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Fred Reichheld is a Bain Fellow and Founder of Bain's Loyalty practice which helps clients achieve superior results through improvements in customer, employee,
partner, and investor loyalty. His pioneering work has quantified the linkage between loyalty, profits, and growth.
In the June, 2003 edition of Consulting Magazine, Mr. Reichheld was recognized as one of the world’s top 25 consultants.
According to
The New York Times, "[He] put loyalty economics |
on the map". The Economist refers to him as the "high priest"of loyalty. And 1to1 Magazine calls him, "the undisputed king of loyalty". He is the
author of two books and seven Harvard Business Review articles on the
subject.
Mr.
Reichheld joined Bain in 1977 and was elected to the partnership in
1982. In addition to founding and leading the Loyalty Practice, he
served the firm in a variety of roles including membership on its
Worldwide Management, Nominating, and Compensation Committees. In
January 1999, he was elected by the firm to become the first Bain
Fellow - a half-time position that enables him to focus primarily on
research and writing.
Mr. Reichheld is a frequent speaker to
major business forums and groups of CEOs and senior executives
worldwide. His work has been widely covered in The Wall Street
Journal, New York Times, Fortune,
Business Week and The Economist. His first book,
The Loyalty Effect: The Hidden Force Behind Growth, Profits, and
Lasting Value (Harvard Business School Press, 1996) has become
an international bestseller. His most recent book, Loyalty
Rules!: How Today’s Leaders Build Lasting Relationships
(Harvard Business School Press) was published in September 2001.
Fred Reichheld graduated with Honors both from Harvard College (B.A., 1974) and Harvard Business School (M.B.A., 1978).
List of topics and trends Fred Reichheld can discuss:
- Why is loyalty even more important in times of economic turbulence?
- Why do layoffs make employee loyalty even more vital?
- Why half of the front line employees in America are undermining customer loyalty—and what leaders must do to correct this problem?
- How a 5% increase in customer retention translates into a 25-100% increase in profits
Why most companies are experiencing a crisis in loyalty leadership
- How to measure loyalty in an organization—and whether a leader’s actions are building or destroying loyalty?
- Why CRM becomes customer relationship manipulation and not management at so many companies
- Why CRM technology investmentsare failing to build customer loyalty.
- How companies like USAA, The New York
Times and Enterprise Rent-A-Car employ CRM systems to their best
advantage
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