Angel Customers & Demon Customers: Discover which is which and Turbo-charge Your Stock

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Penguin, 2003 - Business & Economics - 243 pages
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One of the oldest myths in business is that every customer is a valuable customer. Even in the age of high-tech data collection, many businesses don't realize that some of their customers are deeply unprofitable, and that simply doing business with them is costing them money. In many places, it's typical that the top 20 percent of customers are generating almost all the profit while the bottom 20 percent are actually destroying value. Managers are missing tremendous opportunities if they are not aware which of their customers are truly profitable and which are not.

According to Larry Selden and Geoff Colvin, there is a way to fix this problem: manage your business not as a collection of products and services but as a customer portfolio. Selden and Colvin show readers how to analyze customer data to understand how you can get the most out of your most critical customer segments. The authors reveal how some companies (such as Best Buy and Fidelity Investments) have already moved in this direction, and what customer-centric strategies are likely to become widespread in the coming years.

For corporate leaders, middle managers, or small business owners, this book offers a breakthrough plan to delight their best customers and drive shareowner value.


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Angel Customers and Demon Customers: Discover Which is Which and Turbo-Charge Your Stock

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Conventional wisdom holds that the customer is always king (or queen), but not all customers are created equal, write authors Selden (a consultant) and Colvin (a Fortune editor-at-large); in fact ... Read full review


The TrillionDollar Opportunity Youre Missing What It Meansand What Its Wortto Be Truly Customer Centered
Will This Customer Sink Your Stock? Understanding How Your Average Customer Creates or Destroys Shareowner Value
The Astonishing Truth About Customer Profitability The Surprising Things You Discover When You Learn How to Deaverage It
Managing Customer Profitability the Right Way What Your Real Goal Is and a Practical Scorecard to Track Progress
Organizing Around Customers Why Do It and Why More Companies Dont Do It
The Right Way to Segment Customers Reconceiving Your Company as a Customer Portfolio
Knowing and Winning Customers The Beginning of Value Proposition Management
Driving It to the Ledger Making Value Proposition Management Pay
Becoming Truly Customer Centered The Nuts and Bolts of Making It Happen in Your Organization
A Better Way to Do MA How to Stop Takeovers from Making Shareowners Poorer
Your Action Plan What to Do on Monday Morning

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About the author (2003)

Larry Selden is a professor emeritus of finance and economics at Columbia University Graduate School of Business, a prominent consultant, and an adviser to senior executives in many industries.

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