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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 investments are failing to build customer loyalty.
- How companies like The New York Times and Enterprise Rent-A-Car employ CRM systems to their best advantage
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