Martha Rogers

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.

A Full-Day Workshop

A lot of traditional, widely accepted and perfectly legal business practices just can’t be trusted by customers and will soon become extinct, driven to dust by rising levels of transparency and increasing consumer demand for fair treatment, and competitive pressure. Any business that fails to prepare for this new reality will soon be competed out of business by rivals who figure out how to make a greater profit by doing a better job of earning the trust of their customers.

Ask yourself: If anyone measured the relative trustability of all the companies in your industry, how would you score? What do you need to do to get to the top and stay there?

Note: While this agenda is topically accurate, all sessions and exercises in this workshop will be tailored to the needs of the client company.

Session 1. What is Trustability, and Why Does It Matter?

Transparency is increasing because of inevitable technological pressure. It can’t be stopped, averted, or slowed down. Especially the technologies that heighten and magnify our connectedness as people. It requires “proactive trustworthiness,” or Trustability. Before any serious improvement effort for increased trustability can be successful, we need to know what success looks like. So in Session 1, we’ll first review the essential elements of trustability and how trustability differs from mere trustworthiness.

• Doing Things Right: Competence increases Trustability
• Doing the Right Thing: Align your interests with those of your customers financially and otherwise
• How to Behave Proactively
• How to Be More Transparent
• Table Exercise: How Trustable Is Your Company?

Session 2. Why Your CFO will Love Increased Trustability

Customers are willing to pay more to do business with companies they trust. How much more? It’s different in different industries and markets, but it’s universally true. Relationships are the link to long-term shareholder value and plain old profits, and that makes Trustability a capitalist tool.

• There’s No Such Thing as One-Way Reciprocity
• Individual Exercise: Determining the Importance of Trustability in Your Industry
• Two kinds of customer value – short-term and long-term
• Loyalty’s increasing rate of return
• What’s your Return on Customer?
• The economics of Trustability
• Group Exercise: Maximizing the value created by each customer

Session 3. Do Things Right and Do the Right Thing

Stephen M.R. Covey said that we measure ourselves by our intentions and others by their behavior. So no matter how good our intentions are to do things right and do the right thing, all that matters is the customer’s experience with us. That’s the experience they will share with a gazillion of their closest friends online.

• Serving the Interests of Customers, Profitably
• How Trustable Companies Use Customer Insight to Improve Customer Experience
• The Power of An Apology
Individual Exercise: Optimal business modeling for trustability
• Competence and Good Intentions are Joined at the Hip
• Product Competence and Customer Competence
• Self-Organizing Employees and Trust Platforms
• Group Exercise: Removing friction from doing business with customers

Session 4. Proactivity and Measuring Trustability Success

How will businesses operate competently, fairly, and proactively in the near future? And how will they know it’s working? How do we build Trustability into our KPIs?

• The Rise of Proactivity
• What Would Proactivity Look Like In Your Business?
• Group Exercise: Thinking Proactively for Customers
• Measuring the Improvement and Economics of Trustability
• What you measure guarantees what you will get. Which of your KPIs encourage Trustability? And which diminish Trustability?
• How to survive disruptive technological or regulatory changes in your category
• Designing Trustability into a Business
• Group Exercise: Which Measures for Us? Which Measures Build Trustability?

All sessions are customizable. We work with clients to understand and address specific needs and objectives of the organization to insure goals are met.

A Full-Day Workshop

Customer loyalty is a misunderstood and abused marketing idea that has by now lost nearly all connection to business reality. We all know that having loyal customers must be beneficial to a business. And as customers ourselves, we know what it means to be loyal to our favorite products, services, and brands. But few companies are genuinely good at maintaining and improving customer loyalty, tracking it, or measuring its actual benefits. This workshop is designed to help consumer-facing businesses improve the loyalty of the customers they sell to.

Note: While this agenda is topically accurate, all sessions and exercises in this workshop will be tailored to the needs of the client company.

Session 1. What is Customer Loyalty, and Why Does It Matter?

Before any serious customer loyalty improvement effort can be successful we need to know what success looks like. But this will depend on how we define the problem to begin with. So in Session 1, we’ll first review two conflicting definitions of customer loyalty and discuss how they’re related. Then we’ll learn how to track and evaluate each type.

• Attitudinal vs. Behavioral loyalty
- Making emotional connections with your customers (Jason Sadler story)
• The economics of behavioral loyalty
- Two kinds of customer value – short-term and long-term
- Loyalty’s increasing rate of return
- What’s your Return on Customer?
• The economics of attitudinal loyalty
- How to use (and not to use) NPS, CSAT, and other non-financial metrics
- The role of trustability in creating customer advocates
- How to survive disruptive technological or regulatory changes in your category
• Group Exercise: Maximizing the value created by each customer

Session 2. Getting the Most Out of Your Loyalty Program

In the United States, there are three and a half billion individual loyalty club memberships, which amounts to more than 30 for every American household. Not just airlines and hotel chains, but retail stores, credit cards, banks, and other consumer marketing companies in virtually every business category have loyalty programs. But fewer than half of these billions of memberships are active. So what makes for a good loyalty program – one that can actually help a company improve the loyalty of its customers? And is there any business, industry, or category in which having a loyalty program may not be the right idea?

