Customer Reviews

Enterprise One to One

5 star:		(16)
4 star:		(4)
3 star:		(1)
2 star:		(0)
1 star:		(2)

 

 

whilst the concept of 1:1 is appealing, and the case studies suggest that lots of companies are succeeding, there is little practical help re implementation. It's too consumer oriented a little less evangelism and more balanced approach would have been useful. suggest read : Ian Gordon Relationship Marketing Wayland & Cole - Customer Connections Regis McKenna - Real Time for a more in depth view of this.

Excellent business strategy primer for the Internet age. Peppers and Rogers methodically review how to fully exploit the advantages and opportunities of the online economy. Details how companies must change, how metrics must change, and how to transition your firm. Well illustrated with real life examples and useful tools. Answers the question "Where do I begin?" for a company trying to make the leap to the E-Commerce world.

As 1-to-1 marketing becomes common parlance within the marketing world, this book is the must read for taking a theory beyond a Chief Marketing Officer's vision and actually putting it to work. The concepts and methods of 1-to-1 are laid out in a very methodical and easy-to-follow manner. If someone mentions 1-to-1 marketing within the context of a speech, interview, or paper, this is the primer to understand both the concept and the methods. However, this is not the book to purchase if you would like an exact science of steps to CRM and 1-to-1 success. This book has been in print for a period of years and many of the methods may need to be updated for new technological tools and increased issues with privacy.

We've read your review at Amazon.com, and we tried to replydirectly to you, but your AOL address keeps bouncing back. Wesympathize with your point of view. The most common question people in large groups ask us has to do with privacy, which is exactly why we suggest a "privacy bill of rights" for any firm contemplating a one-to-one marketing program.

Obviously, however, we have failed to explain to your satisfaction that technology is just the means to one-to-one marketing, and not the end in itself. Large and small companies alike have *always* customized their behavior to their best, most valuable customers, because it's worth it to them to do so. All we're suggesting is that as computers make it cheaper and more efficient, more firms will find it beneficial to customize their behavior to a greater proportion of their customers. And then we try to talk them through the mechanics of this process.

We really doubt that you would want to live in a world without one-to-one marketing. We're willing to bet that you value sincere, personal touches, and that you appreciate it when the people you deal with make an effort to save you time and make things more convenient for you the next time you deal with them. You probably appreciate it when a retail store takes into account the long-term value of their relationship with you, agreeing to repair or replace the product you bought last week, either because it was defective or you decided you didn't really like it, after all.

You've been at the other end of 1:1 marketing if you've ever had a dry cleaner remember you like starch in your shirts, or if your local book store owner has ever recommended a book that you actually bought and enjoyed, or if you've ever had a new car delivered by a car dealer to your house, rather than requiring you to pick it up, or if your bank has ever filled out your loan application for you, or if your credit card or phone company or fuel oil supplier has let you specify which day of the month you'd prefer to pay your bill.

But some people will never want this type of relationship, which proves that different people want to be treated differently. Some people may never want their information in other people's hands. But that's OK with us. The short definition of one-to-one marketing is _treating different customers differently_, and if you want to get someone's business it's important to know how *that customer* wants to be treated.

Fact is, we'd love to have you argue your case in one of the discussion groups on our Web site, www.m1to1.com. There's probably a lot more to your opinion than you wrote in your review. But you have to be civil. No personal attacks, and no flaming. Be clever and witty, be snide, be cutting, but be polite. Why not join the fray? You have nothing to lose and it could be fun.

Nothing profound here folks. You probably don't even want to hear my "one to one" take on this book, since it may not sell more books. But I, for one, am tired of being probed by corporations eager for the next way to milk more of my meager funds. One to one marketing is insidious and, to be frank, quite frightening. I won't allow it. I don't want a computer generated drone to welcome me at every turn, at the bank, on the phone, wherever. Peppers and Rogers are arrogant and incredibly shortsighted, unable to see the downside of an increasingly individualized, contrived, privatized, and personalized existence. They seem to rely on the ignorance of the general populace, consoling eachother in corporate boardrooms, unaware that one day people will just stand up and say "no" to their one to one utopia

These founders of Marketing 1:1 share their business approach here. Instead of the traditional method of offering one product for sale to many customers, the 1:1 approach focuses on selling one customer at a time. This leads to higher customer retention and more value per customer. That is the subject of this book.

