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Reichheld draws upon case studies of a variety of businesses including Harley-Davidson, Dell Computer, and Enterprise Rent-A-Car to show how employee and customer loyalty promote financial success. His approach to developing loyalty is based upon six principles of leadership including never profiting at the expense of partners, rewarding the right results, and honest communication. Reichheld is a Bain Fellow and author of The Loyalty Effect. c. Book News Inc.
U.S. corporations now lose half their customers in five years, half their employees in four, and half their investors in less than one. The Loyalty Effect reveals the secrets of successful companies which base their business strategies on loyal relationships. Reichheld lays out the principles that connect value creation, loyalty, growth, and profits, and shows how great companies have used these principles to build loyal customers, loyal employees, and loyal owners.
This new book focusses upon customer care in relation to Human Resource Management issues and strategic planning. It addresses the objective of customer loyalty and retention in relation to business success and shows how this can integrate a company's strategy with regard to Marketing, Human Resource Management, Quality and Management of Change. This is an innovative book in a topical area that draws upon case study material.
In every industry, and any company, customer loyalty marketing is an important pillar of corporate strategy. This second edition of Customer Loyalty Programmes and Clubs, explains how the key to effective protection against competition lies in identifying and offering your customers the right combination of financial and non-financial benefits. Stephen Butscher has reviewed the developments that have taken place since his original successful step-by-step guide was published and now includes 'pricing for customer loyalty' and 'e-loyalty' along with extra case studies. He takes you through all the necessary stages to research, plan and launch a programme that builds and develops the relationship between you and your customers, and emphasises value measurement and selection of the right benefits, enabling you to integrate the loyalty programme into every part of your organization. Customer Loyalty Programmes and Clubs includes case studies from some of the most successful companies, including Volkswagen Club, Kawasaki Riders Club, Swatch the Club, Porsche and many more.
Jarret Ruminski examines ordinary lives in Confederate-controlled Mississippi to show how military occupation and the ravages of war tested the meaning of loyalty during America's greatest rift. The extent of southern loyalty to the Confederate States of America has remained a subject of historical contention that has resulted in two conflicting conclusions: one, southern patriotism was either strong enough to carry the Confederacy to the brink of victory, or two, it was so weak that the Confederacy was doomed to crumble from internal discord. Mississippi, the home state of Confederate President Jefferson Davis, should have been a hotbed of Confederate patriotism. The reality was much more complicated. Ruminski breaks the weak/strong loyalty impasse by looking at how people from different backgrounds--women and men, white and black, enslaved and free, rich and poor--negotiated the shifting contours of loyalty in a state where Union occupation turned everyday activities into potential tests of patriotism. While the Confederate government demanded total national loyalty from its citizenry, this study focuses on wartime activities such as swearing the Union oath, illegally trading with the Union army, and deserting from the Confederate army to show how Mississippians acted on multiple loyalties to self, family, and nation. Ruminski also probes the relationship between race and loyalty to indicate how an internal war between slaves and slaveholders defined Mississippi's social development well into the twentieth century.
Loyal Subjects considers how the Civil War complicated the cultural value of emotion, especially the ideal of sympathy.
In business, it’s not enough for people to like you, they need to love you! Learn how building loyalty and modeling great customer service behavior to develop frontline teams is the key to building raving fans. To thrive in today’s economy, it’s not enough for customers to merely like you. They have to love you. Win their hearts and they will not only purchase more—they’ll talk you up to everyone they know. But what turns casual customers into passionate promoters and lifelong buyers? Loyalty experts at FranklinCovey set out to unlock the mysteries of gaining the customer’s loyalty. In an extensive study that involved 1,100 stores and thousands of people, they isolated examples that stood out in terms of revenues and profitability. They found that these “campfire stores” burned brighter than the rest thanks to fiercely loyal customers and the employees who delight in making their customers’ lives easier. Full of eye-opening examples and practical tools, Leading Loyalty helps you infuse empathy, responsibility, and generosity into every interaction and: Make warm, authentic connections Ask the right questions and listen to learn Discover the real job to be done Take ownership of the customer’s issue Follow up and strengthen the relationship Share insights openly and kindly Surprise people with unexpected extras Model, teach, and reinforce these essential behaviors through weekly team huddles It’s time to invest in building loyalty. Leading Loyalty reveals the principles and practices of everyday service heroes—the customer-facing employees who cultivate bonds and lift revenues through the roof.
Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.
Coaching and developing employees is not a one size fits all activity. Race, gender, class, education, culture and religion can all affect the needs of employees. Coaches, leaders and line managers must address this. Diversity, Inclusion and Belonging in Coaching is a practical guide for coaches, leaders and line managers which explains how to understand different employee needs, identify what experiences can impact these needs and shows how to develop a truly inclusive approach to coaching and employee development. It also covers how to recognize the difference between employees in survival mode as opposed to those who are thriving, feeling psychologically safe and displaying healthy resilience. Packed full of practical tips, tools, case studies, interviews, examples and activities to work through in practice, this book allows coaches, leaders and line managers to create an inclusive culture of belonging and psychological safety to ensure that all employees flourish. There is also specific guidance on how to deal with employee trauma such as prejudice, racism, bullying, burnout, imposter syndrome and grief as well as how to cultivate a system of acceptance and encourage all employees to safely bring their authentic selves to work. Supported by expert advice, personal experience and industry research, this book is crucial reading for all coaches, leaders and managers responsible for talent development.