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Managing Customer Experience and Relationships. Don PeppersЧитать онлайн книгу.

Managing Customer Experience and Relationships - Don  Peppers


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accessed August 17, 2021; Katherine Lemon, Don Peppers, and Martha Rogers, Ph.D., “Managing the Customer Lifetime Value: The Role of Learning Relationships,” working paper.

      11 11 David C. Edelman and Marc Singer, “Competing on Customer Journeys,” Harvard Business Review 93, no. 11 (November 2015): 88–100.

       Things have never been more like they are today in history.

      —Dwight D. Eisenhower

      Enterprises that foster relationships with individual customers pave a path to profitability. Thus, a customer-strategy enterprise seeks to organize all its value-creating activities around individual customers, treating different customers differently, so as to treat each customer more relevantly, with the knowledge that by doing so the enterprise will also enjoy more profit for itself. For most companies, the problem is that the metrics, reporting structures, and processes that operate well in terms of operating a product-centric enterprise conflict with what is required to operate in a customer-centric way.

      Managing customer relationships effectively is a practice not limited to products. When establishing interactive Learning Relationships with valuable customers, customer-strategy enterprises remember a customer's specific needs for the basic product but also the goods, services, and communications that surround the product, such as how the customer would prefer to be invoiced or how the product should be packaged. Even an enterprise that sells a commodity-like product or service can think of it as a bundle of ancillary services, delivery times, invoicing schedules, personalized reminders and updates, and other features that are rarely commodities. The key is for the enterprise to focus on customizing to each individual customer's needs. A teenager in California received a text from her wireless phone service suggesting her parents could save money if she texted “4040” in an offer to switch her to a cell phone plan that was a better fit for her and the way she actually uses the service. She was so impressed she made a point of telling us about it. And of course, she told all her friends at school—and on TikTok, Snapchat, and Instagram. The coverage, the hardware, the central customer service, and the brand all remained the same. But the customer experience, based on actual usage interaction with the customer—information not available to competitors—improved the customer relationship, increased loyalty and lifetime value of the customer, and positively influenced other customers as well.

      As other chapters in this book will demonstrate, a customer-centric business strategy can be a highly measurable process for increasing enterprise profitability and shareholder value. The foundation for growing a profitable customer-strategy enterprise lies in establishing stronger relationships with individual customers, paving a path to profitability by focusing on the different experiences of individual customers and fostering stronger relationships with them over time. The challenge to be considered throughout this text is understanding how best to establish these relationships, optimize them, and create more value from customers. Learning Relationships provide a ready path for generating long-term, competitively strong customer value.

      When a customer teaches an enterprise what they want or how they want it, the customer and the enterprise are, in essence, collaborating on the sale of the product. The more the customer teaches the enterprise, the less likely the customer will want to leave. The key is to design products, services, and communications that customers value, and on which a customer and a marketer will have to collaborate for the customer to receive the product, service, or benefit.

      Enterprises that build Learning Relationships clear a wider path to customer profitability than companies that focus on price-driven transactions.


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