Details

<b>Chapter 1: False Assumptions 1</b> <p>A "Perfect Storm" of New Technologies 3</p> <p>Imitation, Circular Mills, and Mythbusting 4</p> <p>Crisis of Short-Termism: The Mother of All Problems 6</p> <p>Questions Every Business Needs to Answer 8</p> <p>Primacy of Customer Trust 12</p> <p><b>Chapter 2: "Value" Is the New "Profit" 15</b></p> <p>Jabbing at the Elevator Button in the Stock Market 17</p> <p>Focus Only on the Short Term and You'll Lose Sight of the Long Term 19</p> <p>Customers Create Long-Term Value, Too 20</p> <p>The Secret Life of Companies: Short Games 22</p> <p>Take the Money and Run 26</p> <p>Business Models Behaving Badly 29</p> <p>Short-Term Gain, Long-Term Loss 30</p> <p>Stupid Is as Stupid Does 34</p> <p><b>Chapter 3: Customers Are a Scarce Resource 37</b></p> <p>Using Up Customers 43</p> <p>Which Do You Choose: Customers or Money? 45</p> <p>Money Is Still the Root of All Investment 48</p> <p>What’s in Your Budget? 50</p> <p>Rethinking Your Whole Business 53</p> <p><b>Chapter 4: In the Long Term, the Good Guys Really Do Win 57</b></p> <p>Reciprocity: The Golden Rule Applied to Customers 60</p> <p>The Man with the Folding Chair 61</p> <p>Does Your Firm Practice Reciprocity? 65</p> <p>Customer Trust Is an Antidote to Short-Termism 68</p> <p>Treat Employees the Way You Want Them to Treat Customers 73</p> <p><b>Chapter 5: Increasing the Value of Your Business 79</b></p> <p>Embroider on Your CFO's Pillowcase: Customer Equity 80</p> <p>Ratcheting Up Your Customer Equity 84</p> <p>What Return Are You Getting on Your Customers? 86</p> <p>Value Creators, Value Harvesters, and Value Destroyers 89</p> <p>Getting Credit for Earning Customer Trust 92</p> <p><b>Chapter 6: Culture Rules 97</b></p> <p>Defining and Managing Culture 98</p> <p>Do as I Say, Not as I Do 99</p> <p>Welcome to the "Conceptual Age" 101</p> <p>Galloping Decentralization Means Culture Is More Important 104</p> <p>Creating a Culture of Customer Trust 109</p> <p>Hey! There's a Person in There! 113</p> <p><b>Chapter 7: Capitalism Redux: Greed Is Good, but Trust Is Even Better 117</b></p> <p>Reputations Go Online 120</p> <p>Taking the Friction Out of Commerce 122</p> <p>Playing the Ultimatum Game 124</p> <p>Technology Facilitates Reciprocity 127</p> <p>Technology Seen through the Wrong End of the Telescope 129</p> <p><b>Chapter 8: Customers and Honeybees 131</b></p> <p>Who's on Your Speed-Dial? 132</p> <p>Diverse Connections 135</p> <p>Customer-Inspired Innovation 138</p> <p>Word of Mouth: Business Opportunity? 143</p> <p><b>Chapter 9: Oops! Mistakes Happen: Recovering Lost Trust 151</b></p> <p>Competence Also Required 154</p> <p>Recovering Lost Trust 156</p> <p>Competitive Success Can Harm Trust 159</p> <p>Trust, Competence, and You 163</p> <p><b>Chapter 10: Innovate or Die 167</b></p> <p>Responding to Change 167</p> <p>Technology, Progress, and Change 169</p> <p>Creating a Climate of Innovation 172</p> <p>Supporting the Lunatic Fringe 175</p> <p>Creativity Cannot Be Commanded 177</p> <p><b>Chapter 11: Order and Chaos 181</b></p> <p>Efficiency Often Undermines Innovation 183</p> <p>3M Loses Its Innovative Mojo, Then Gets Its Groove Back 186</p> <p>Having It Both Ways 189</p> <p>Your Customers Can Help You Strike the Right Balance 192</p> <p>Does Trust Encourage Innovation? 194</p> <p><b>Chapter 12: The Wisdom of Dissent 199</b></p> <p>Diversity and Variety 201</p> <p>Size Does Matter 205</p> <p>Avoiding Bad Group Decision Making 206</p> <p><b>Chapter 13: Engaged and Enabled 211</b></p> <p>The Power of the Network 214</p> <p>Employee Engagement 216</p> <p>Employees with a Sense of Mission 221</p> <p>Giving Your Employees the Tools and the Power They Need to Create Value 223</p> <p><b>Chapter 14: Leaders Needed. Inquire Within 227</b></p> <p>The Twelve Laws to Follow 228</p> <p>Notes 239</p> <p>References 257</p> <p>Index 285</p>

"Harnessing the power of connected customers and networked employees is now the key to success and that's what this book is all about." (<i>Bookviews.com</i>, April 2008)

<b>Don Peppers</b> & <b>Martha Rogers</b>, PhD, are the founding partners of Peppers & Rogers Group and 1to1 Media, the world's premier customer-focused consultancy and award-winning publishing company, now part of Carlson Marketing Worldwide. In addition to hundreds of trade and academic articles appearing in publications including <i>Harvard Business Review</i>, they are the coauthors of the bestselling "1to1" series of business books, available in seventeen languages. In addition, they have written a comprehensive graduate-level textbook, <i>Managing Customer Relationships</i>. Their most recent book was the highly successful Return on Customer, challenging companies to measure business success entirely differently, and documenting the customer base as a revenue-producing asset for businesses, capable of driving a company's long-term economic worth. Peppers and Rogers have been cited on numerous lists of thought leaders and business gurus, and serve on several boards.

<p><b>Praise for <i>Rules to Break & Laws to Follow: How Your Business Can Beat the Crisis of Short-Termism</i></b> <p>"A fascinating, highly readable synthesis of business principles, technology, sociology and common sense, <i>Rules to Break and Laws to Follow</i> persuasively shows the connection between customer trust and business profits, and then explains how to make it happen. As a bonus, you'll learn how to make your company more innovative, how to ensure your employees actually enjoy what they're doing, and how to deal with the kinds of service and quality breakdowns that occasionally plague any company, even a well-managed one. This book should be on your required reading list."<br/> <b>—Stephen M. R. Covey, bestselling author of <i>The Speed of Trust: The One Thing That Changes Everything</i></b> <p>"Over the years, Peppers and Rogers have given me valuable advice about navigating the changing business landscape. This book is a must-read for managers who want to empower their employees and customers to make change their ally."<br/> <b>—Jim McCann, founder and CEO of 1-800-FLOWERS.COM</b> <p>"Highly readable and entertaining. Make sure everybody in your firm reads this book by last Friday."<br/> <b>—Dror Pockard, CEO of eglue</b> <p>"In a time when most companies are built to flip, Peppers and Rogers have planted a stake in the ground to help you survive past the next round of financing or consumer fad. Knowing what rules to break is arguably even more important than what laws to follow, and this book imparts knowledge for both."<br/> <b>—Guy Kawasaki, cofounder of Truemors and author of <i>The Art of the Start</i></b> <p>"Peppers and Rogers have created the unthinkable: an enjoyable wake-up call! Their book serves up one compelling and provocative idea after another, and the authors enjoy debunking some of our most deeply ingrained business beliefs. Read this book and your customers will thank you."<br/> <b>—Dan Heath, coauthor of <i>Made to Stick: Why Some Ideas Survive and Others Die</i></b>

US