Good Marketing Books
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Release Date: 2012-05-10
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| Product DescriptionCollecting data is easy for marketers. Figuring out what to do with it is hard. Technology has made it almost routine for companies to know exactly when, where, and how their customers shop, both online and off. As soon as someone pulls out a credit card—or even better, a membership rewards card—the data floodgates open. United Airlines knows if you think it’s worth $25 to check a suitcase. Verizon knows how often you call your mom. Hilton knows if you prefer a higher floor and a room away from the elevator. But after gathering and crunching all this customer data most companies have little or no idea how to use it. They either let it go to waste or abuse it with ill-considered, irrelevant, or even creepy marketing pitches. There’s a much better option, as Bryan Pearson has discovered after twenty years of studying the hidden patterns of consumer behavior. It really is possible to turn customer information into customer intimacy— systematically, efficiently, and without invading anyone’s privacy. And intimacy is the key to long-term loyalty, growth, and profits. As Pearson writes: Customers can only be acquired, churned, and reactivated so many times before they tire of your brand. There is a proven marketing equation in which customers willingly share information with you in the expectation of being better served and valued during future transactions. Capitalizing on that equation is our business responsibility. The Loyalty Leap will give you the tools to persuade customers to share more information in their own best interests. And it will help you make sense of all that data to build strong customer relationships. It also shares compelling examples, including: - How Shell increased sales while reducing its network of gas stations by giving its best customers incentives to buy from another location.
- How GameStop offers its PowerUp Rewards members access to such events as the Comic-Con convention.
- How McDonald’s in Finland used location-based marketing to send special offers to customers near one of its locations, with a 40 percent response rate.
- How Caesars Entertainment uses data from its 40 million Total Rewards members to draw complete customer profiles, resulting in increased visits.
Pearson believes this is one of the most exciting times in the history of marketing, and that loyalty marketing will be increasingly essential for years to come. His book will take you behind the curtain to show how the best companies are doing it.
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Similar Products:The $100 Startup: Reinvent the Way You Make a Living, Do What You Love, and Create a New Future
The Art of Being Unreasonable: Lessons in Unconventional Thinking
The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change
Uplifting Service: The Proven Path to Delighting Your Customers, Colleagues, and Everyone Else You Meet
Exile on Wall Street: One Analyst's Fight to Save the Big Banks from Themselves
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A Q&A with Author Charles Duhigg
 What sparked your interest in habits?
I first became interested in the science of habits eight years ago, as a newspaper reporter in Baghdad, when I heard about an army major conducting an experiment in a small town named Kufa. The major had analyzed videotapes of riots and had found that violence was often preceded by a crowd of Iraqis gathering in a plaza and, over the course of hours, growing in size. Food vendors would show up, as well as spectators. Then, someone would throw a rock or a bottle. When the major met with Kufa’s mayor, he made an odd request: Could they keep food vendors out of the plazas? Sure, the mayor said. A few weeks later, a small crowd gathered near the Great Mosque of Kufa. It grew in size. Some people started chanting angry slogans. At dusk, the crowd started getting restless and hungry. People looked for the kebab sellers normally filling the plaza, but there were none to be found. The spectators left. The chanters became dispirited. By 8 p.m., everyone was gone. I asked the major how he had figured out that removing food vendors would change peoples' behavior. The U.S. military, he told me, is one of the biggest habit-formation experiments in history. “Understanding habits is the most important thing I’ve learned in the army,” he said. By the time I got back to the U.S., I was hooked on the topic. How have your own habits changed as a result of writing this book?
