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The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value Paperback – Sep 1 2001

4.7 out of 5 stars 21 customer reviews

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Product Details

  • Paperback: 352 pages
  • Publisher: Harvard Business Review Press; 1 edition (Sept. 1 2001)
  • Language: English
  • ISBN-10: 1578516870
  • ISBN-13: 978-1578516872
  • Product Dimensions: 15.6 x 2.5 x 23.5 cm
  • Shipping Weight: 431 g
  • Average Customer Review: 4.7 out of 5 stars 21 customer reviews
  • Amazon Bestsellers Rank: #6,564 in Books (See Top 100 in Books)
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Product Description

From Publishers Weekly

Reichheld, a director of Bain & Co., a strategy consulting firm in Boston, takes an old-fashioned concept?loyalty?and shows its relevance to customer retention and long-term profit growth. His position seems obvious, but its import has been lost amid the rapid turnover in the current business climate. He notes that major companies replace half their customers in five years, half their employees in four and a half and their investors in less than one. To counteract this trend, he recommends loyalty-based management, in which businesses not only make a conscious effort to retain customers but also develop strategies for attracting the kind who are likely to remain loyal. Reichheld also posits a "cause-and-effect relationship" between employee and customer loyalty. Writing with Teal, a senior editor at Bain & Co., he makes his point with examples from State Farm, Toyota/Lexus and others that have improved their bottom lines and insured long-term growth by developing loyalty. Illustrations. 50,000 first printing; $80,000 ad/promo; author tour.
Copyright 1996 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

From Booklist

Much has been written recently lamenting the loss of loyalty in all aspects of society. This loss seems magnified in the corporate world, where job change is often the only ticket for getting ahead and where companies regularly abandon communities and downsize longtime workers out of jobs. In White-Collar Blues, Charles Heckscher last year surveyed the state of middle-management loyalty and offered solutions for rebuilding loyalties. Now Reichheld, director at a strategy consulting firm with its own "loyalty practice," analyzes not only employee but also customer and investor loyalty and demonstrates the measurable results that strong loyalties have on corporate profits. Reichheld notes that traditional accounting systems do not show the "loyalty effect" and offers gauges that do. To make his case, he uses such companies as Lexus, John Deere, and Leo Burnett--the "loyalty royalty" --as examples. David Rouse --This text refers to an out of print or unavailable edition of this title.

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Customer Reviews

4.7 out of 5 stars
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By Robert Morris HALL OF FAMETOP 50 REVIEWER on June 26 2001
Format: Hardcover
I read this book when it was first published and recently re-read it. Those who have checked out my reviews of other books which address many of the same issues already know that I have a bias with regard to "customer satisfaction" and "customer loyalty", agreeing with Jeffrey Gitomer and others that the former is wholly dependent on each transaction and the latter can end (sometimes permanently) because of a single unsatisfactory transaction. The objective for those who have customers (be they internal or external) is to achieve and then sustain their passion about doing business with you. You want them to become evangelists.
Of course, Reichheld fully understands all this. In a brilliant essay which recently appeared in the Harvard Business Review, he shares new research which (again) shows that companies with faithful employees, customers, and investors (i.e. capital sources which include banks) share one key attribute: leaders who stick with six "bedrock principles": preach what you practice (David Maister has much of value to say about this in his most recently published book, Practice What You Preach), play to win-win, be picky, keep it simple, reward the right results, and finally, listen straight. In this book, Reichheld organizes his material within 11 chapters which range from "Loyalty and Value" to "Getting Started: The Path Toward Zero Defections." With meticulous care, he explains how to devise and them implement programs which will help any organization to earn the loyalty of everyone involved in the enterprise. He draws upon a wealth of real-world experience which he and his associates in Bain & Company, a worldwide strategy consulting firm. Reichheld heads up its Loyalty Practice.
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Format: Hardcover
This book draws a very important link between two critical (and timely) strategic topics: customer loyalty and retention, and employee recruitment and retention.
Although my current interest is largely the subject of customer relationships, Mr. Reichheld reminds me of the importance of integration. Loyalty initiatives must be integrated! Customer loyalty cannot be achieved without a corresponding commitment to employee and shareholder loyalty. This idea is very important.
The book is extremely well-written and compelling enough to warrant a significant time investment. By focusing case examples on a handful of "loyalty leaders" such as MBNA and State Farm, readers get a very complete picture of best practice.
Readers looking to develop an economic case for loyalty initiatives will benefit particularly by reading Chapter 2, on the economics of customer loyalty, and Chapter 10, on measurement.
[Dan Michaluk is a simulation designer for ExperiencePoint, creators of award-winning business simulations.]
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Format: Hardcover
Many perceive the word loyalty to be a concept collecting dust. After all, employee turnover across industries today is ten to thirty percent. Businesses are losing customers at a rate of fifteen to twenty percent a year. And we all know that Wall Street is very unpredictable reporting investor turnover for many companies to be as high as one hundred percent annually. Despite these statistics, Frederick Reichheld is optimistic that loyalty is possible and even should be the goal for employees, customers, and investors. He and his colleagues have been studying successful companies for several decades and have found that there are specific key principles and practices that enable organizations to reap high profits, attract talented employees, and maintain investors. He calls these organizations Loyalty Leaders. By reading his book you will not find a "cookie cutter template" to turn your organization around. The process of developing loyalty is much more personal. He will, however, tell you what principles drive loyalty success and share best practices among the strongest Loyalty Leaders. From concrete demonstration and articulation of what some organizations are putting into practice, you can work in your organization to ask the more effective questions, collect the most pertinent data, and design a network that will lead your organization successful forward into the new economy. The underlying principle of The Loyalty Effect is building trust with your constituents-whom Reichheld has as customer, employee, and investor (respectively in order of importance). Customers must trust your ability to deliver, offer service, and most importantly offer value. Everything revolves around value and trust.Read more ›
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Format: Hardcover
Frederick Reichheld masterfully shows the reader the subtle interactions between customer loyalty, employee loyalty and investor loyalty. The vast majority of companies do not know the cash value of loyalty because they rely on traditional accounting tools that do not give them a complete picture of costs and value attached to customers, employees and investors. Loyalty leaders, though they consider profitability important, do not pursue it as a short-term goal to be reached at any cost to please anyone interested in their financial performance. They deliver superior value to their customers, employees and investors by convincing them that loyalty performs at its best when it is mutually beneficial over time. The loyalty web that those firms spin is socially complex and thus likely to be costly to emulate. Competitors of loyalty leaders do not have a chance to achieve superior performance if they adopt a piecemeal approach to loyalty. Frederick Reichheld gives would-be loyalty leaders a framework to build loyalty's leader strategy and tools to measure their progress on the road to success. However, like the builders of Rome, loyalty leaders did not master their craft overnight.
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