Customer Share Marketing
Author: Tom Osenton
Table of Contents
Table of Contents
I. THE BATTLE FOR MARKET SHARE. 1. The Web Weighs In.
2. The Century of Market Share.
3. Marketing Through the Chaos.
4. The Century of Customer Share.
II. UNLOCKING THE POWER OF CUSTOMER LOYALTY. 5. Marketing One-to-One Comes of Age.
6. Selling Direct Comes of Age.
7. Maximizing Your Customer Touches.
8. Permission, Privacy, and Protection.
9. Customer Share Marketing.
III. ACQUIRING CUSTOMERS AND PERMISSION. 10. Feeding The Funnel: How to Acquire Customers
11. Acquiring Customers and Permission: Best Practices.
IV. RETAINING CUSTOMERS AND GROWING CUSTOMER SHARE. 12. Working The List: How to
Retain Customers and Grow Customer Share.
13. Retaining Customers and Growing Customer Share: Best Practices.
V. MARKETING IN THE NEXT ECONOMY. 14. Maximizing the Power of Mass and Direct Marketing.
Customer Share Marketing: How the World's Great Marketers Unlock Profits from Customer Loyalty
teaches customer share marketing, which leverages customer loyalty through direct marketing and
advanced, Internet-driven sales techniques. Author Tom Osenton demonstrates how leading companies
apply customer share marketing to increase sales and profits, often more effectively and at a substantial
savings over traditional methods.
IntroductionEvery Saturday morning, I fill up the family car with gas at the local Mobil station. The routine
is generally the same, week in and week out, and usually costs anywhere from $23 to $27, depending on
the price of gas and exactly how much of it we've consumed over the past week. Lift the handle, select
the grade, reset to $00.00, fill the tank, and pay the attendant. A week later, I'm back at the pump: lifting
the handle, selecting the grade, resetting to $00.00, filling the tank, and paying the attendant. At this
point, I could perform the task in my sleep, consistently contributing, on average, about $25 per week to
the station's business.Until one Saturday, while I was paying the attendant for gas, I also bought a dozen
donuts and a cup of coffee. It was the first time that I ever spent more than $30 during one visit to the
Mobil and it caused me to realize something about gas that it was basically like toothpaste or shampoo.
I realized that no matter what the folks at Mobil did to entice me to buy more gas, I would only buy more
when I ran out. I also realized something about the business of selling gas it's all about market share.
It's about selling gas to more people as opposed to selling more gas to the same people. In marketing
terms, growth for a gas station is all about acquiring new customers.As for the returning loyal
customers like me the only way to generate more money from retained customers is to sell them
something else along with the gas like donuts and coffee. Unlike an acquisition strategy that primarily
relies on new customers to grow market share, a retention strategy gives marketers the opportunity to
grow customer share by selling more to the customers they already have.Market Share Marketing: The
Art of Acquiring CustomersOver the last half-century, the leading marketers, advertisers, and agencies in
the United States perfected the art of acquiring customers and growing market share. In fact, it's very
unlikely that we will ever witness such a run on customer acquisition as we did during the decades
immediately following World War II, when consumers began to establish brand preference across dozens
of products. It's difficult to imagine any group of marketers better at developing and successfully
executing wholesale customer acquisition strategies since 1950 than U.S. marketers and their
agencies.But with market share levels largely established, it has become very difficult and very expensive
for marketers to grow sales by growing market share.Ask most nationally branded packaged goods
manufacturers today who buys their soap or their beer, and they'll tell you 29- to 49-year-old women or
21- to 49-year old men. On the other hand, ask L.L. Bean who buys its outdoor gear, and the company
produces a printout of the names and addresses of individual customers, along with their purchasing
histories, that would fill a room. Direct marketers such as L.L. Bean have always known who their
customers were literally and figuratively. For mass marketers that primarily promote to enormous groups
of people based largely on demographics, a list of consumers who buy their products once, twice, or two
dozen times a year, for the most part, simply doesn't exist.So why should this be important to mass
marketers now?Hitting the Market Share WallAfter a company has sold to virtually every man, woman,
and child on the planet, how does it profitably grow sales? When a company...
TOM OSENTON has more than 25 years of senior-level management experience at world-class
companies such as the CapCities/ABC, The Sporting News, and Billboard Publications. He worked on
three Olympic Games as an executive with the ABC Television Network, serving as network spokesman
in 1984. As President and CEO of The Sporting News, he spearheaded a major turnaround that helped
save the nation's oldest sports weekly, while pioneering an early move to the Web.Tom is currently CEO
of the Customer Share Group LLC a leading management and marketing consultancy that advises some
of the world's major companies and brands on developing customer share strategies. As a leading expert
on strategic marketing and planning, he is a popular industry speaker and a frequent participant at
industry seminars, conferences, and webinars.