Don Peppers

As an acclaimed author and founding partner of Peppers & Rogers Group, Don Peppers is one of the most recognized authorities on customer-focused relationship management strategies.  His vision, perspective and thoughtful analysis of global business practices has earned him accolades and praise around the world including as one of the "Top 50 Business Brains" by The Times of London.

Don's counsel is regularly sought by Fortune 500 executives and entrepreneurs seeking to identify and retain their most valuable customers, increase customer satisfaction, and improve the financial results on the customer-facing side of their business.

ABOUT Don Peppers   (+/-)

Influential Innovator in Business Strategy

With co-author Dr. Martha Rogers, Don has produced a legacy of international best-sellers that have collectively sold well over a million copies in 18 languages. Their latest book, Rules to Break & Laws to Follow addresses the challenges of success in a world where networked customers and engaged employees may hold more power than the influence of your brand.  Their previous publication, Return On Customersm (or ROC), advanced these concepts, documenting that the customer base is capable of driving a company's long-term economic worth.  Fast Company named the book one of the 15 "most important reads" that year, and cited the book again in 2007 on their list of the 25 "Best Books" in business.

Media and Marketing Savant

Previously, Don was a new business rainmaker for world-class advertising agencies, including Chiat/Day and Lintas:USA. He capped his advertising career as the CEO of Perkins/Butler Direct Marketing.   Don continues to have a popular voice in the worldwide media, and has launched a video diary of his global business observations, entitled "Peppers Unplugged" as well as a blog, "Strategy Speaks."  He currently serves on the Board of Directors for Cicero, Inc. (CICN), and for privately held Jetera Precision Media.  Don is also on the Board of Advisors for Gridley & Co., the investment bank, and for blyk, the ad-supported mobile phone network in Europe.



Competing on Trust in the Post-Crisis World - Following the economic crisis, customer trust has become more than a catchphrase; it's now a business necessity. The ability to acquire robust customer insight has made trust a hot button issue. Too often, businesses use this information simply to focus on extracting more and more economic value from each customer. credit card companies make their largest short-term profits from their least sophisticated customers.  Call centers employ cost-efficient touch-tone menus that infuriate customers rather than satisfy them.  And retail banks generate their highest-margin fees from the errors their own customers make.

But this comes with a price. Reputations circulate at Twitter speed, as more and more customers find that their most trustworthy information sources are not the companies they want to buy from, but the other customers who have already bought. This session offers insight on how to create the kind of trustworthy enterprise that builds shareholder value.

Short-term Results and Long-term Success - A raging crisis of short-termism threatens companies that try to operate by today's "accepted wisdoms" in business. Most businesses rely on three rules to create shareholder value with their sales, marketing, and customer service efforts: 1) the best measure of success for your business is current sales and profit; 2)  with the right sales and marketing effort, you can always get more customers; and 3) ompany value is created by offering differentiated products and services.

The problem is that each of these rules is dead wrong.  And when businesses blindly follow them in their effort to create shareholder value, they soon find themselves locked into the Crisis of Short-Termism. Instead business should understand that:

  • Long-term value is just as important as current sales and profit.
  • Customers are a scarce productive resource, finite in number.
  • Value can only be created by customers since products do not pay us revenue

In this provocative session, Peppers and Rogers demonstrate how long-term value is just as important as current sales and profit, and shows you how to how to build the business case for balancing short-term results with long-term value.

You Can't Un-Google Yourself - Higher expectations and networked consumers make delivering ideal customer experiences more important than ever. Customers have more power to disseminate word-of-mouth recommendations than ever before.  From posted reviews to online user groups to social networks, customers themselves now often set the tone for how a brand is perceived in the marketplace, how prices are compared, and how trust is evaluated.

 This session offers new proprietary research from Peppers & Rogers Group and best practice recommendations as to how your brand can deliver superior customer experiences and build trusted relationships in a world where Google results are often a brand's first impression.

Funding the Revolution in Interactive Marketing - Twitter, Facebook, YouTube, FriendFeed - you name the vehicle, what's very clear is that we are now swimming in a much larger ocean of information than ever before. An issue many of us don't think too much about is how this fountain of information will be paid for.  Yes, it's possible that Twitter will start charging something, and maybe some of the other vehicles will charge, also - but almost certainly the biggest cost burden will fall on advertisers and marketers, who will be producing a prodigious amount of "ride along" marketing appeals, with increasingly relevant messages.

In this environment of proliferating and unprecedented interactive vehicles, the biggest impediment to success is likely to be lack of imagination on the part of the marketers and advertisers themselves, because this lack of imagination will slow down the funding process. In this session, learn how to make emerging business models work for you.

Confronting the Constituencies of Healthcare Before It's Too Late - What are well-intentioned healthcare executives supposed to do? Squeezed between rising costs, reduced Medicare coverage, and the relentless pressure to report good financial results every quarter, healthcare professionals face their most difficult moment in the history of the U.S. In this session, best-selling thought leader and healthcare expert Don Peppers offers the first steps to the way out.

Dancing Shoes for Honeybees: Leveraging "Word of Mouth" in Healthcare/Pharma - The "word of mouth" customers share with each other has always been more important to any business than advertising or sales efforts. But it may be even more important to healthcare and pharma, because "word of mouth" comes directly from people's sense of social participation. In this session, Don Peppers discusses how to deal with this new level of patient power and why healthcare leaders have to embrace an open-minded, active listening approach.

Excellence or Innovation: Do We in Healthcare Have to Choose One?  -- The better any organization is when it comes to operations, the harder it is for that organization to be innovative, and nowhere does this conflict come into sharper relief than it does in the healthcare sector. Businesses are kept sharp by the unforgiving discipline of a competitive marketplace, so failure to innovate, for a business, is often fatal.  But government organizations - from regulatory and licensing agencies to tax authorities and others - as well as consumer and media groups serve as watchdogs to the healthcare industry. Malpractice and group lawsuits drive decisions for for-profit healthcare companies, and even the FDA and other healthcare government agencies have decided it's better to prevent one death rather than save 1000 lives. In this session, Don Peppers will demonstrate why the accelerating pace of change makes innovation not only beneficial, but critical to the efficient long-term operation of every healthcare organization.