Managing Customer Experience and Relationships. Don Peppers

NOTES CHAPTER 8: IDIC Step 3: Interact to Learn and Collaborate DIALOGUE REQUIREMENTS IMPLICIT AND EXPLICIT BARGAINS DO CONSUMERS REALLY WANT ONE-TO-ONE MARKETING? CUSTOMER DIALOGUE: A UNIQUE AND VALUABLE ASSET EFFICIENT AND EFFECTIVE CUSTOMER INTERACTION COMPLAINING CUSTOMERS: HIDDEN ASSETS? EMPOWERING CUSTOMERS TO DEFEND THE BRAND AGE OF TRANSPARENCY NOTES CHAPTER 9: IDIC Step 3: Interact/Privacy Considerations PROTECT PRIVACY AND EARN CUSTOMER TRUST TO ENCOURAGE INTERACTION GENERAL DATA PROTECTION REGULATION CUSTOMER LOYALTY: IS A CUSTOMER LOYAL TO A COMPANY, OR A COMPANY LOYAL TO A CUSTOMER? PRIVACY PLEDGES BUILD ENTERPRISE TRUST THE WEB THAT MIGHT HAVE BEEN NOTES CHAPTER 10: IDIC Step 4: Customize to Build Learning Relationships HOW MASS CUSTOMIZATION WORKS HOW CAN CUSTOMIZATION BE PROFITABLE? ANSWER: CONFIGURATION TECHNOLOGY ACCELERATES MASS CUSTOMIZATION CUSTOMIZATION OF STANDARDIZED PRODUCTS AND SERVICES VALUE STREAMS CUSTOMER SUCCESS MANAGEMENT CULTURE RULES TECHNOLOGY'S REAL RAINBOW: COLLABORATIVE LEARNING RELATIONSHIPS NOTES PART II: Food for Thought

      10  PART III: Making It Happen CHAPTER 11: Measuring and Managing to Build Customer Value CUSTOMER EQUITY CUSTOMER LOYALTY AND CUSTOMER EQUITY RETURN ON CUSTOMER LEADING INDICATORS OF LTV CHANGE STATS AND THE SINGLE CUSTOMER NOTES CHAPTER 12: Customer Analytics, Martech, Critical Thinking, Data Science, and the Customer-Strategy Enterprise CUSTOMER-SPECIFIC DATA AND LONGITUDINAL INSIGHT BIG DATA LIKELIHOODS, PROBABILITIES, AND REALITY A/B TESTING: SOME GUIDELINES FOR NON-STATISTICIANS CONDITIONAL REASONING AND BAYESIAN ANALYSIS A SMALL SECTION ON A BIG TOPIC: USING MARTECH TO BUILD CUSTOMER VALUE AND FOR MARKETING TASKS AN ANALYTICAL FABLE NOTES CHAPTER 13: Organizing and Managing the Profitable Customer-Strategy Enterprise WHO OWNS THE CUSTOMER RELATIONSHIP? WHAT IS THE FINANCIAL CASE FOR INVESTING IN CUSTOMER EXPERIENCE? RELATIONSHIP GOVERNANCE MAKING IT HAPPEN HOW DOES RELATIONSHIP GOVERNANCE AFFECT CUSTOMER SERVICE MANAGEMENT? NOTES CHAPTER 14: Leading to Build Customer Value HOW MARKETERS WORK WITH THE FINANCE DEPARTMENT HUMAN RESOURCES: MANAGING EMPLOYEES IN THE CUSTOMER-STRATEGY ENTERPRISE KEEPING AND GROWING CUSTOMERS IS ALIGNED WITH KEEPING AND GROWING EMPLOYEES LEADERSHIP BEHAVIOR OF CUSTOMER RELATIONSHIP MANAGERS AND OTHERS LEADING THE CUSTOMER-CENTRIC ORGANIZATION FUTUREPROOFING THE CUSTOMER-CENTRIC ORGANIZATION NOTES PART III: Food for Thought

      11  Glossary

      12  Name Index

      13  Term Index

      14  End User License Agreement

      List of Exhibit

      1 Chapter 1EXHIBIT 1.1 Increasing the Value of the Customer BaseEXHIBIT 1.2 Enterprise Strategy MapEXHIBIT 1.3 Objective of Customer CentricityEXHIBIT 1.4 Comparison of Market-Share and Share-of-Customer Strategies

      2 Chapter 2