en
Weiss Alan,Noah Fleming

Evergreen

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Loyal customers are the beating heart of every great business. So why do so many companies act like adrenalin junkies, chasing after new customers at the expense of creating deeper, more profitable relationships with the ones they already have? Evergreen exposes the mad pursuit for what it is: a brief spike in metrics and an ongoing revenue drain, as one-time customers fail to return. A better solution is to shift resources from attracting new customers to engaging the base-the path to stable growth, season after season. The book's entertaining stories and action steps reveal how anyone can: Cultivate the 3Cs of evergreen companies: character, community, and content * Build loyalty programs that turn satisfied customers into enthusiastic advocates * Nurture profitable customers while pruning those who sap time and money * Inject authenticity into social media communications * Invert the expectations gap that can drive customers away From Internet startups and mom-and-pop businesses to multinational giants, strong companies are rooted in customer retention. Evergreen helps anyone merge high-tech tools with the personal touch to forge lasting bonds and steady profits.
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326 nyomtatott oldalak
Első kiadás
2015
Kiadás éve
2015
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Idézetek

  • raquel00232idézett5 évvel ezelőtt
    makes that purchase twice a year.

    Then I asked the magic question: “In two months you’ve spent $3,000 to generate $50,000 in additional revenue. What exactly isn’t working?” The CEO just smiled.
  • raquel00232idézett5 évvel ezelőtt
    2004, the Harvard Business Review suggested that marketing myopia was the most influential idea in marketing in the past fifty years. That doesn’t mean that everybody has gotten the memo, though—or, perhaps more appropriately
  • raquel00232idézett5 évvel ezelőtt
    reason I’ve positioned content as the third of the Three Cs. It represents both what you do and how you do it.

    The key takeaway: More important than the core products or services that you offer is knowing what business you’re actually in. Since you are reading this book, chances are good that

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