Recognized forover 25 years as one of the world’s leading authorities on customer-focused business strategies, Don Peppers is an acclaimed author and a co-founder of Peppers & Rogers Group. His latest endeavor is the formation of CX Speakers, a new company delivering workshops, keynote presentations and thought leadership consulting that is focused on customer experience topics.
Don Peppers’ work routinely examines the business issues that today’s global enterprises are grappling with while trying to maintain a competitive edge in their marketplace. He recently released his 11th book, Customer Experience: What, How and Why Now, a collection of bite-sized essays offering insights and “how to” recommendations on how to build and maintain a customer-centric business. It uses real world examples to cover not just the central issue of customer experience, but also corporate culture, strategy, technology and data analytics.
With more than 280,000 followers for this regular postings of original content on LinkedIn, Don has been listed numerous times on LinkedIn as one of the Top 10 Marketing Influencers. In 2015, Satmetrix listed Don and his business partner, Martha Rogers, Ph.D., #1 on their list of the Top 25 most influential customer experience leaders. The Times ofLondon included Don on its list of the “Top 50 Business Brains.” Accenture’s Institute for Strategic Change listed Don as one of the 50 “most important living business thinkers” in the world.The U.K.’s Chartered Institute for Marketing called Don one of the “most influential thinkers in marketing and business today.
With Martha Rogers, Peppers has produced a legacy of international best-sellers that collectively sold well over a million copies in 18 languages. Peppers’ and Rogers’ ninth book is Extreme Trust: Turning Proactive Honesty and Flawless Execution into Long-Term Profits (Penguin 2016). And later in 2016, Wiley will release the third edition of their graduate school textbook, Managing Customer Experience and Relationships, originally published in 2003.
Among the other best-sellers authored by Peppers & Rogers, their first book – The One to One Future (1993) – was named by Inc. magazine’s editor-in-chief as “one of the two or three most important business books ever written,” while Business Week called it the “bible of the customer strategy revolution.”
Prior to founding Peppers & Rogers Group, Don served as the CEO of a top-20 direct marketing agency (Perkins/Butler Direct Marketing, a division of Chiat/Day), and his 1995 bookLife’s a Pitch: Then You Buy(1995) chronicles his exploits as a celebrated business rainmaker in the advertising industry. Prior to Madison Avenue, he worked as an economist in the oil industry, and as the director of accounting for a regional airline. He holds a B.S. in astronautical engineering from the U.S. Air Force Academy and a Master’s in Public Affairs from Princeton University’s Woodrow Wilson School. He is a competitive runner and very happily married father of five.
Recently presented topics include:
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) ompany 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.
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