LEADER 07330nam 22007215 450 001 9910298506903321 005 20250609112049.0 010 $a9781484203859 010 $a1484203852 024 7 $a10.1007/978-1-4842-0385-9 035 $a(CKB)3710000000393499 035 $a(EBL)2094328 035 $a(SSID)ssj0001500711 035 $a(PQKBManifestationID)11918247 035 $a(PQKBTitleCode)TC0001500711 035 $a(PQKBWorkID)11521621 035 $a(PQKB)11153005 035 $a(DE-He213)978-1-4842-0385-9 035 $a(MiAaPQ)EBC2094328 035 $a(CaSebORM)9781484203859 035 $a(PPN)185485170 035 $a(OCoLC)908032045 035 $a(OCoLC)ocn908032045 035 $a(MiAaPQ)EBC3109260 035 $a(EXLCZ)993710000000393499 100 $a20150407d2015 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe Customer Trap $eHow to Avoid the Biggest Mistake in Business /$fby Andrew R. Thomas, Timothy J. Wilkinson 205 $a2nd ed. 2015. 210 1$aBerkeley, CA :$cApress :$cImprint: Apress,$d2015. 215 $a1 online resource (173 p.) 300 $a"Based on the Distribution Trap, Winner of the Berry-Ama Book Prize for the best Marketing Book of 2010." 300 $aIncludes index. 311 08$a9781484203866 311 08$a1484203860 320 $aIncludes bibliographical references and index. 327 $aContents; PART I: Setting Up forFailure; Chapter 1: The Biggest Business Mistake; It's a Common Story; So What, Exactly, Is a Mega-Customer?; The 10 Percent Rule; But It's Not the Mega-Customer's Fault !; Who Is Responsible?; Chapter 2: The Customer Trap and Brand Destruction; Levi Strauss Gives It Away; Goodyear: The Rubber Hits the Parking Lot; Chapter 3: Turning Your Innovations into Commodities; The Example from Detroit; Rubbermaid Abrogates Control; Little Tikes; The Acceleration of Commoditization; The Dye is Cast; Perfecting the Customer Trap 327 $aChapter 4: When Sales Channels Get HijackedA Step Back Before Moving Forward; Holding Data Hostage; Chapter 5: Living the Outsourcing Compulsion; Globalization: A Mostly Necessary Evil; Sales and Distribution: A Look Back; Emergence of Mass Retailing; Department Stores; Mail-Order Houses; Chain Stores; Vertically Integrated Firms; Arrival of the Megas; " Strategic Thinking"; The Current American System; Foreign Direct Investment; Walmart in China; And the Others Soon Follow; Mexico: The New (Old?) China; The Outsourcing Compulsion; PART II: Avoiding theTrap; Chapter 6: The STIHL Story 327 $aOriginsService; The Dealer's Perspective; Avoiding the Customer Trap; The Advertising Campaign; Seeking Out New Retailers; Chapter 7: Innovation's Second Step; Model of Innovator/Distributor Relationship; Sources of Power for the Megas; Scale; Markets; Legal Context; Power of Producers; Product; Depth of Innovation; Differentiation; Availability of Substitutes; Process Innovation; Brand Awareness; Scale or Size; Legal Context; The Second Step; Phase 1: Low Scale; Use Direct Marketing; Use Independent Distributors; Phase 2: Low-to-Medium Scale; Phase 3: Medium-to-Large Scale 327 $aPhase 4: Large-to-Large-Plus ScalePhase Summary; Chapter 8: Getting the Data and Doing Marketing Right; Not All Customers Are Equal; Typologies of Customers; Assessment Criteria; Primary Interest; Time Frame; Focus; Demands; Relationship Approach; Loyalty; Profitability; The Questions to Ask; Getting the Data: The Foundation of Good Marketing; The Emergence of Channel Data Management; Head, Torso, and Tail; The 12 Steps; What Are the 12 Steps?; A Bookstore Sets Itself Apart; Chapter 9: Going Global and Keeping the Faith; Exporting the Dysfunctional Model; Hope Outside the United States 327 $aSee It from the Distributor's PerspectiveSet Minimal and Ideal Criteria; Focus on Potential Complementors; Explicitly Spell Out Responsibilities; Construct the Relationship; Constantly Scrutinize the Relationship; Manage Communication; Incentivize the Relationship; You Get Only One Chance in a Market; Chapter 10: Staying Local and Independent; The Battle Is Joined; A Dying Idea; Back to History; Smaller Is Better; The Future Is Brighter Than Ever Before; Our Last Thought; Index; About the Authors; Acknowledgments; Preface; Other Apress Business Titles You Will Find Useful 330 $aAmerican business is dysfunctional. Companies of all sizes follow the mistaken belief that their products and services are best sold through mega-customers with pervasive market reach, such as Amazon and Walmart. Far too many business leaders fail to realize?until it is too late?that the relentless pursuit of volume at all cost is not the key to long-term profits and success. The Customer Trap: How to Avoid the Biggest Mistake in Business is Thomas and Wilkinson?s sequel to The Distribution Trap: Keeping Your Innovations from Becoming Commodities, which won the Berry-American Marketing Association Prize for the best marketing book of 2010. The Distribution Trap contended that cracking the big-box channel is not necessarily the Holy Grail that many marketers assume it is. The Customer Trap takes this thesis to the next level by arguing that all companies, regardless of the industry there are in, should maintain control over their sales and distribution channels. Volume forgone by avoiding the mass market is more than offset by higher margins and stronger brand equity. The Customer Trap shows that giving power to a customer who violates "the ten percent rule" sets a company up for ruin. Yet, when presented with the opportunity to push more sales through large customers, most decision-makers jump at the chance. As a result, marketing has come to resemble a relentless quest for efficiency and scale. Demands from mega-customers in the form of discounts, deals, and incentives erode the integrity of the brand and what it originally stood for. Lower margins become the norm and cost-saving compromises on quality take over. In time, the brand suffers and, in some cases, fails outright. Stark examples from Oreck Vacuum Cleaners, Rubbermaid, Goodyear, Levi?s, and others illustrate the perils of falling into the "customer trap." This book demonstrates in vivid detail how to thrive by controlling your sales and distribution. The authors show how many firms, such as STIHL Inc., etailz, Apple, Red Ant Pants, and Columbia Paints & Coatings, have prospered by avoiding the "customer trap"?and how your company can have similar success. 517 3 $aHow to avoid the biggest mistake in business 606 $aBusiness 606 $aManagement science 606 $aBusiness and Management, general$3https://scigraph.springernature.com/ontologies/product-market-codes/500000 615 0$aBusiness. 615 0$aManagement science. 615 14$aBusiness and Management, general. 676 $a330 676 $a650 700 $aThomas$b Andrew R$4aut$4http://id.loc.gov/vocabulary/relators/aut$0129741 702 $aWilkinson$b Timothy J$4aut$4http://id.loc.gov/vocabulary/relators/aut 801 0$bUMI 801 1$bUMI 906 $aBOOK 912 $a9910298506903321 996 $aThe Customer Trap$92546137 997 $aUNINA