Description How did global gaming company Electronic Arts go from being named "Worst Company in America" to clearing a billion dollars in profit? They discovered a simple truth-and acted on it: Not all customers are the same, regardless of how they appear on the surface.
She is a demonstrated.
Toms is Executive Director and co-founder of Wharton Interactive.
Sarah E.
He has been quoted or featured in The New York Times, The Wall Street Journal, The Economist, The Washington Post, and on NPR, among other media.
Toms of the book The Customer Centricity Playbook.
Fader is the author of Customer Centricity: Focus on the Right Customers for Strategic Advantage and coauthor with Sarah E.
More recently, he co-founded Theta Equity Partners, which focuses on customer-based corporate valuation.
In 2015, Fader co-founded Zodiac, a predictive analytics firm that was acquired by Nike in 2018.
Fader is the Frances and Pei-Yuan Chia Professor of Marketing at The Wharton School of the University of Pennsylvania.
Required reading." -Neil Hoyne, Head of Customer Analytics and Chief Analytics Evangelist, Google "A must-read." -Aimee Johnson, Senior Vice President, Digital Customer Experience, Starbucks "Fundamental insights to point organizations of any size in the right direction." -Rob Markey, Partner, Bain & Company, Inc., and coauthor, The Ultimate Question 2.0 "Required reading for leadership teams, as well as marketing and sales executives." -Matthew Derella, Global Vice President, Revenue and Content Partnerships, Twitter "If you struggle with Customer engagement or are ready to better acquaint yourself with your customers, Peter Fader and Sarah Toms\' new book The Customer Centricity Playbook is a must-read." -Jacqueline Parkes, Chief Marketing Officer and EVP, Digital Studios, MTV, VH1 & Logo "Peter Fader and Sarah Toms offer transformative insights that light the path for business leaders." -Susan Johnson, Chief Marketing Officer, SunTrust Banks "Essential reading for those who aspire to market leadership, regardless of industry." -Joshua Kanter, Chief Marketing Officer, PetSmart "I read The Customer Centricity Playbook by Peter Fader and Sarah Toms in a single sitting." -Robbie Kellman Baxter, Consultant, Peninsula Strategies, and Author, The Membership Economy About the Author Peter S. "A fantastic 360-degree analysis of how companies become truly customer-centric....
The Customer Centricity Playbook shows Customer Centricity converts where to get started.
ALSO AVAILABLE: Peter Fader\'s Customer Centricity offers an introduction to the subject.
In this new book, Fader and Toms offer a true playbook for companies of all sizes that want to create and Implement a Winning Strategy to acquire, develop, and retain customers for the greatest value.
In this book, you will learn how to: Develop a customer-centric Strategy for your organization Understand the right way to think about Customer Lifetime Value (CLV) Finetune investments in Customer acquisition, retention, and development tactics based on Customer heterogeneity Foster a culture that sustains Customer centricity, and also understand the link between CLV and market valuation Understand Customer relationship management (CRM) systems, as they are a vital underpinning for all these areas through the valuable insights they provide Fader\'s first book, Customer Centricity , quickly became a go-to for readers interested in focusing on the right customers for strategic advantage.
Fader and Toms offer a 360-degree analysis of all the elements that support Customer Centricity within an organization.
In The Customer Centricity Playbook , Wharton School professor Peter Fader and Wharton Interactive\'s executive director Sarah Toms help you see your customers as individuals rather than a monolith, so you can stop wasting resources by chasing down product sales to each and every consumer.
The most successful companies, from Amazon to Best Buy, understand their best customers are their most valuable asset, and they tailor their acquisition, development, and retention efforts to those customers.
Description How did global gaming company Electronic Arts go from being named "Worst Company in America" to clearing a billion dollars in profit? They discovered a simple truth-and acted on it: Not all customers are the same, regardless of how they appear on the surface
