Don Peppers

• Four Ways to Avoid “Post-Disruption Stress Disorder”
PDSD has plagued more than one business, from Kodak to Blockbuster, and from Apple to IBM. Four strategies for beating the next disruption in your own category.

• Customer Trust as a Disruptive Innovation
How to out-do your competitors by earning your customers’ trust, and why this can insulate you from the next big disruption in your business.

• Digital Disruption for Fun and Profit
Creating your own disruption is a good way to survive radical technological (or regulatory) change, and offense is always more fun than defense.

• Proactive Customer Strategy: The Smart Response to Transparency
Now that what customers say about you matters more than what you tell customers about yourself, what your customers want is for you to be proactive on their behalf. 

• Uber-izing your business
Trust platforms like Airbnb, Uber and Taskrabbit empower customers with the ability to self-organize, eliminating the middle man. Other businesses can, too. And will.

• Proactive Trustworthiness is the New Black
New technology drives new expectations. You need a new strategy, good for 2017 and beyond. Grow profitably and stay competitive with Extreme Trust. Four tasks to do so.

• Do Your Customers Trust You? Should They? And Do You Trust Them?
If somebody measured every company tomorrow, how would your company rank?  What decisions are you making today that create or destroy trust?

• What Would a Trustable [insert your company’s name] Look Like?
Do you give refunds proactively? Host customer reviews on your website? Things to show you’re a leader in trustability, while improving business results at the same time.

• What is the Value of a Better Customer Experience?
How to map the CX, improve it, profit from it.  How does it help us and help our customers?   Why is “customer journey mapping” exactly what’s needed now?

• The Customer Dashboard
How to measure your success with customers. Metrics needed to drive your decisions and behaviors, eliminate landmines and build customer equity.

• Customer Metrics You Can Bank On
Providing a better CX is costly today, while value is realized tomorrow. Resolve this dilemma to the satisfaction of your CFO.  How much more will customers pay if…?

• You Can Lead a Man to Data, But You Can’t Make Him Think
Trustworthy data is (1) objective and (2) accurate. That’s half the battle. Five principles for using objective, accurate data to make more scientifically reliable business decisions.

• How to Make Data-Driven Decisions Without a Statistics Degree
Anticipating human biases, avoiding statistical errors, and recognizing the limits of the data you have. How to talk with your customer analysts, without equations.

Balancing Work, Life, and Getting Where You Deserve to Be
Take it from a woman who has advanced degrees, a history of professional leadership in corporate America and entrepreneurial ventures, and has raised a family while traveling on six continents.  It ain’t easy, but you can do it for fun and profit.

Leading While Female
One of the world’s most acclaimed leaders in customer experience, customer loyalty, trustability, business technologies, and building equity shares her insights from 25 years in the field with clients, companies, CEOs, and real customers. 

You Go Girl!
Winning the Millennial Generation by leveraging the increasing power, influence, and authority of women in business. How to structure a truly collaborative and social business enterprise.

• Customer Advocacy: Recruiting Your Best Customers to the Sales Team
The pinnacle of Customer Success Management is customer advocacy. How to create emotional, human bonds with customers, at scale, and leapfrog your competitors to own the category.

• Customer Success: Competing for Sales in the Cloud
SaaS and other subscription-based businesses must cultivate prospects, not just hunt them. How to manage every customer relationship as a Challenger Sale.

• Social Selling: Arm Your Salespeople
Turn salespeople into thought leaders armed with social ninja skills. Learn how to sell based on triggers, insights, and referrals.

• Managing a Successful Customer-Centric Transformation
The key isn’t technology or data or policy. All these things are table stakes. The key lies in the culture of your employees. How to improve and maintain your corporate culture.

• Self-Organizing Your Way to Competitive Success
When a customer problem comes in, you want your employees to swarm the problem and solve it, without top-down direction. Here’s how to make that happen.

• Empowered Consumers? Or Digitally Augmented Humans?
Today’s consumers have digital super powers undreamed of even a decade ago, but affection, trust, and genuine loyalty can’t be automated, and will never be outdated.

