For the past eleven years, I have been leading the Global Loyalty Practice at FranklinCovey, where we have helped organizations change their behavior in order to increase customer loyalty. I began my career in brand management at P&G, followed by Harvard Business School, and on to a marketing-management position at Apple. I was then very fortunate to meet Jack Taylor, founder of Enterprise Rent-A-Car, and his son, Andy, now chairman of the holding company that owns the Enterprise, National, and Alamo car-rental brands. They invited me to spearhead business development for the company. Before long, I was promoted to lead marketing with the directive to figure out how to grow the business faster.
The best way to grow our Enterprise business was to provide an experience that inspired our customers to come back more often and recommend us to all their friends. Back then, our customer service was not great, and it varied widely across our branches. Over the next ten years, we dramatically improved our service--first by accurately measuring our customer-service scores, so we had a clear picture of who needed to get better; then we empowered our branches to figure out why more of their customers were not happy with their Enterprise experience, and we encouraged our branches to run experiments to improve their scores.
By holding our managers accountable and empowering them to figure out how to get better, Enterprise went from delighting 67 percent of customers to 80 percent. And the really good news, we tripled company sales from $2 billion to $7 billion. Andy Taylor attributed much of this growth to the profound improvement in our customer service.
I retired from Enterprise in 2006. A year later, Fred Reichheld introduced me to Bob Whitman, CEO of FranklinCovey. Bob and I shared a vision of enabling greatness, and we jointly decided to launch a loyalty practice at FranklinCovey to help other companies build a successful service culture. Since that fateful meeting, we at FranklinCovey have helped hundreds of companies measure and improve their culture, including their customer service.
The customer experience is certainly affected by a company’s products, services, policies, promotions, and pricing. But our behavior delivers the emotional experience that is essential for earning the fierce loyalty of our customers. And that feeling most often comes from interacting with people––whether in person, in a call center, or online. Customer loyalty is built one great experience at a time, and the difference between a good and a great experience often comes down to how customers feel about their experience. We teach the Three Core Loyalty Principles–empathy, responsibility, and generosity–and how to bring these three Principles to life.
With my esteemed colleagues, Shawn Moon, and Leena Rinne, we wrote Fierce Loyalty: Cracking the Code to Customer Devotion to give every team an easy and fun way to learn and apply the Three Core Loyalty Principles. We offer a way for teams to apply the principles through huddles–short team meetings where people come together to celebrate, learn, and make commitments.
This book gives you a proven formula for earning the fierce loyalty of every important person in your life.
Learn more about building fierce customer loyalty by registering to attend a complimentary webcast today.
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