Since starting work on this book, I've lost about 30 pounds, I run every other morning (I'm training for the NY Marathon later this year), and I'm much more productive. And the reason why is because I've learned to diagnose my habits, and how to change them. Take, for instance, a bad habit I had of eating a cookie every afternoon. By learning how to analyze my habit, I figured out that the reason I walked to the cafeteria each day wasn't because I was craving a chocolate chip cookie. It was because I was craving socialization, the company of talking to my colleagues while munching. That was the habit's real reward. And the cue for my behavior - the trigger that caused me to automatically stand up and wander to the cafeteria, was a certain time of day. So, I reconstructed the habit: now, at about 3:30 each day, I absentmindedly stand up from my desk, look around for someone to talk with, and then gossip for about 10 minutes. I don't even think about it at this point. It's automatic. It's a habit. I haven't had a cookie in six months. What was the most surprising use of habits that you uncovered?
The most surprising thing I've learned is how companies use the science of habit formation to study - and influence - what we buy. Take, for example, Target, the giant retailer. Target collects all kinds of data on every shopper it can, including whether you’re married and have kids, which part of town you live in, how much money you earn, if you've moved recently, the websites you visit. And with that information, it tries to diagnose each consumer’s unique, individual habits. Why? Because Target knows that there are these certain moments when our habits become flexible. When we buy a new house, for instance, or get married or have a baby, our shopping habits are in flux. A well-timed coupon or advertisement can convince us to buy in a whole new way. But figuring out when someone is buying a house or getting married or having a baby is tough. And if you send the advertisement after the wedding or the baby arrives, it’s usually too late. So Target studies our habits to see if they can predict major life events. And the company is very, very successful. Oftentimes, they know what is going on in someone's life better than that person's parents.
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Similar Products:Thinking, Fast and Slow
What Makes Your Brain Happy and Why You Should Do the Opposite
Imagine: How Creativity Works
The Willpower Instinct: How Self-Control Works, Why It Matters, and What You Can Do To Get More of It
Subliminal: How Your Unconscious Mind Rules Your Behavior
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| Product DescriptionA definitive guide to growing your small business through "Engagement Marketing"As a small business owner, you've always relied on word-of-mouth referrals to grow your business. Thanks to social media—and its nimble partner, mobile technology—it's now easier than ever to turn customers and clients into engaged fans who spread the word about your business across a variety of online platforms. And that's what Engagement Marketing is all about. Written for anyone who owns or manages a small business or non-profit, this book is filled with practical, hands-on advice based on the author's experience of working with thousands of small businesses for over a decade. You'll learn how to attract new prospects—as well as how to increase repeat sales—using your existing customers and social networks. - Learn how to create customer experiences that increase positive customer reviews and endorsements
- Get practical advice on how to entice people to join your social networks and run engagement campaigns that increase visibility—and endorsements—for your business
- Understand why engagement is so important—and how you can use it to turn passionate fans in your social networks into tomorrow's new business
- Author Gail Goodman is CEO of Constant Contact, America's leading email and social media marketing company for small businesses
Engagement Marketing will help you make a bigger name for your company, build your network, and reach your goals.
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Similar Products:The Constant Contact Guide to Email Marketing
Likeable Social Media: How to Delight Your Customers, Create an Irresistible Brand, and Be Generally Amazing on Facebook (And Other Social Networks)
Official Get Rich Guide to Information Marketing: Build a Million Dollar Business Within 12 Months
Officemate Push Pins, Clear, 200 Count (35711)
The Advantage: Why Organizational Health Trumps Everything Else In Business
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| Features• good to great book, business and investing
Product DescriptionThe Challenge:
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study:
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards:
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons:
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings:
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: - Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
- The Hedgehog Concept: (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
- The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
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Similar Products:Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All
Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
First, Break All the Rules: What the World's Greatest Managers Do Differently
Built to Last: Successful Habits of Visionary Companies
How The Mighty Fall: And Why Some Companies Never Give In
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| Product DescriptionBusiness Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition. Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to "the business model generation!"
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Similar Products:The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company
Business Model You: A One-Page Method For Reinventing Your Career
The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers
The Four Steps to the Epiphany: Successful Strategies for Products that Win
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| Top Marketing News |
| 2012-05-21 10:01 |
zoom media and marketing, one of the world’s largest and fastest-growing digital place-based media companies, continues to bolster its sales team by adding two strategic media vete |
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