• Digital Connections, Emotional Engagement
Customer satisfaction doesn’t generate loyalty, but dissatisfaction creates disloyalty. Design your customer experience to be frictionless first, then emotionally engaging.

• Delivering Humanity to B2B Customers
Success, more than satisfaction, drives the business customer. But a successful customer success effort will include genuine, human connections, based on emotion and trust.

• Customer Loyalty: What, How, and Why
What it means to “loyalize” your customers, how to do so, why it’s worth the money, and three important obstacles that must be overcome.

• Using Customer Loyalty to Make Better Short-Term Decisions
The customer’s memory is the most reliable link between the short-term financial effects of current decisions and the long-term shareholder value they might create.

• Are you Loyal TO Your Customers?
Implement CRM processes to make customers more loyal and you’ll almost certainly fail. But do it to improve their lives, and you’ll almost certainly make them more loyal.

• Preparing for the Next Great CX Innovations and Challenges In:
Retail
Healthcare
Banking and Insurance
Communications
Travel and Hospitality
Automotive
B2B

Customers are a scarce resource--finite in number, and expensive to replace. So it is vital to create the most value possible from the customers on hand, including any new customers coming in to the franchise. Unfortunately, because companies do not measure their Return on Customer and aren't held accountable for it, managers have no incentive whatsoever to preserve and increase the value of the customer base as a financial asset. As a result, companies frequently end up destroying a great deal of their own value in a single-minded quest for short-term income.

Creating genuine enterprise value from customers is a balancing act--an optimization problem. The actions one takes to acquire customers more aggressively have the potential to reduce current customers' lifetime values. Selecting a more relevant message for a marketing promotion will increase the attractiveness of the promotion, but it will also limit the target population. Streamlining the call center by installing an interactive voice response system may reduce the cost to serve customers, but could also reduce satisfaction levels or hinder the satisfactory resolution of complaints. A company that fully embraces genuine value creation will inevitably become customer-oriented, striving to understand and adopt the different perspectives of customers themselves. This will not only lead to a more effective and profitable enterprise, over the long term, but a more attractive and ethical corporate culture as well.

In this full-day seminar, Don Peppers will conduct classes in four interactive modules, designed to explore the issues involved in maximizing a firm's Return on Customer.

A high proportion of new products & services bomb because they misjudge the customers' needs. That means a high proportion of your marketing budget is poured into failures. We've all seen them. In fact, you may even have been responsible for one or two yourself that you'd rather forget. In this session, you will cover how to use customer insights generated by 1to1 marketing to raise the success rate of your new product introduction strategy. By linking new product ideation, development and launch directly to an understanding of customer need, you can spot and eliminate turkeys before you invest too much time and money in them. Just as importantly, you can focus and refine your efforts on new products and services that stand a much better chance of becoming your revenue-generating future stars.

A company that fully embraces genuine value creation will inevitably become the customer-oriented, striving to understand and adopt the different perspectives of cutomers themselves. Putting yourself in the role of a customer, in order to better understand your own business, is virtually the same thing as beginning to cultivate a culture of customer trust. For a business to be successful, its customers must trust it to act in their own interest--to recommend products and services not based just on what the company wants to sell, but based on what the company's own information and analytical systems indicate that this particular customer will find the most valuable. This process not only leads to a more effective and profitable enterprise, over the long term, but a more attractive and ethical corporate culture, as well. In this track, Don Peppers will conduct a very interactive seminar, challenging participants to use what they have now learned to think through a variety of ethical dilemmas commonly faced by businesses and business executives and posed to the seminar audience for discussion.

You might think that it's easy to tell right from wrong in business. But that isn't true. Few business ethics issues present themselves in a simple, easy-to-understand way. Anyone making real business decisions is likely to come face to face with a variety of ethical dilemmas. It's often easy to look the other way, but is that right? It's nearly as easy to avoid all hint of controversy, but you would be at a competitive disadvantage, permanently. In this fascinating one-hour seminar, based on a chapter in Don Peppers's book Life's a Pitch, participants are asked to evaluate a variety of real-life ethical dilemmas, and then learn the outline of four basic principals by which most of these situations can be resolved.

