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September 8, 2009
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September, 2008
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, Jossey-Bass, 2002
 
 
 

Drew Banks and Kim Daus

Foreword:
Scott Cook, Co-Founder of Intuit

Afterword:
Michael Lowenstein, Co-Author of Customer Winback.

Endorsements:
  • Craig Newmark, Founder of craigislist
  • Beerud Sheth, Founder of Elance, Co-Founder of Webaroo
  • Cynthia Typaldos, Co-Founder of GolfWeb, Founder of RealCommunities
  • Heath Row, Founder of Fast Company’s Company of Friends

Since the beginning of the customer revolution, business has focused on customer service and satisfaction—individual service and individual satisfaction. With all the attention on the individual customer, there has been a neglect of the collective customer base. While it is true that most customers want personalized service, many customers also select and are more loyal to companies who have other customers with whom they can or have formed relationships. With an Internet-connected customer base, even large global companies can create the type of fiercely loyal clientele that was before only possible for local community businesses.

Customer.Community explores integrating virtual community practices within customer service strategies. Most e-community profitability analyses have focused on monetizing communities within affinity groups that have formed around shared, non-commerce interests. This has resulted in a perception that virtual communities are antithetical to business profit.

Customer.Community instead espouses communitizing commerce by catalyzing a peer-to-peer network between customers who are already commerce-centric. This argument creates a far more compelling business case for virtual community.

 
 
 
, Jossey-Bass, 2000
 
 
 

Markos Kounalakis, Drew Banks, and Kim Daus.

Foreword:
James Adams, former CEO of United Press International (UPI)

Endorsements:
  • Bob Johansen, Distinguished Fellow (IFTF)
  • Peter Laufer, Author, Broadcaster, Journalist
  • Tamar Elkeles, VP of Learning & Development, Qualcomm

Before the Internet, business communications were carefully controlled. Organizations spent time spinning messages in order to created a desired perception. Sometimes this worked but often constituents suspected manipulation. Today, controlling communications is no longer an option. As we find ourselves in an increasingly fast-paced, global, networked world, and as information whirls from all angles, the most successful organizational communication is that which quickly equips employees, partners, and customers with factual knowledge that builds trust and credibility with the organization. Applying journalistic principles—open, accurate, timely and strategically weighted and contexted information—to existing corporate communication models will help organizations move from untrustworthy spin to open, honest, communication that engenders trust and helps create alignment in today's business environment. In essence this simply means that today's organizations must tell their most important constituents the truth ...as fast as they possibly can.

Beyond Spin examines this challenging transition underscoring the difficulty and complexity of switching from time-intensive controlled spin to instantaneous, unabridged honesty.

 
         
         
 

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