Recognised for well over a decade as one of the leading authorities on customer-focused relationship management strategies, Don Peppers is an acclaimed author and a founding partner of Peppers & Rogers Group, the world's premier customer-centered consultancy. Don's vision, perspective and thoughtful analysis of global business practices has earned him some significant citations by internationally recognized entities. The Times of London has listed him among their 'Top 50 Business Brains,' and the United Kingdom's premier marketing organization, the Chartered Institute for Marketing, cited Don among their inaugural listing of the 50 'most influential thinkers in marketing and business today.'
The World Technology Network has cited Don as an 'innovator most likely to create visionary 'ripple effects'. Don has a popular voice in the worldwide media, and has launched a video diary of his global business observations, entitled 'Peppers Unplugged.' His compelling, clear and concise way of articulating his insights places Don in high demand as both a speaker and a management advisor. His counsel is regularly sought by Fortune 500 executives and entrepreneurs seeking to identify and retain their most valuable customers, increase customer satisfaction, and improve the financial results on the customer-facing side of their business.
With co-author Martha Rogers, Ph.D., Don has produced a legacy of international best-sellers that have collectively sold well over a million copies in 18 languages. Peppers' and Rogers' latest thinking is embodied in their newest book, Rules to Break & Laws to Follow published in 2008, and named as the inaugural title to Microsoft's 'Executive Leadership Series.' This timely publication addresses the challenges of success in a world where networked customers and engaged employees may hold more power than the influence of your brand. The book further exposes the crisis of short-termism that is rampant in business today, and documents the path needed to grow out of this rut.
Their 2005 publication of Return On Customersm (or ROC) advanced these concepts, documenting that the customer base is capable of driving a company's long-term economic worth. It climbed to the top 20 business books on Amazon, and was a top ten best-seller for 2005 with 800-CEO-Read. Fast Company named the book one of the 15 'most important reads' of 2005, and cited the book again in 2007 on their list of the 25 'Best Books' in business.
The One to One Future (1993) was named by Inc. magazine's editor, George Gendron as 'one of the two or three most important business books of all time.' BusinessWeek called it 'one of the bibles of new marketing.' Next, Enterprise One to One (1997), received a five-star rating from The Wall Street Journal. The One to One Fieldbook (1999), is a step-by-step guide to the mechanics and methodology for building customer relationships. The One to One Manager (1999) highlights the pioneers who dared to implement one-to-one strategies. One to One B2B: made The NewYorkTimes best- seller list within a month of publication in 2001. The authors have also published the firstever CRM textbook for university use in graduate level courses, Managing Customer Relationships (April 2004).
Previously, Don was a new business rainmaker for world-class advertising agencies, including Chiat/Day and Lintas:USA. He capped his advertising career as the CEO of Perkins/Butler Direct Marketing. Prior to Madison Avenue, he worked as an economist in the oil business, and as the director of accounting for a regional airline.
Don holds a Bachelor's Degree in astronautical engineering from the U.S. Air Force Academy, and a Master's Degree in public affairs from Princeton University's Woodrow Wilson School. He currently serves on the Board of Directors for Cicero, Inc. (CICN), and for privately held Jetera Precision Media. Don is on the Board of Advisors for Gridley & Co., the investment bank, and for blyk, the ad-supported mobile phone network in Europe.
Competing on Trust in the Post-Crisis World -
Following the economic crisis, customer trust has become more than a catchphrase; it's now a business necessity. The ability to acquire robust customer insight has made trust a hot button issue. Too often, businesses use this information simply to focus on extracting more and more economic value from each customer. credit card companies make their largest short-term profits from their least sophisticated customers. Call centers employ cost-efficient touch-tone menus that infuriate customers rather than satisfy them. And retail banks generate their highest-margin fees from the errors their own customers make. But this comes with a price. Reputations circulate at Twitter speed, as more and more customers find that their most trustworthy information sources are not the companies they want to buy from, but the other customers who have already bought. This session offers insight on how to create the kind of trustworthy enterprise that builds shareholder value.
Short-term Results and Long-term Success
A raging crisis of short-termism threatens companies that try to operate by today's "accepted wisdoms" in business. Most businesses rely on three rules to create shareholder value with their sales, marketing, and customer service efforts: 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 problem is that each of these rules is dead wrong. And when businesses blindly follow them in their effort to create shareholder value, they soon find themselves locked into the Crisis of Short-Termism. Instead business should understand that:
- Long-term value is just as important as current sales and profit.
- Customers are a scarce productive resource, finite in number.
- Value can only be created by customers since products do not pay us revenue
In this provocative session, Peppers and Rogers demonstrate how long-term value is just as important as current sales and profit, and shows you how to how to build the business case for balancing short-term results with long-term value.
You Can't Un-Google Yourself
Higher expectations and networked consumers make delivering ideal customer experiences more important than ever. Customers have more power to disseminate word-of-mouth recommendations than ever before. From posted reviews to online user groups to social networks, customers themselves now often set the tone for how a brand is perceived in the marketplace, how prices are compared, and how trust is evaluated.
This session offers new proprietary research from Peppers & Rogers Group and best practice recommendations as to how your brand can deliver superior customer experiences and build trusted relationships in a world where Google results are often a brand's first impression.
Funding the Revolution in Interactive Marketing - Twitter, Facebook, YouTube, FriendFeed
You name the vehicle, what's very clear is that we are now swimming in a much larger ocean of information than ever before. An issue many of us don't think too much about is how this fountain of information will be paid for. Yes, it's possible that Twitter will start charging something, and maybe some of the other vehicles will charge, also - but almost certainly the biggest cost burden will fall on advertisers and marketers, who will be producing a prodigious amount of "ride along" marketing appeals, with increasingly relevant messages. In this environment of proliferating and unprecedented interactive vehicles, the biggest impediment to success is likely to be lack of imagination on the part of the marketers and advertisers themselves, because this lack of imagination will slow down the funding process. In this session, learn how to make emerging business models work for you.
Confronting the Constituencies of Healthcare Before It's Too Late
What are well-intentioned healthcare executives supposed to do? Squeezed between rising costs, reduced Medicare coverage, and the relentless pressure to report good financial results every quarter, healthcare professionals face their most difficult moment in the history of the U.S. In this session, best-selling thought leader and healthcare expert [Don Peppers/Martha Rogers] offers the first steps to the way out.
Dancing Shoes for Honeybees: Leveraging "Word of Mouth" in Healthcare/Pharma
The 'word of mouth' customers share with each other has always been more important to any business than advertising or sales efforts. But it may be even more important to healthcare and pharma, because 'word of mouth' comes directly from people's sense of social participation. In this session, [Don Peppers/Martha Rogers] discusses how to deal with this new level of patient power and why healthcare leaders have to embrace an open-minded, active listening approach.
Excellence or Innovation: Do We in Healthcare Have to Choose One?
The better any organization is when it comes to operations, the harder it is for that organization to be innovative, and nowhere does this conflict come into sharper relief than it does in the healthcare sector. Businesses are kept sharp by the unforgiving discipline of a competitive marketplace, so failure to innovate, for a business, is often fatal. But government organizations - from regulatory and licensing agencies to tax authorities and others - as well as consumer and media groups serve as watchdogs to the healthcare industry. Malpractice and group lawsuits drive decisions for for-profit healthcare companies, and even the FDA and other healthcare government agencies have decided it?s better to prevent one death rather than save 1000 lives. In this session, [Don Peppers/Martha Rogers] will demonstrate why the accelerating pace of change makes innovation not only beneficial, but critical to the efficient long-term operation of every healthcare organization.