WHO MOVED MY ROI: BUILDING THE VALUE OF THE CUSTOMER AND THE COMPANY
Today’s most forward-thinking companies are focused on creating enterprise value by getting the greatest return on their scarcest resource – their customers. By measuring Return on CustomerSM (ROC), the rate of change in customer equity, these companies are actively demonstrating a calculated choice between immediate earnings and permanent value creation. They are documenting the contribution of cultures and programs that adopt the customer’s point of view.

These companies make decisions at every level and at every turn with an eye to the long-term value created for the firm in the process. They make decisions about customer treatments, messaging, sales, service, distribution, channel partners – and have the metrics in place to drive their decisions and demonstrate their success.

• What are the secrets of those companies achieving spectacular results through customer-centered strategies?
• What are the leading indicators we can use today, to manage the future value of your client base?
• How can we anticipate what to expect from a customer-focused strategy?
• How does ROC help with product development, mergers & acquisitions, and financial reporting?
• How can we hold sales managers, campaign directors and CEOs accountable today, for current revenue, as well as for future company value used to make that revenue?

RETURN ON CUSTOMER:
Creating Shareholder Value from Your Scarcest Resource
The next phase of the customer revolution is to translate customer value into shareholder value. Today’s companies find it difficult to achieve any kind of genuine growth. Products and services are in over-supply. Unprecedented productivity has reduced costs, but also hammers away at pricing power and margin. Customers seem to be the only thing in short supply today. They are hard to find and difficult to keep.

In today’s business world, customers are the scarce resource!
If you have a customer for your business, you can almost certainly obtain the capital needed to serve him. But the market -- any market -- contains only a finite number of customers, so it is vital for any business to create the most value possible from each and every customer and prospective customer. Return on Customersm (ROCsm) quantifies how well a company creates value from its customers. At some point in between the extremes of maximum current-period profit and maximum customer equity growth, there must be some optimum level of overall value creation. This optimum point occurs when Return on Customer is at its maximum value.

• Why do so many smart companies act so “dumb” with customers?
• Do customers that we haven’t acquired yet have a value to us today? How does that affect our management decisions?
• We already measure everything. What are we missing?
• How can we anticipate what to expect from a customer-focused strategy and how do we measure results?
• Why have so many customer initiatives failed? What are the most common pitfalls and how do we avoid them?
• Unveiling the myths around Customer Portfolio Management -- what's the truth?
• Building “Customer equity” -- how do we manage our customer mix?
• How can we grow ROC, the return on investment in customers?
• How does balancing short-term and long-term goals help customers, employees, and shareholders? Whether your shareholder meeting takes place on the 80th floor or around a kitchen table, Don Peppers / Martha Rogers will take you on a dynamic review of world-class thinking and real-time case studies in delivering true value to your shareholders

MARKETING RESOURCE MANAGEMENT: THE REAL ACCOUNTABILITY TEST
Most of the marketing executives you talk to today are hearing the same drum-beat: accountability. Under the watchful eyes of the CEO or CFO, marketing professionals are expected to vie for budget dollars by showing top-line lift from their initiatives. Marketing has long been primarily a creative discipline, with a highly emotive focus. This has not changed, but marketers must now add another dimension to their repertoire – they must be scientists. Proof of value comes with hard numbers, and calculators in hand, marketers everywhere are working diligently with their sales and service colleagues to track the impact and contribution of their programs, across channels and throughout the enterprise.

To make their case, marketers have deployed a range of tools to show quantifiable value, from analytics solutions to full-blown resource management and performance management systems. But even these will fall short if you can’t pass the ‘real’ accountability test: Do your campaigns not only generate current earnings, but also increase the Lifetime Value (LTV) of your customers?