Customers are not on-off switches. They are volume dials. In this one-hour seminar, based on the international bestseller The One to One Future, you are asked what it really means to have truly satisfied customers. Satisfied customers will come back for more and more. They will be more likely to recommend other customers to you. They will probably cost you less to serve. All around, customer satisfaction can pay big financial dividends to a firm. And what does it take to ensure great customer satisfaction? More than anything else, it requires you to develop a culture of customer trust--to show customers that you have their own interests at heart. But it also requires you to treat customers individually--to do business with them, 1 to 1.

The next phase of the customer revolution is to translate customer value into shareholder value. You'll be shown why the only true measure of a company's performance is how many customers it has, the amount of money it is able to earn from those customers and how each of these indicators change over time. Plus, you'll be offered a methodology for calculating and increasing both customer and shareholder value.

Most business executives today would agree that a company's value is closely related to the value of its customers--that is, the sum total of lifetime values in the current and future customer base. Customers are the scarce resource for a business. They are hard to acquire, costly to lose and difficult to replace. Your company should want to generate the most value possible from each customer, but there are always tradeoffs. A more aggressive customer acquisition campaign might irritate some and reduce their longterm value. A more targeted program will drive a higher response rate, but on a smaller population of prospects. In other words, creating maximum value from your customers involves optimization--balancing current-period profits against decreases or increases in customer lifetime values, to maximize your "Return on Customer." This on-hour presentation will take you on a tour through Don Peppers' and Martha Rogers' newest business strategy book entitled Return on Customer. Hold on to your seat, though, because this is a rocket-ship ride through some of the most intellectually stimulating territory in global business today.

Customer relationships are more important today than ever before. Web sites, call centers, automated sales forces--every type of business now has technology that enables it to treat different customers differently. So how do you earn a profit from this? How can you develop and maintain relationships with your customers (whether they are consumers or other businesses), and then use those relationships to benefit your bottom line? In this one-hour discussion, based on Don Peppers' and Martha Rogers' best-selling marketing primer, The One to One Fieldbook, you'll be provided a concise overview of some of the strategies today's best relationship marketers are following, and then be talked through a four-step program for creating, maintaining, and profiting from relationships with your own customers.

Don Peppers and Martha Rogers, Ph.D. helped kick off the relationship revolution a decade ago with the landmark first book, The One to One Future. In the years since, along with authoring five more books, the Peppers & Rogers Group management-consulting firm has converted "one to one" from a theoretical concept into a practical methodology driving real business results--helping companies maximize the value of every customer relationship. The only way to get those results, Peppers and Rogers say, is to step back from your organization and take the customer's perspective--really take the customer's perspective, in the full knowledge that customers are different, and every one is likely to have a slightly different set of motivations and needs. Ultimately, understanding the customer's viewpoint requires a firm to earn the customer's trust, and often this involves a radical shift for the organization, not only in terms of metrics and responsibilities, but also in terms of culture. Genuinely taking the customer's own perspective is probably the most important--yet most difficult--task to be accomplished before any organization (whether public or private) can truly enjoy the benefits of the relationship revolution.

There is a new star by which you need to steer your business: the impact of activity on customer value. Every management decision you take should be made with an eye on this new star. Drawing on the experiences of real-life organizations he has worked with and studied, best-selling author, business visionary and practitioner Don Peppers will explain how to create a framework that drives and measures "Return on Customer."

Companies are engaging in actions every day that create or destroy the value of customers, but for the most part they are unconscious of the consequences because they are not measuring them. At this session, the world authorities on Marketing One to One as a way of doing business will show you how to make explicit the long-term effect on customer value with every action your organization takes. Don will be drawing on un-published work which he has been researching for his next breakthrough strategic business publication, and addressing THE question facing us all: how to achieve viable return on customer investment.