When Chris Knox, a top salesperson at Specialty Fleet Services, volunteers to go after the business of Armadillo Gas & Power, he decides to try a new approach. After all, no one else from SFS has succeeded with Dale Landry, Armadillo's CFO. Knox shows up at Landry's ranch, asks to photograph his beloved bull, presents the photo as a gift to Landry's wife, and engineers several other encounters before Landry learns that Knox is anything more than a charming young man. Not long after he reveals his position at SFS, Knox wins the account. Sales VP Jeremy Silva emails the sales team, praising Knox's maneuvers. But the human resources vice president thinks that Knox breached the company's ethics code. Does Knox deserve a reprimand? Kirk O. Hanson, the executive director of the Markkula Center for Applied Ethics, believes that Knox went astray not by trying to share a potential client's passion but by treating the Landrys as a means to an end - deceiving them and violating their personal space along the way. There's a big difference between deceiving competitors and deceiving customers, explain consultants Don Peppers and Martha Rogers. SFS needs to clarify this difference in its ethics code, apologize to Landry, and fire Silva, who demonstrated in hitting the "send" button that he does not understand the policies and behaviors that build shareholder value. James Borg, a business psychologist and author, argues that Knox didn't coerce Landry into buying SFS's services but instead simply got the CFO's attention and let his persuasive techniques do the rest. Whereas coercion and manipulation satisfy the needs of only one party, persuasion is about achieving a positive outcome all around - exactly what Knox accomplished. Armadillo got a superior product, and SFS won a new customer.

When Chris Knox, a top salesperson at Specialty Fleet Services, volunteers to go after the business of Armadillo Gas & Power, he decides to try a new approach. After all, no one else from SFS has succeeded with Dale Landry, Armadillo's CFO. Knox shows up at Landry's ranch, asks to photograph his beloved bull, presents the photo as a gift to Landry's wife, and engineers several other encounters before Landry learns that Knox is anything more than a charming young man. Not long after he reveals his position at SFS, Knox wins the account. Sales VP Jeremy Silva emails the sales team, praising Knox's maneuvers. But the human resources vice president thinks that Knox breached the company's ethics code. Does Knox deserve a reprimand? Four experts comment on this fictional case study in R0905B and R0905Z. Kirk O. Hanson, the executive director of the Markkula Center for Applied Ethics, believes that Knox went astray not by trying to share a potential client's passion but by treating the Landrys as a means to an end - deceiving them and violating their personal space along the way. There's a big difference between deceiving competitors and deceiving customers, explain consultants Don Peppers and Martha Rogers. SFS needs to clarify this difference in its ethics code, apologize to Landry, and fire Silva, who demonstrated in hitting the "send" button that he does not understand the policies and behaviors that build shareholder value. James Borg, a business psychologist and author, argues that Knox didn't coerce Landry into buying SFS's services but instead simply got the CFO's attention and let his persuasive techniques do the rest. Whereas coercion and manipulation satisfy the needs of only one party, persuasion is about achieving a positive outcome all around - exactly what Knox accomplished. Armadillo got a superior product, and SFS won a new customer.

The idea of one-to-one marketing (also called "relationship marketing") is simple: accommodating a customer based on your knowledge of that customer, as well as the customer's input. This Manager's Tool Kit includes exhibits designed to help managers understand one-to-one marketing and provide guidance for those who may be interested in implementing their program. One-to-one marketing promises to increase the value of your customer base by establishing a learning relationship with each customer. Although the theory behind one-to-one marketing is simple, implementation is complex. The authors offer practical advice for implementing a one-to-one marketing program correctly. They describe four key steps: identifying your customers, differentiating among them, interacting with them, and customizing your product or service to meet each customer's needs. This tool kit will help you determine what type of program your company can implement now, what you need to do to position your company for a large-scale initiative, and how to set priorities.

Customers, whether consumers or businesses, do not want more choices. They want exactly what they want--when, where, and how they want it--and technology now makes it possible for companies to give it to them. But few companies are exploiting that potential. Most managers continue to view the world through the twin lenses of mass marketing and mass production. They try to churn out a greater variety of goods and services and to tailor their messages to ever finer market segments. But they end up bombarding their customers with too many choices. A company that aspires to give customers exactly what they want must use technology to become two things: a mass customizer that efficiently provides individually customized goods and services, and a one-to-one marketer that elicits information from each customer. The process of acquiring those skills will bind producer and consumer together in what the authors call a learning relationship--an ongoing collaboration to meet the customer's needs over time that will continually strengthen their bond.