In the fourth installment of their popular One to One series, Don Peppers and Martha Rogers examine a new aspect of the process they've defined and championed: the actual implementation of so-called customer-relationship management principles in pioneering organizations such as American Airlines, 1-800-FLOWERS, General Electric, and even the Carrollton, Texas, Fire Department. "This is not a fad. This is the reality of today's competitive landscape," they write in The One to One Manager. "The 'one-to-one future' is no longer the future. It's happening now." Using some two dozen examples, Peppers and Rogers show how a bank created a concierge-like program to connect with customers, how two clothing companies developed "mass customization" techniques to meet consumer demands cost-effectively, and how a software firm put on a "human face." The aggregate effectively demonstrates how some of today's more innovative enterprises are developing "individual relationships with individual customers," while offering practical advice for others who would like to do the same. --Howard RothmanIn The One to One Manager, visionary authors Don Peppers and Martha Rogers, Ph.D., go behind the scenes to report on the challenges and solutions discovered by managers leading 1 to 1 efforts at organizations such as Xerox, General Electric, Oracle, First Union, Hewlett-Packard, USAA, Levi Strauss, and British Airways. Filled with in-depth interviews with executives on the front lines of the 1 to 1 revolution, and based on more than two dozen case histories from companies around the world, The One to One Manager examines the actual day-to-day issues involved in setting and running 1 to 1 initiatives.The One to One Manager introduces readers to the groundbreakers, the pathfinders, and the explorers of a vast and rapidly expanding new universe of customer-focused business strategies. Among the fascinating pioneers profiled in this book, you will meet:-General Robert McDermott, the visionary leader who transformed USAA from an insurance firm mired in paperwork into an IT-savvy financial institution dedicated to meeting customer needs at warp speed-Richard Vague, the CEO of First USA, champion of the "trusted agent" model for building lifelong customer relationships-Nina Smith, a Xerox marketing executive blazing a trail through a forest of competing sales and distribution channels-Royal Bank of Canada's Anne Lockie, who melds her knowledge of technology with a keen awareness of human nature to create 1 to 1 relationships with millions of customers-Bruce Varner, a Texas fire chief who trains his fire fighters to treat local citizens as valued customersThese early adopters, scouts, and risk takers offer managers and executives invaluable lessons in their efforts to map a new business universe in which organizations and enterprises organize around customer needs. It is a universe in which companies compete at extreme velocity, racing to devise strategies that will lock in customer loyalty, raise profits, and avoid the trap of commoditization. A virtual roadmap to the business world of the future, The One to One Manager is the book executives and managers the world over have been waiting for."The One to One Manager" is specifically targeted to help managers and executives master the opportunities -- and obstacles -- they are likely encounter in increasing their company's "share of customer."

A revolution is sweeping companies and organizations around the world as businesses shift from the notion of mass marketing to mass customization. Consequently, companies are evolving from traditional product-based enterprises to customer-focused, one-to-one enterprises that will allow them to develop longer-lasting, more profitable customer relationships. In "The One to One Manager, customer-relationship-management pioneers Don Peppers and Martha Rogers take readers behind the scenes of companies such as Xerox, Levi-Strauss, and American Airlines to show how managers and executives implement 1 to 1 programs to reshape their companies. Rather than relying on decentralized product lines, managers learn how to integrate services and customize products to meet the needs of individual customers. The book offers specific advice on how to make the transition to customer relationship management, and successfully deploy customer-centered behaviors in terms of sales, marketing, and service.