Business 2.0 Magazine named Martha Rogers, Ph.D. one of the nineteen most important business gurus of the past century. The World Technology Network named her as "an innovator most likely to create visionary ripple effects."
Recognized for the past decade as one of the world’s leading experts on customer-based business strategies and growing customer value, Martha’s experience, expertise, and ability to think "out of the box" makes her equally popular with media interviewers, speaking event planners, and Fortune global 1000 executives seeking to learn more about
- Balancing long- and short-term goals by managing customer value
- Build stronger customer relationships and customer experiences
- What empowered customers, networked employees, innovation and trust mean for the future of every business
- How to cascade the changes needed in an organization to build the value customers create for a company
- How to use increases in customer revenue and customer equity as the basis for compensation and rewards
- Why and how to overhaul your business model before your competitor does it for you
Peppers’ and Rogers’ most innovative strategic thinking is embodied in their 2005 book, Return On Customersm (or ROC). Documenting the customer base as a revenue-producing asset for businesses, capable of driving a company’s long-term economic worth, the book has climbed to the top 20 business books on Amazon, and was a top-ten business best-seller for 2005 with 800-CEO-Read. Fast Company named the book one of the 15 "most important reads" of the year.
Their latest book, Rules to Break & Laws to Follow, upends some of the most cherished but wrongheaded thinking of the past century, and offers a solid road forward for intrepid leaders determined to succeed. It was named to the Microsoft Executive Leadership book series. Return On Customersm and Rules to Break & Laws to Follow are only two of the eight best-sellers authored by Don Peppers and Martha Rogers. The first, The One to One Future (Currency/Doubleday 1993), celebrating its 14th year in print, was named by Inc. Magazine’s editor, George Gendron, as "one of the two or three most important business books ever written" and is widely acknowledged as the bible of the customer strategy revolution. The second, Enterprise One to One, received a top 5-star rating from the Wall Street Journal. One to One B2B made The New York Times Business Best Seller list within a month of its publication in 2001. Managing Customer Relationships, 2004, is a desk reference and textbook that hit the "top ten" business book list on Amazon.com the first day it was announced. The books have sold well over a million copies and appear in a total of 17 languages.
Dr. Rogers is a founding partner of Peppers & Rogers Group, which in 2003, joined Carlson Marketing Worldwide. An Adjunct Professor at the Fuqua School of Business at Duke University, Dr. Rogers is the co-director of the Duke Center for Customer Relationship Management. She is widely published in academic and trade journals, including Harvard Business Review, Journal of Advertising Research, Journal of Public Policy and Marketing, and Journal of Applied Psychology. She has been named International Sales and Marketing Executives’ Educator of the Year. And with Don Peppers, she has been named Direct Marketer of the Year by DM Days New York. Accenture’s Institute for Strategic Change ranked her among the "Global Top 100 Business Intellectuals." Dr. Rogers began her professional career as a copywriter and advertising executive, and earned her Ph.D. at the University of Tennessee as a Bickel fellow. At Peppers & Rogers Group, she has led several large subscription-based research studies focusing on particular aspects of CRM. She serves on the Board of Directors for ClickSquared.
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 Martha Rogers offers the first steps to the way out.
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, 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.