Managing Customer Experience and Relationships. Don Peppers
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Fred Reichheld, “Learning from Customer Defections,” Harvard Business Review 74, no. 2 (March–April 1996): 87–88.
23 23 Reichheld, The Loyalty Effect.
24 24 Authors' note: It is generally a challenge to agree on what we all mean by “customer satisfaction,” And that is one of the main reasons most companies now use updated measures of customer engagement and value. See Richard L. Oliver, Satisfaction: A Behavioral Perspective on the Consumer (New York: Routledge, 2015). Additionally, Dave Power III has defined customer satisfaction as measuring the difference between what the customer expects to get and what they perceive they get. We are becoming more and more capable of measuring what Pine and Gilmore call “customer sacrifice,” which is the difference between what the customer wants exactly and what the customer settles for. B. Joseph Pine and James Gilmore, “Satisfaction, Sacrifice, Surprise: Three Small Steps Create One Giant Leap into the Experience Economy,” Strategy and Leadership 28, no. 1: 18.
25 25 James G. Barnes, Secrets of Customer Relationship Management (New York: McGraw-Hill, 2001).
26 26 Rishabh Rathi, “Customer Acquisition Cost by Industry,” March 30, 2020, Startup Talky, available at https://startuptalky.com/cac-by-industry/, accessed August 30, 2021.
27 27 Banks' customer acquisition costs can vary wildly, between $150 and $3,600, depending on the source, the product, and the channel, so $200 is a more-than-conservative figure.
28 28 Boston Consulting Group and Shop.org, “The State of Online Retailing 3.0: A Shop.org Study” (Silver Springs, MD: Shop.org, 2000).
29 29 Don Peppers and Martha Rogers, Ph.D., Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Hoboken, NJ: John Wiley & Sons, 2008).
30 30 ROC is pronounced are-oh-see.
31 31 John Drummond, “Long-Term Marketing a New Paradigm Shift,” Guardian, November 16, 2012, available at http://www.theguardian.com/sustainable-business/blog/marketing-long-term-paradigm-new-markets, accessed August 17, 2021. Also see Dominic Barton, “Capitalism for the Long Term,” Harvard Business Review, March 2011, accessed August 17, 2021 at https://hbr.org/2011/03/capitalism-for-the-long-term/ar/1. Janamitra Devan, Anna Kristina Millan, and Pranav Shirke also published a research finding in “Balancing Short- and Long-Term Performance,” McKinsey Quarterly, no. 1 (2005): 31–33. They examined 266 companies and grouped them into four groups of high versus low short-term versus long-term performance over a 20-year period. They discovered that those companies that balanced strong long- and short-term performance had higher total shareholder return (TSR), lasted longer than their more mediocre competitors, enjoyed three years longer incumbency from chief executives on average, and had less volatility in stock prices. Companies with strong short-term performance but weak long-term performance enjoyed less volatile stock prices but came out poorly on other measures. The most successful companies were seen to have “instilled a long-term mind-set.”
32 32 Don Peppers and Martha Rogers, Ph.D., Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism (Hoboken, NJ: John Wiley & Sons, 2008). Also see Don Peppers and Martha Rogers, Ph.D., Return on Customer: Creating Maximum Value from Your Scarcest Resource (New York: Currency/Doubleday, 2005).
33 33 Vinicius Nardi, William Jardim, Wagner Ladeira, and Fernando Santini, “A Meta-Analysis of the Relationship between Customer Participation and Brand Outcomes,” Journal of Business Research 117, September 2020, pp. 450-460, https://doi.org/10.1016/j.jbusres.2020.06.017, accessed October 18, 2021; Andrei Hagiu and Julian Wright, “When Data Creates Competitive Advantage … and When It Doesn't,” Harvard Business Review, January-February 2020, pp. 94-101; and Drummond, “Long-Term Marketing a New Paradigm Shift.” Also see Peppers and Rogers, Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism.
34 34 See Chapter 11 for an explanation of companies' “used-up” customers.
CHAPTER 3 Better Customer Experiences for Better Shareholder Return
Nothing ever becomes real 'til it is experienced.
—John Keats
Treating different customers differently may be the shortest, most succinct way to summarize what is meant by “customer relationship management,” or by “one-to-one marketing.” But what does it really mean when an enterprise “treats” a customer in some manner? To answer this question appropriately, we must first take our customer's perspective (while remembering that each different customer has their own unique and personal perspective). And from the customer's perspective, the “treatment” a customer receives from the enterprise can be thought of as the customer's “experience” at the hands of the enterprise. So the objective an enterprise has, when treating different customers differently, is to provide different customers with different experiences—experiences that are individually appropriate for each individual customer.
FRICTIONLESS: THE IDEAL CUSTOMER EXPERIENCE MAY BE NO EXPERIENCE AT ALL
When an enterprise seeks to treat different customers differently, to keep them longer and grow them bigger, it must start by trying to see its own business through its customers' eyes, experiencing what the customer experiences, and then treating each different customer in the way that customer wants to be treated. Only by pursuing this goal effectively can an enterprise manage and continually improve the customer experience delivered by whatever brand or product the enterprise is selling. In an ideal world, the enterprise would deliver just the right experience to each individual customer at the just right time. The technology to do this has only recently arrived on the business scene, but it continues to evolve rapidly, and technology doesn't slow its pace to allow mere mortals to keep up with it. To be competitively successful, business managers today must upgrade their enterprise's capabilities at a rate that keeps pace with technology's often disruptive cadence.
Over time, every customer can be expected to have a whole series of customer experiences and these experiences compound themselves into the customer's ongoing relationship with whatever enterprise is delivering the experiences. To manage these customer experiences and the relationships they give rise to over time, an enterprise needs data systems, analytics capabilities, and interaction platforms. But in addition to these technological tools, the enterprise must also ensure that its organization is properly aligned, so that it can see and manage each customer's experience