Ways must be found to find out more about your individual customers so products and marketing can be made more effective. A strong Privacy Bill of Rights will help collect information by adding to customers' security concerns.

Goals should be made to never have to ask the customer for the same information twice, to remember what they like, and remind them when they should re-order based on their buying habits. Focus on their needs rather than your products capabilities.

Involve customers in the buying cycle; get them to collaborate on larger projects with you; discover who else they may be giving some of your potential business.

Also, by having additional data to study, you can prioritize individual tailoring to your key customers that account for most of your business.

Start with a vision by asking "If we had all the customer-specific info we could possibly want, what would we do differently?" Explore the value of different data that you have and that you might obtain and pick a few items that are the least time and cost intensive and also add to customer satisfaction and your bottom line.

Five Stars

A major theme that runs through practically all marketing books is that you must know your customers. A very long list of products and services that failed due to violating this principle may be prepared. Not only products by individual inventors, but products by long established corporations make up this list.

Today a major tool for understanding customers has come into existence. This, of course, is the computer and the interlinking systems for computers. The authors of this book argue that this is now the beginning of the age of interactive business. In the past the emphasis was on the mass product, one size fits all. Today, products and services can be tailored to one customer. This fact can be used to create customer loyalty and "lock-in" a customer to your business.

One of the many examples cited in the book is the ordinary greeting card. Up until now the greeting card companies have, in fact, thought of the retailers as their customers. Now it is not only possible, but it is becoming practical to establish a "1:1 relationship with end users". This is made possible by "the computer, modem, and at-home color printer."

Note this new "one to one" relationship with your customers may also have a tremendous affect on current distribution systems. It will, in many cases, result in new companies being formed because many current firms cannot offer this sort of direct service without antagonizing their present wholesalers, distributors, and retailers. Greet Street in greeting cards is an example.

Perhaps the greeting card business may seem remote to your product, but consider that this same one to one relationship principle is being applied to such diverse items as used cars and shoes. One firm (Custom Foot) that offers custom shoes has only sample shoes in their stores along with their foot measuring machine. Shoes in other styles may be ordered at any time by phone or modem because the firm's computer retains all your measurements.

An important concept emphasized by the writers is the "Learning Relationship" concept. Whether it is your shoe dimensions, car accessory preferences, or hotel accommodations, the one to one age computer will know what you prefer. Think of the loyalty factor here. It is like the bar where everyone knows your name.

Yet another example is Amazon.com, Inc. This interactive book store is now one of the world's largest. Yet its physical inventory is very small. In fact, its turnover is 150 times per year, whereas the average bookstore is four times a year!

In the past, we might have visualized the computer as an enormous impersonal machine, but in this interactive mode it can remember your birthday, your taste in books, or dozens of other personal bits of information. The book offers a good piece of advice: "Any company that treats a customer the same as "everybody" is treating that customer like nobody."

The new marketplace is not without problems. How do you supply documents, for a price that the customer will not duplicate and resell or give away to friends? One technique is the "watermark" or a slight variation that can be used to trace the source of a copy. Then there is the problem of using credit cards without theft possibilities. Guaranteeing privacy is a must in many areas.

This interactive, one to one concept also has and will affect manufacturing methods. A lady offering custom knit-wear bought a German made computerized loom and is able to offer dresses made to the customer's specified color, style, and size.

In many cases, the applications cited in the book are for those who can afford to pay more for their "tailor-made" product, but note the tremendous drop in computer prices over the years. A home table top computer today has the capabilities of a multi-million dollar computer of a few years ago.

This book is an easy read even though it often resorts to abbreviations such as LTV (long term value), NPV (net present value), and MVC (most valuable customers). However, these are explained in the text and in its Glossary and Principles section. Also, diagrams are provided to enable you to better visualize the concepts presented.

You should read this book because your competition surely will and because "the future" has already begun.

Very educational, very detailed, have to read over and over, like a manual in order to grasp all details and implement.

This is the "how-to" that follows the "why" of "The One to One Future" (Peppers and Rogers' first book.) Companies will find real world examples of what can happen when they actually listen to their customers. Every Chief Information Officer should also read this book. It will provide all of the answers to their VP of Marketing's requests for a way to track customer behavior and "learn" about their customers. Great Book!!!!

Wow! I thought One to One Future was a really neat book, but this one knocks it out of the park. Peppers and Rogers show you how to evaluate your OWN business situation and plot a real strategy to lock your customers in and generate higher profit margins. Great book