tools to define attractive new customer segments.Design methodology approach - Bain's research shows how companies that use the combination excel at three skills. Successful firms: firstly, broaden their appeal by narrowing their focus. They seek new opportunities to deepen relationships with the loyal, profitable customers they know best before trying to appeal to new groups. Secondly, they grow faster by staying close to what they do best. They look inward to identify and tap the capabilities that enable them to meet target customers' needs in unique ways. Finally, they spur innovation by listening patiently. They engage customers in an ongoing dialogue that guides decisions about how their products, services and business evolve.Findings - Over a five-year period, businesses that successfully tailor product and service offerings to desirable customer segments post annual profit growth of about 15 percent. By contrast, companies that fail to connect the right value propositions to the right customer segments have annual profit growth of only 5 percent.Practical implications - Innovative marketers study consumer needs and wants in detail to develop insights about a small, attractive customer set that becomes the focus of their product development, a group called the Design Target.Originality value - The Design Target is the group that your company comes to understand so completely that when you design products and services for them, they say: \"This is absolutely perfect for me.\" They're the customers your company has the capabilities to serve better than your competitors.
Journal Article
Make It Easier for Happy Customers to Buy More
Banks have developed smartphone apps to enable instant deposits and other forms of self-service-which both pleases customers and allows branch staff to concentrate less on routine transactions and more on providing the personal services that their customers value.
Newspaper Article
Run business-to-business sales on data, not hunches
DECISION-making at big business-to-business companies is often skewed by anecdote and myth: the most vocal salesman's worried report about a competitor's latest move, or a customer complaint that happened to be fielded by a senior executive.
Newspaper Article