- Tapa dura: 222 páginas
- Editor: Harvard Business School Press (1 de febrero de 2006)
- Idioma: Inglés
- ISBN-10: 1591397839
- ISBN-13: 978-1591397830
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº78.455 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
The Ultimate Question: Driving Good Profits and True Growth (Inglés) Tapa dura – 1 feb 2006
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Reseña del editor
CEOs regularly announce ambitious growth targets, then fail to achieve them. The reason? Their growing addiction to bad profits. These corporate steroids boost short-term earnings but alienate customers. They undermine growth by creating legions of detractors—customers who complain loudly about the company and switch to competitors at the earliest opportunity.
Based on extensive research, The Ultimate Question shows how companies can rigorously measure Net Promoter statistics, help managers improve them, and create communities of passionate advocates that stimulate innovation. Vivid stories from leading-edge organizations illustrate the ideas in practice.
Practical and compelling, this is the one book—and the one tool—no growth-minded leader can afford to miss.
Biografía del autor
Fred Reichheld is a Director Emeritus of Bain and Company and a Bain Fellow. He is the Author of The Loyalty Effect as well as of influential articles in Harvard Business Review and the Wall Street Journal. His Work has been featured in leading publications including the New York Times, Business Week, the Financial Times, and The Economist
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But first, the book also recaps the whole premise of building a loyalty-based culture...the virtues and the challenges, which requires a fundamental understanding and acceptance of the idea of good profits vs. bad profits.
If you feel that all profits are created equal, don't bother with the book, just go try to wrangle as much from customers as you can. Maximize price and minimize cost. But if you believe (or could be convinced) that true profit maximization means maximizing the lifetime profitability of each relationship (whether with customers, employees, investors, etc.), then you will likely buy into the good profit / bad profit concept.
Beyond that, the book provides an in-depth review of the flaws inherent to most surveys and feedback channels. The single biggest flaw...adverse selection. If you are not getting feedback from a representative sample of your target population, don't be surprised when it is very skewed (up or down).
What really matters when it comes to loyalty is whether or not someone has or will recommend you to others. If yes, great! Why? If not, uh-oh...why not? If you can get focused on the answers to those questions, you'll discover a LOT about your business and how to make it better.
Look at the variety and range of perspectives offered by the reviews and articles this book has generated and the emotions attached.
So, if you want to understand the hype you have just got to read the book and make your own judgment. But it really depends on what perspective you bring to the opening pages.
I `buy in' to the argument that loyalty is great for business, so I found the book easy to read and understand and incredibly helpful. The argument is well crafted and supported, and with enough `detail' and case studies to support and reinforce my point of view. The underlying concept being that every organisation has both `detractors' and `promoters' and the objective of every company should be to grow the number of promoters whilst eliminating detractors. Those organisations with many more promoters than detractors tend to be more successful than others.
But many simply don't buy into the underlying premise that building customer loyalty is achievable, even desirable, in today's business environment. I'm not sure that this book will change their perspectives. Much of the data could be described by some, as `soft', `open to misinterpretation' even questionable but it is certainly an intriguing proposition.
Then of course, there is the whole concept that by merely asking one question - The Ultimate Question - will give you a useful insight into the health of your company. Is it really that simple?
Make your own judgment. For me though, The Net Promoter Score is a useful measure that has application in most industries and could be a terrific lead indicator. Would I `bet the farm' on this as the only measure? I don't think so!
Do I want to know the ratio of my company's Promoters to Detractors? You bet.
The challenge, as it is in most business applications, is the accurate gathering and analysis of the data. Reichheld gives some examples, and also some pitfalls on this front. Bottom line - if the tools are available, this seems like a powerful tool for the business owner and manager.