Martha Rogers, Ph.D.

Recognized for well over a decade as one of the leading authorities on customer-focused relationship management strategies, Dr. Martha Rogers is an acclaimed author, business strategist, and a founding partner of Peppers & Rogers Group, the world's premier customer-centered consultancy.  Her experience in documenting customer value, and her expertise in applying "out-of-the-box" thinking makes her equally popular among the global media, engagement planners, event organizers, as well as corporate and association leaders who are eager to learn more about customer-centric concepts and methodologies.

ABOUT Martha Rogers, Ph.D.   (+/-)

Most Important "Business Guru" of 20th Century

Business 2.0 magazine named Martha Rogers one of the nineteen "most important business gurus" of the past century. The World Technology Network cited her as "an innovator most likely to create visionary 'ripple effects'." Martha's counsel and insight are regularly sought by Fortune 500 and Blue Chip executives.  Her thought leadership and presentations routinely focus on the business issues that today's global enterprises are grappling with, while trying to maintain a competitive edge in their marketplace.

Revolutionizing Corporate Strategies, Building a Better Business Model

Co-authored with her partner Don Peppers, Dr. Rogers' latest thinking is embodied in their book, Rules to Break & Laws to Follow-named as the inaugural title to Microsoft's "Executive Leadership Series." This timely publication addresses the challenges of success in a world where networked customers and engaged employees may hold more power than the influence of your brand. The book further exposes the crisis of short-termism that is rampant in business today, and documents the path needed to grow out of this rut.  Among the other best-sellers authored by Peppers and Rogers, their first-The One to One Future-was named by Inc. magazine's editor, George Gendron, as "one of the 2 or 3 most important business books ever written" and is widely acknowledged as the bible of the customer strategy revolution.



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 Martha Rogers 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, Martha Rogers 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, Martha Rogers 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.