Learn about a revolutionary approach to demonstrating efficacy and proving customer-based value by:

• Measuring marketing effectiveness on a short-term (responses & ROI) and long-term (Customer Equity) basis
• Linking spending effectiveness at the program, campaign, lifecycle, portfolio, market, business unit, and enterprise levels
• Clearly linking customer touch points to data architecture to analytics architecture

THE NEXT BIG THING IN BUSINESS: CUSTOMER TRUST
Business competition and marketing have evolved very quickly in just the last few years, from a tradition rooted in mass production and mass communication, to call centers, self-service Web sites, laptop-equipped sales forces, and tailored products for individual consumers. Information technology and global deregulation have driven productivity up and costs down, while bringing a variety of new innovations to market, from discount airlines that sell their seats online, to mobile phones that take pictures and do email.

Today’s businesses have all the technology they need to treat different customers differently, and many are doing so. But customers often resist, don’t they? They smell manipulation in the air. Today’s customers can detect and disregard a sales pitch more quickly than ever before.

That’s why tomorrow’s most successful business competitors will be those that appeal to customers in a completely new way – basing their marketing on long-term relationships of trust, rather than on short-term prioritization by profitability. In this presentation, you’ll learn:

• How information technology can help you get the most from your customer value proposition
• How to optimize the balance of long-term as well as short-term value created by your customers
• Why a culture based on customer trust can provide antibodies to resist corruption and scandal
• How to turn customer trust into an impregnable competitive advantage
• Why it’s important to empower employees, and how to do so without “giving away the store”

WHAT’S THE SECRET TO CHANGING YOUR CUSTOMERS’ BEHAVIOR?
Customers don't care what they're worth to you. They just care how well you solve their problems, and meet their needs. Don Peppers / Martha Rogers, Ph.D., world-renowned speakers and co-authors of the forthcoming book "Return On Customer," will take you on a compelling tour of the future of relationships with customers - - why customer service is not enough, the latest research and trends that helps us understand why customers do what they do, and how that knowledge can directly impact your company's bottom line.

The companies that will succeed between now and 2010 will earn their customers' trust, empower employees to act in the customer's best interest, and reward employees for building customer value rather than just “selling more stuff.” Whether your company is large or small, all your revenue – current and future – comes from customers, both external (clients, channel partners, prospects) and internal (employees, former employees, possible employees). Find out how to make the most of this vital and scarcest of resources – your customers.

CORPORATE GOVERNANCE, ETHICS AND CUSTOMER CENTRICITY
The closer a business is to its customers the easier it will be to operate in a transparently ethical and proper way. The firm’s employees will be more satisfied with their work, and the corporate culture will contain antibodies that help prevent fraud and deception. These are the premises of the newest book from Peppers and Rogers, Return on Customer: Creating Maximum Value from Your Scarcest Resource (Currency-Doubleday, 2005).

Presenting a unique and highly original perspective on corporate governance, and drawing on case studies from around the world, Don Peppers / Martha Rogers shows that how a company measures its financial success determines not only its ability to avoid scandal, but also to maximize total shareholder return. Some of the points he/she will cover include:

• Why creating a culture of customer trust is essential to financial success
• Balancing short-term financial results against long-term value creation
• Why Return on Customer is the same as Total Shareholder Return
• How to create a more ethical, honest, and productive organization
• Taking the first steps toward measuring Return on CustomerSM

PROFITING FROM BETTER CUSTOMER RELATIONSHIPS
Customer relationships are more important today than ever before. Web sites, call centers, automated sales forces -- every type of business now has technology that enables it to treat different customers differently. So how do you earn a profit from this? How can you develop and maintain relationships with your customers (whether they are consumers or other businesses), and then use those relationships to benefit your bottom line?

In this one-hour discussion, based on Don Peppers’ and Martha Rogers’ best-selling marketing primer, The One to One Fieldbook , you’ll be provided a concise overview of some of the strategies today’s best relationship marketers are following, and then be talked through a four-step program for creating, maintaining, and profiting from relationships with your own customers.