• The I-D-I-C model
- When loyalty programs are indispensable
- Understanding “longitudinal customer behavior”
• Group Exercise: Creating a Customer Differentiation Matrix
• Best practices of loyalty programs
- Insight: Never waste an opportunity to gain insight about a customer
- Modularity: An effective program is modular, enabling participants to mix and match aspects to their own preferences
- Openness: Consumers value openness. They want a service or program that works with other programs
- Relationships: A loyalty program should be managed around customers, not products
- Simplicity: Your program can be as complex and intricate on the inside as you need, but keep things very simple for the consumer, to ensure a frictionless experience
- Group Exercise: Removing friction from a loyalty program

Session 3. Improving Loyalty by Creating “Learning Relationships” with Customers

Some companies try to buy their customers’ loyalty with points and awards. But if you can establish Learning Relationships with your individual customers – that is, relationships that are based on constantly improving the “context” of the relationship – then you won’t have to buy your customers’ loyalty at all. Instead, you can sell it to them.

• Needs-based differentiation of customers
• Customizing the customer experience
- “De-commoditizing” your product or service by expanding the need set
- Re-drawing the Customer Differentiation Matrix
• Group Exercise: Devising a platform for Learning Relationships with your customers

Session 4. There’s a Person in There Somewhere: Front Line Workers
You can’t write a line of code or a business process rule that will guarantee that an employee will delight the customer. The employee must want to delight the customer. In the final analysis, your customers’ loyalty to you will be in the hands of front line, customer-facing workers. Whether these are retail clerks, or service technicians, or contact-center associates, your employees level of engagement will have a direct effect on customer loyalty.

• First, are you loyal to your customers?
- Treating customers the way you’d like to be treated, if you were the customer
• Creating a self-organizing company
- Engaged employees
- Enabled employees
• Group Exercise: Empowering front-line worker

All sessions are customizable. We work with clients to understand and address specific needs and objectives of the organization to insure goals are met.

A Half-Day Workshop

Consumers no longer rely principally on advertising to learn about products and services they might want. Instead, they seek out information online – not just from a brand itself, but from third-party review sites, subject matter experts they find online, and their own social media connections. Nearly 90% of Americans report they do online research before buying virtually anything new, while 75% check product reviews first, and 80% use a smartphone to help with shopping. If at least some of your current customers have a genuine emotional affection for your brand, and are willing to advocate on your behalf to other consumers, you will have a tremendous leg up in the new environment, an environment in which everyone is connected to everyone, 24/7. This workshop is designed to show you how to make it happen.

Note: While this agenda is topically accurate, all sessions and exercises in this workshop will be tailored to the needs of the client company.

Session 1. Making an Emotional Connection with your Customers

Genuine, enthusiastic customer advocacy is generated only when a customer has connected on an emotional level with a product, brand or service. And you can’t make an emotional connection with a customer unless you’ve first removed all the friction from the customer experience.

• Four elements of a truly frictionless customer experience
• The overwhelming importance of earning customer trust
• Using trust to make an emotional connection with the customer (Jason Sadler story)
• Understanding the economics of emotional customer loyalty
- How to use (and not to use) NPS, CSAT, and other non-financial metrics
- Surviving the next disruptive technological or regulatory change in your category
• Group Exercise: Maximizing the value created by each customer

Session 2. Priming the Organization and Scaling the Effort

Customer advocates are loyal not just to a brand, but to the people they see who represent the brand. So front-line employees – retail clerks, contact center associates, sales consultants, and even service technicians – are all critical to the success of any customer advocacy effort. Your employees’ level of engagement will have a direct effect on the success of your customer advocacy initiatives.

• “Culture eats strategy for breakfast”
• Creating a self-organizing company
- Engaged employees
- Enabled employees
• Scaling your customer advocacy initiative
• Group Exercise: Empowering the front-line worker

All sessions are customizable. We work with clients to understand and address specific needs and objectives of the organization to insure goals are met.

• Business Competition, Future Tense
Technology is raising customer expectations, and now you’re competing with Amazon, Apple, JetBlue, and Amex. Four strategies for succeeding in the transparent future.

• The Omnichannel Myth
99% of companies that say they’re “omnichannel” aren’t. Three obstacles to overcome before joining the 1% of companies that really are.

• After e-Commerce: Immersive Commerce
Today’s programmatic marketing tactic is tomorrow’s smartphone app, so get ready now for an online CX featuring “chatvertising” and bot-to-bot marketing.

• 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