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Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism Hardcover – February 8, 2008


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Rules to Break and Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism + Extreme Trust: Honesty as a Competitive Advantage
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Product Details

  • Hardcover: 320 pages
  • Publisher: Wiley; 1 edition (February 8, 2008)
  • Language: English
  • ISBN-10: 0470227540
  • ISBN-13: 978-0470227541
  • Product Dimensions: 6.3 x 1.1 x 9.2 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #1,563,934 in Books (See Top 100 in Books)

Editorial Reviews

Review

"Harnessing the power of connected customers and networked employees is now the key to success and that's what this book is all about." (Bookviews.com, April 2008)

From the Inside Flap

Rules to Break &Laws to Follow

From the dynamic writing team whose classic bestseller, The One to One Future, launched the Customer Relationship revolution, Rules to Break and Laws to Follow brings the unique Peppers and Rogers perspective to the most important issues facing businesses today.

Based on their decades of experience working with leading companies around the world, Peppers and Rogers are kicking the business model up yet one more notch. Written in their hallmark conversational style, Rules to Break and Laws to Follow will help you make better decisions a dozen times a day:

  • Why short-termism drives your business, and what you can do to stop it while still paying the bills

  • Why new, interactive technologies mean that customer trust is more important today than it ever was before

  • How respectful disagreement and dissent within your business can lead to better decisions, more innovation, and an engaging workplace environment

  • How to recover your customers' trust after it is undermined by a PR disaster or some other problem

  • Why social networks of customers don't always act rationally, and how best to use such networks to benefit your organization

  • What kind of corporate culture you need to ensure that your employees create real value for your business even when no one's looking over their shoulders

  • How to create a "climate of innovation" at your firm to ensure a continuous flow of new ideas, product and service improvements, and creative decision-making


More About the Author

Don Peppers was the oldest of five children raised in a small town in Missouri, and he's always had eclectic interests. He earned a degree in astronautical engineering at the US Air Force Academy and then received a masters in public affairs from Princeton, with a concentration in foreign policy. But he has never worked a day in either of these fields. After serving in the Air Force his first civilian job was as an economist at an oil company, and then he became director of accounting at a regional airline. At the airline he gravitated into the marketing field, and eventually went to work at a series of advertising agencies, where he gained a reputation as a successful "rainmaker," concentrating on winning new clients. He wrote about some of his successful (and unsuccessful) pitches in his book Life's a Pitch: Then You Buy. His collaboration with Martha Rogers, a former advertising professor, began in 1990, and their first book together, The One to One Future, was published 3 years later. Since then they have co-authored eight more books together, the most recent being Extreme Trust: Honesty as a Competitive Advantage.

Don and Martha founded a management consulting firm, Peppers & Rogers Group, which now has consultants and offices on five continents and specializes in helping companies improve their customer-facing processes, from sales and marketing issues to customer service, communications, social media, and employee culture. They like to say their mission is "to make the world safe for customers."

Customer Reviews

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Most Helpful Customer Reviews

8 of 8 people found the following review helpful By René F. Lisi on February 6, 2008
Format: Hardcover
I read all books from Don and Martha. "one to one future" was the first and the best book I've ever read related to CRM. "return on customers" was a first attempt to demonstrate that company value isn't necessarely equal to EBITDA and value of shares. Don and Martha introduced here the concept of long-term view vs short-termism.
With this latest book "rules to break & laws to follow" - I've read it in one day! - they follow their concept of demonstrating what real value to a company means.
I do like especially the introduction of an "employee/empowerment"-dimension which was a little bit missing until now.
Real great book. A must for all leaders and managers.
René F. Lisi
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1 of 1 people found the following review helpful By Erik Gfesser VINE VOICE on October 4, 2010
Format: Hardcover Verified Purchase
Purchase of this text by this reviewer followed on the tails of "The Strategy Paradox: Why Committing to Success Leads to Failure (and What to Do About It)" by Michael E. Raynor (see my review) and "Strategy Safari: A Guided Tour through the Wilds of Strategic Management" by Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel (see my review). While initial interest in this work by Peppers and Rogers was due to its seeming focus on the strategic versus the tactical, however, potential readers should note that the authors instead investigate and present general principles that any firm should follow.

At the outset, this text does not beat around the bush. For example, in the first chapter the authors respond to the following first three rules to break by writing "No, no, no. No to all the above. These Rules to Break are really just assumptions about how business works, at the most basic level. They probably aren't written down anywhere in your strategy document, but they have almost certainly backed up your thinking and your company's actions for as long as you remember.": (1) "the best measure of success for your business is current sales and profit, (2) "with the right sales and marketing effort, you can always get more customers", and (3) "company value is created by offering differentiated products and services".

The authors further this instruction by pointing out that all of these assumptions are wrong. "If you operate according to these false assumptions, not only will your business fail to create much value, but you'll also soon find yourself trapped in a Crisis of Short-Termism. Everything you do will be so furiously centered on making today's numbers that you will become increasingly blinded to everything else.
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1 of 1 people found the following review helpful By Scott Alcott on July 5, 2010
Format: Hardcover
Over the years, everyone's business has accumulated clutter like that closet at home. If you're not careful, the clutter gets in between your employees and the customer and everyone loses. Don Peppers and Martha Rogers are closet cleaners. They want your business to look in the mirror and do what it knows is right. Turns out that what's good for the customer is also good for employees and the CFO at the same time. I've had the privilege to see Don Peppers speak--he uses data, real world case studies, and knife-sharp common sense to teach what is wrong and right in business today. Somehow, he's able to be motivating, funny, convincing...and right, all at the same time. His books read like a Don Peppers speech: thoroughly enjoyable, breezy read, and makes you want to go to work early and bring a folding chair to your next meeting (you'll have to read the book to get this great reference!). If you plan to be in business in 10 years, you better read "Rules to Break and Laws to Follow" right now!
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1 of 1 people found the following review helpful By Elizabeth Rech on April 3, 2008
Format: Hardcover
Don and Martha have done it again! They have identified and exposed one of the most difficult challenges in business today -that of short term-ism - or the obsession with making quarterly numbers at the expense of long-term and lifetime customer value.
They've dared to question some of the most fundamental business tenants and then provided evidence that new ones have emerged, such as the critical need to build and maintain trust, the necessity of employee empowerment, and the power of social networking, just to name a few.

Yes, this book is enjoyable to read; but more importantly, it has real-life examples, practical advice, and executable strategies for those who dare to build great companies for the future, not just the next quarter.

Elizabeth Rech
Hingham, MA
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