MAXIMIZING YOUR “RETURN ON CUSTOMERSM“
Most business executives today would agree that a company’s value is closely related to the value of its customers -- that is, the sum total of lifetime values in the current and future customer base. Customers are the scarce resource for a business. They are hard to acquire, costly to lose, and difficult to replace. Your company should want to generate the most value possible from each customer, but there are always trade offs. A more aggressive customer acquisition campaign might irritate some and reduce their long-term value. A more targeted program will drive a higher response rate, but on a smaller population of prospects. In other words, creating maximum value from your customers involves optimization -- balancing current-period profits against decreases or increases in customer lifetime values, to maximize your “Return on CustomerSM.” This one-hour presentation will take you on a tour through Don Peppers’ and Martha Rogers’ newest business strategy book (June 2005), entitled Return on CustomerSM. Hold on to your seat, though, because this is a rocket-ship ride through some of the most intellectually stimulating territory in global business today.

TAKING THE CUSTOMER’S PERSPECTIVE. REALLY NOW
Don Peppers and Martha Rogers, Ph.D. helped kick off the relationship revolution a decade ago with their landmark first book, The One to One Future. In the years since, along with authoring five more books, the Peppers & Rogers Group management-consulting firm has converted “one to one” from a theoretical concept into a practical methodology driving real business results -- helping companies maximize the value of every customer relationship. The only way to get those results, Peppers and Rogers say, is to step back from your organization and take the customer’s perspective -- really take the customer’s perspective, in the full knowledge that customers are different, and every one is likely to have a slightly different set of motivations and needs. Ultimately, understanding the customer’s viewpoint requires a firm to earn the customer’s trust, and often this involves a radical shift for the organization, not only in terms of metrics and responsibilities, but also in terms of culture. Genuinely taking the customer’s own perspective is probably the most important -- yet most difficult -- task to be accomplished before any organization (whether public or private) can truly enjoy the benefits of the relationship revolution.

CUSTOMER SATISFACTION FOR FUN AND PROFIT
Customers are not on-off switches. They are volume dials. In this one-hour seminar, based on Don Peppers’ and Martha Rogers’ international bestseller, The One to One Future, you are asked what it really means to have truly satisfied customers. Satisfied customers will come back for more and more. They will be more likely to recommend other customers to you. They will probably cost you less to serve. All around, customer satisfaction can pay big financial dividends to a firm. And what does it take to ensure great customer satisfaction? More than anything else, it requires you to develop a culture of customer trust -- to show customers that you have their own interests at heart. But it also requires you to treat customers individually -- to do business with them, 1to1.

BUSINESS ETHICS: HOW TO SUCCEED IN A CUT-THROAT WORLD AND STILL SLEEP AT NIGHT
You might think that it’s easy to tell right from wrong in business. But that isn’t true. Few business ethics issues present themselves in a simple, easy-to-understand way. Anyone making real business decisions is likely to come face to face with a variety of ethical dilemmas. It’s often easy look the other way, but is that right? It’s nearly as easy to avoid all hint of controversy, but you would be at a competitive disadvantage, permanently. In this fascinating one-hour seminar, based on a chapter in Don Peppers’ book Life’s a Pitch, participants are asked to evaluate a variety of real-life ethical dilemmas, and then learn the outline of four basic principals by which most of these situations can be resolved.

HIGH-DEMAND PRESENTATIONS (60-90 minutes):

CUSTOMER ORIENTATION & BUSINESS ETHICS - - JOINED AT THE HIP
A company that fully embraces genuine value creation will inevitably become customer-oriented, striving to understand and adopt the different perspectives of customers themselves. Putting yourself in the role of a customer, in order to better understand your own business, is virtually the same thing as beginning to cultivate a culture of customer trust. For a business to be successful, its customers must trust it to act in their own interest -- to recommend products and services not based just on what the company wants to sell, but based on what the company’s own information and analytical systems indicate that this particular customer will find the most valuable. This process not only leads to a more effective and profitable enterprise, over the long term, but a more attractive and ethical corporate culture, as well. In this track, Don Peppers will conduct a very interactive seminar, challenging participants to use what they have now learned to think through a variety of ethical dilemmas commonly faced by businesses and business executives and posed to the seminar audience for discussion.

