Foreword |
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ix | |
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Preface |
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xiii | |
Acknowledgments |
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xvii | |
About the Authors |
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xix | |
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PART I Technology's Rainbow |
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1 | (104) |
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Chapter 1 Evolution of Marketing and the Revolution of Customer Strategy |
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3 | (22) |
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Roots of Customer Relationships and Experience |
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6 | (8) |
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Initial Assessment: Where Is a Firm on the Customer Strategy Map? |
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14 | (2) |
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Comparing Market-Share and Share-of-Customer Strategies |
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16 | (4) |
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What Is a Relationship? Is That Different from Customer Experience? |
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20 | (2) |
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Learning Relationships: The Crux of Building Customer Value |
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22 | (3) |
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Chapter 2 Treat Different Customers Differently: How Learning Relationships Lead to Better Experiences and Higher Profit |
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25 | (24) |
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Focus on Relationship Equity |
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25 | (1) |
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The Strategy: Treat Different Customers Differently (TDCD) |
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26 | (2) |
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The Technology Revolution and the Customer Revolution |
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28 | (3) |
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What Characterizes a Relationship? |
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31 | (3) |
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Customer Loyalty: Is It Emotional? Or Behavioral? |
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34 | (3) |
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Customer Retention and Enterprise Profitability |
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37 | (12) |
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Chapter 3 Better Customer Experiences for Better Shareholder Return |
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49 | (20) |
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Frictionless: The Ideal Customer Experience May Be No Experience at All |
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49 | (7) |
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56 | (2) |
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Customer Experience Duality |
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58 | (1) |
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59 | (3) |
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Understanding Customer Experience through Customer Journey Mapping |
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62 | (7) |
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Chapter 4 IDIC and Trustability: Building Blocks of Customer Relationships |
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69 | (36) |
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IDIC: Four Implementation Tasks for Creating and Managing Customer Experiences and Relationships |
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69 | (9) |
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How Does Trust Characterize a Learning Relationship? |
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78 | (7) |
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Do Things Right, Do the Right Thing, and Be Proactive |
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85 | (6) |
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Relationships Require Information, but Information Comes Only with Trust |
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91 | (3) |
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Behind Their Customers' Backs |
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94 | (2) |
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How Trustable Companies Operate |
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96 | (1) |
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97 | (8) |
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101 | (4) |
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PART II Customer Experience and Relationships: Trust Is the Foundation and IDIC the Building Blocks |
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105 | (196) |
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Chapter 5 IDIC Step 1: Identify Individual Customers |
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107 | (24) |
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Individual Information Requires Customer Recognition |
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108 | (5) |
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The Real Objective of Loyalty Programs |
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113 | (5) |
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118 | (1) |
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Four Ways to Integrate the Online and Contact-Center Experience |
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119 | (3) |
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122 | (3) |
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125 | (6) |
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Chapter 6 IDIC Step 2: Differentiate Customers by Value |
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131 | (36) |
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Customer Value Is a Future-Oriented Variable |
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133 | (2) |
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135 | (6) |
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Recognizing the Hidden Potential Value in Customers |
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141 | (5) |
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Different Customers Have Different Values |
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146 | (3) |
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Customer Value Categories |
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149 | (3) |
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152 | (15) |
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Chapter 7 IDIC Step 2: Differentiate Customers by Needs |
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167 | (30) |
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Differentiating Customers by Need: Definitions and Examples |
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168 | (10) |
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Understanding Customer Behaviors and Needs |
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178 | (3) |
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Why Doesn't Every Company Already Differentiate Its Customers by Needs? |
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181 | (2) |
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Categorizing Customers by Their Needs |
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183 | (5) |
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188 | (4) |
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Using Needs Differentiation to Build Customer Value |
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192 | (5) |
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Chapter 8 IDIC Step 3: Interact to Learn and Collaborate |
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197 | (42) |
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199 | (1) |
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Implicit and Explicit Bargains |
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200 | (2) |
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Do Consumers Really Want One-to-One Marketing? |
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202 | (6) |
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Customer Dialogue: A Unique and Valuable Asset |
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208 | (5) |
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Efficient and Effective Customer Interaction |
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213 | (2) |
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Complaining Customers: Hidden Assets? |
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215 | (8) |
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Empowering Customers to Defend the Brand |
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223 | (5) |
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228 | (11) |
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Chapter 9 IDIC Step 3: Interact/Privacy Considerations |
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239 | (24) |
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Protect Privacy and Earn Customer Trust to Encourage Interaction |
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242 | (2) |
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General Data Protection Regulation |
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244 | (6) |
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Customer Loyalty: Is A Customer Loyal to a Company, or a Company Loyal to a Customer? |
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250 | (5) |
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Privacy Pledges Build Enterprise Trust |
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255 | (1) |
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The Web That Might Have Been |
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256 | (7) |
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Chapter 10 IDIC Step 4: Customize to Build Learning Relationships |
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263 | (38) |
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How Mass Customization Works |
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264 | (4) |
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How Can Customization Be Profitable? Answer: Configuration |
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268 | (7) |
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Technology Accelerates Mass Customization |
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275 | (4) |
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Customization of Standardized Products and Services |
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279 | (5) |
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284 | (2) |
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Customer Success Management |
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286 | (5) |
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291 | (1) |
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Technology's Real Rainbow: Collaborative Learning Relationships |
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291 | (10) |
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293 | (8) |
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PART III Making It Happen |
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301 | (144) |
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Chapter 11 Measuring and Managing to Build Customer Value |
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303 | (48) |
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312 | (13) |
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Customer Loyalty and Customer Equity |
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325 | (4) |
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329 | (14) |
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Leading Indicators of LTV Change |
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343 | (4) |
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Stats and the Single Customer |
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347 | (4) |
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Chapter 12 Customer Analytics, Martech, Critical Thinking, Data Science, and the Customer-Strategy Enterprise |
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351 | (36) |
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Customer-Specific Data and Longitudinal Insight |
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353 | (5) |
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358 | (8) |
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Likelihoods, Probabilities, and Reality |
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366 | (5) |
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A/B Testing: Some Guidelines for Non-Statisticians |
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371 | (3) |
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Conditional Reasoning and Bayesian Analysis |
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374 | (9) |
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A Small Sect/on on a Big Topic: Using Martech to Build Customer Value and for Marketing Tasks |
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383 | (2) |
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385 | (2) |
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Chapter 13 Organizing and Managing the Profitable Customer-Strategy Enterprise |
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387 | (28) |
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Who Owns the Customer Relationship? |
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387 | (3) |
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What Is the Financial Case for Investing in Customer Experience? |
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390 | (9) |
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399 | (6) |
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405 | (9) |
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How Does Relationship Governance Affect Customer Service Management? |
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414 | (1) |
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Chapter 14 Leading to Build Customer Value |
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415 | (30) |
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How Marketers Work with the Finance Department |
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416 | (1) |
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Human Resources: Managing Employees in the Customer-Strategy Enterprise |
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417 | (12) |
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Keeping and Growing Customers is Aligned with Keeping and Growing Employees |
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429 | (6) |
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Leadership Behavior of Customer Relationship Managers and Others Leading the Customer-Centric Organization |
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435 | (4) |
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Futureproofing the Customer-Centric Organization |
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439 | (6) |
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Part III Food for Thought |
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441 | (4) |
Glossary |
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445 | (16) |
Name Index |
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461 | (8) |
Term Index |
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469 | |