Customer Strategy & Marketing Publications

  • Closing the customer feedback loop

    November 30, 2009 | Customer Loyalty | Harvard Business Review

    At companies where strong customer feedback systems take hold, business-unit leaders and frontline employees start to own customer loyalty the same way they own their targets for revenue, profits, and market share. Indeed, increasing positive customer feedback and meeting conventional financial

  • Loyal customers help companies win market share in downturn

    August 23, 2009 | Customer Loyalty | The Edge

    Deep cost-cutting compromises service. And to make up for lost revenues, companies sometimes add new charges and fees, which make customers feel they are being gouged. The negative effects of lost customer trust can be deep and long-lasting.

  • The power of consumer loyalty in a downturn

    July 06, 2009 | Customer Loyalty | The Business Times (Singapore)

    Economic downturns can wreak havoc on customer relationships. Deep cost-cutting compromises service. And to make up for lost revenues, companies sometimes add new charges and fees, which make customers feel they are being gouged.

  • Protect and grow customer loyalty in the downturn

    July 01, 2009 | Customer Loyalty | Bangkok Post

    Deep cost-cutting compromises service. To make up for lost revenues, companies sometimes add new charges and fees that infuriate customers. But the negative effects of lost customer trust can be deep and long-lasting.

  • Protect and grow customer loyalty

    June 29, 2009 | Customer Loyalty | CEO Forum

    Deep cost-cutting compromises service. To make up for lost revenues, companies sometimes add new charges and fees which infuriate customers. But the negative effects of lost customer trust can be deep and long-lasting.

  • The price for today's turbulence and for tomorrow's

    June 08, 2009 | Customer Strategy & Marketing | Mint

    Pricing of individual products needs to reflect changes in the ways customers make purchasing decisions. With demand stagnant or dropping, most companies need to lower prices in a downturn. It's easy to see why.

  • Gain customer loyalty to fight slowdown

    April 30, 2009 | Customer Loyalty | Mint

    Economic downturns can wreak havoc with customer relationships. Deep cost cutting compromises service. And to make up for lost revenues, companies sometimes add new charges and fees, which make customers feel they are being gouged.

  • Price for today and tomorrow

    April 20, 2009 | Customer Strategy & Marketing | Harvard Business Review

    Confronted by weakening sales and excess capacity, management teams often resort to cutting prices. It's easy to see why. Price cuts are quicker and easier to implement than, say, introducing new products or improving service levels. Customers often respond immediately to lowered prices.

  • What do customers really want?

    March 19, 2009 | Customer Strategy & Marketing | Bain audio slideshow

    Most preference-rating tools are flawed because customers have a hard time articulating their true desires. To remedy that problem, companies need a way to help their customers sharpen the distinction between what's "nice to have" and what they "gotta have.

  • Turbocharge your sales, margins

    March 18, 2009 | Customer Strategy & Marketing | Mint

    When business conditions are harsh, you need every rupee of revenue you can find. Unfortunately, so do your competitors-who seem willing to do almost anything. You don't want to win business indiscriminately. But you also aren't willing to sacrifice market share to aggressive competitors.