Key Learning Points:
Four principles of ethical business behavior, and how to apply them

• The “Goldfish Principle” - - why companies with anonymous customers behave in an adversarial fashion toward them
• Responsible Information Stewardship (RIS): Privacy and security of customer data - - why it’s important, and how to make it happen, for real

APPLYING 1to1 CUSTOMER INSIGHTS TO NEW PRODUCT DEVELOPMENT AND LAUNCH
A high proportion of new products & services bomb because they misjudge the customers’ needs. That means a high proportion of your marketing budget is poured into failures. We’ve all seen them. In fact, you may even have been responsible for one or two yourself that you’d rather forget. In this session, you will cover how to use customer insights generated by 1to1 marketing to raise the success rate of your New Product Introduction strategy. By linking new product ideation, development and launch directly to an understanding of customer need, you can spot and eliminate turkeys before you invest too much time and money in them. Just as importantly, you can focus and refine your efforts on new products and services that stand a much better chance of becoming your revenue-generating future stars.

Key Learning Points:

• How to ensure New Product Ideation comes out of an understanding of customer needs
• Relate customer needs to the broadest possible definition of the problem the customer is solving
• New products that can help existing products form more integrated solutions is the ideal growth path. But, different customers will want different solutions. So, how do you resolve that?
• Make or buy: Just because it’s branded as YOUR new product, doesn’t mean you have to develop it from scratch yourself
• The role of strategic alliances in rolling out new services: what makes a good strategic alliance partner?
• How to find products for customers, not customers for products

FULL-DAY EXECUTIVE SEMINAR:

MAXIMIZING YOUR “RETURN ON CUSTOMER SM“
Customers are a scarce resource -- finite in number, and expensive to replace. So it is vital to create the most value possible from the customers on hand, including any new customers coming in to the franchise. Unfortunately, because companies do not measure their Return on CustomerSM and aren’t held accountable for it, managers have no incentive whatsoever to preserve and increase the value of the customer base as a financial asset. As a result, companies frequently end up destroying a great deal of their own value in a single-minded quest for short-term income.

Creating genuine enterprise value from customers is a balancing act -- an optimization problem. The actions one takes to acquire customers more aggressively have the potential to reduce current customers’ lifetime values. Selecting a more relevant message for a marketing promotion will increase the attractiveness of the promotion, but it will also limit the target population. Streamlining the call center by installing an interactive voice response system may reduce the cost to serve customers, but could also reduce satisfaction levels or hinder the satisfactory resolution of complaints.

A company that fully embraces genuine value creation will inevitably become customer-oriented, striving to understand and adopt the different perspectives of customers themselves. This will not only lead to a more effective and profitable enterprise, over the long term, but a more attractive and ethical corporate culture, as well.

In this full-day seminar, Don Peppers / Martha Rogers will conduct classes in four interactive modules, designed to explore the issues involved in maximizing a firm’s Return on Customer sm.

• Module One introduces the ROC concept and explores its implications, reviewing many of the current “best practices” when it comes to customer-oriented business
• Module Two explores the four principle implementation steps that underlie the successful creation and management of individual customer relationships
• Module Three reviews the three principal reasons behind the failure of customer-oriented strategies and CRM technology implementations
• Module Four challenges seminar participants to use what they have now learned to think through a variety of ethical dilemmas commonly faced by businesses and business executives.

VISIONARY PRESENTATION / STRATEGIC FUTURE of CRM DEFINED (90-120 minutes):

REAL IMPACT: ACHIEVING A RETURN ON CUSTOMERS
There is a new star by which you need to steer your business: the impact of activity on customer value. Every management decision you take should be made with an eye on this new star. Drawing on the experiences of real-life organizations he has worked with and studied, best-selling author, business visionary and practitioner Don Peppers / Martha Rogers will explain how to create a framework that drives and measures ‘Return on CustomerSM’.

Companies are engaging in actions every day that create or destroy the value of customers, but for the most part they are unconscious of the consequences because they are not measuring them. At this session, the world authorities on Marketing One to One as a way of doing business will show you how to make explicit the long-term effect on customer value with every action your organization takes. Don and Martha will be drawing on un-published work which they have been researching for their next breakthrough strategic business publication, and addressing THE question facing us all: how to achieve a viable return on customer investment.

