Converting Customer Value: From Retention to Profit - Tapa dura

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Professor John A Murphy, Alfred McAlpine Professor of Customer Management, Manchester Business School, Head of Development, Faculty of Humanities, combines the roles of academic and international consultant specialising in service quality management and customer retention. He has held a series of senior management positions both in Ireland and the UK.
At Manchester Business School, he has established a unique cohort of PhD scholarship students in conjunction with leading UK companies. This is the largest doctoral research group in this specialist area in Europe. He is a regular contributor to programmes at the Executive Development Centre. He also chairs and co-directs the Customer Management Leadership Group.
Professor Murphy holds five professional fellowships and is a member of the International Academy for Quality, whose members are chosen from the most active protagonists of quality in the world.
He is the author of four books, the most recent of which, The Lifebelt: The Definitive Guide to Managing Customer Retention, was published in 2001.

Dr Jamie Burton is a lecturer in Marketing at Manchester Business School and Director of Research for the Customer Management Leadership Group. He won the Yorkshire Water doctoral research scholarship, which allowed him to study for his PhD. He has published research in the areas of customer behaviour, satisfaction and loyalty. Dr Burton is also a regular contributor to the BBC GMR breakfast show business news.

Robin Gleaves and Jan Kitshoff met whilst at Manchester Business School and founded their consultancy in order to develop and implement their thinking in the field of customer profitability. They were involved in a benchmarking project for the CMLG on this issue and this is where the relationship with John and Jamie began.

De la contraportada

Ever commercial company exists to make a profit, preferably large enough to enable growth. Faced with fierce competition and shorter product life cycles, most of today's companies are riding the bandwagon of 'getting closer to customers'. Few grasp, however, just how critical this is to their survival. In fact, as t his book demonstrates, the long-term worth of a company is perhaps most accurately described as the sum of future profits from customers, discounted to a present value.

No customers, no business. it really is that simple.

Now, with that in mind, imagine a company that could discover and nurture its most profitable customers, identify those ripe for improvement, accurately allocate service overheads, see actual cash flows for each customer relationship, motivate its employees and communicate market feedback for continuous improvement throughout the organization. That company would surely know exactly where it was going and how to get there.

That company can be your company. By implementing the advice, tools and frameworks contained in this book, you can immediately begin Converting Customer value to design and deliver higher, more resilient levels of corporate profit.

De la solapa interior

This book is founded on a groundbreaking approach called the Customer management Integration Framework. Developed from a customer profitability benchmarking study conducted by the authors across leading companies, the approach makes explicit links between customer and corporate value for the first time. A business without customers is nothing, argue the authors. And if you plan to stay for the long term you had better start converting the value of yours into hard currency - fast.

Building on the success of John Murphy's previous book the Lifebelt and drawing on new thinking from the Customer Value presents a model for developing top customers and exploiting them for ideas, publicit5y and profitability in exchange for special care and attention. It discusses the opportunities for bringing less profitable customers into the top group, and also offers some unconventional advice on what to do with the remainder.

A final section is devoted to detailed case studies of customer-centric change initiatives at Alfred McAlpine Business Services, Centrica, Eversheds, the National Blood Service Shell.