In this session, you’ll cover:

Customer Equity is King
Every company that wants to succeed competitively will have to pay more attention to the measurement and tracking of customer equity. Because customer equity is the most direct measurement of any company’s value. To grow your customer equity, there are three issues you have to get right: strategy, organic growth, measurement & management.

Strategy
The challenge here is to make sure that in a combined enterprise the sum value of the customer equity is greater than it would be in the individual units of the enterprise. Where’s the synergy? ‘Return on CustomerSM’ needs to be the rationale at the heart of how your organization handles Mergers & Acquisitions, spinoffs and joint ventures.

Big surprise: your strategy doesn’t have to encompass relationships. Customer intimacy in more than half of Peppers & Rogers Group clients is not a prerequisite because they are scale operators, not competing on intimate service. They use customer insight to reduce costs and guide growth, not customize their service. In other words, scale players can use customer insights to achieve return on the customer. You’ll hear lessons in how to do it from the US Postal Service, pharmaceuticals and other verticals.

Organic Growth
Most attempts to grow through mergers & acquisitions have ended up destroying value. Tyco, Enron and Worldcom showed the extremes that this strategy could go to. As accounting principles have been tightened, the Merger & Acquisition frenzy has given way to growing organically, at the heart of which is the rare ability to grow through increasing the value of your existing and future customers.

You’ll find out how leading companies are boosting top-line revenue generation as well as cutting cost by increasing ‘share of each customer’ rather than just ‘share of market’. How? Change the otherwise expected behavior of customers.

Measuring & Managing Customer Lifetime Value models have their limits. They show the net present value of expected future income streams from the customer. But you can change that future expected value if you can change your customer behavior through dialogue and interaction.

Behavioral change is key to capturing more unrealized value. You’ll be presented with the latest thinking and best practice in resolving your accounting systems to include ‘Return On Customer sm’ down to customer-specific level so you can measure the effects of your attempts to change customer behavior. You’ll hear about principles and real-world examples of managing portfolios of customers as an asset. Once you have mastered the principle, you can de-centralize through assigning responsibilities for individual customer relationships away from the cent er to particular managers or people who then grow the value of those customers.

You see an outline of how Tesco and other successful customer-centric firms manage portfolios of clients as an asset, grouping together customers of similar value and needs. They then increase return on investment in those customers by creating or sourcing products specifically for those customers. This turns on its head the wasteful but common route of trying to cross-sell or up-sell by finding customers for existing products.

It’s Payback Time
After years of investment in customer initiatives, it’s payback time: achieving ‘Return on CustomerSM’ is the new frontier. Narrow measures of return on investment in CRM systems are just part of the story. The five areas you need to get right to boost return on investment in customers are all-encompassing: organization, culture, process, measures, and compensation. Join Don Peppers/Martha Rogers and share in lessons from organizations that are pioneering how to get ‘ROC’ - - or Return on Customer - - right.

LONG-TERM LEADERSHIP IN A SHORT-TERM WORLD

CEOs today are under tremendous short-term pressure. They are expected to strive for long-term value and organic growth, in order to increase true shareholder value. Instead, they face relentless demands from Wall Street analysts to deliver against increasingly aggressive short-term goals, as a proxy for long-term performance. Despite Sarbanes-Oxley (or, ironically, perhaps because of it), three out of four business executives now say their company would actually give up real economic value if it were necessary simply to make short-term financial numbers. Sophisticated financial systems exacerbate the problem, with some companies now boasting about their ability to close a quarter in a single day.

Meanwhile, senior managers jump ship with alarming frequency, and the CEO chair itself is occupied at some companies for only a few short years at a time. Employee turnover is one symptom of “short-termitis,” but another is customer attrition and disloyalty. The end result is that the long-term value every company should be creating is undermined because the entire corporate culture is based on the instant gratification of this quarter’s results.

In this keynote presentation, best-selling business author and consultant Don Peppers [Martha Rogers] will explore the many problems a leader faces in trying to create long-term value in the face of this short-term firestorm. And he’ll [she’ll] suggest strategies for dealing with the toughest management questions facing most companies today: