A Plan For Stew's Self Service Garage

The company gets 80% of its sales from the DIY market segment. This means that the company relies heavily on the DIY market segment. The company has invested heavily in the DIY market segment as most of its sales come from this segment. Cars are becoming more durable and complex thus this requires the help of consumers in understanding their cars this means that they turn to AutoZone for advice. AutoZone provides consumers in the DIY segment with information through its employees. Additionally, the company has created a consumer website where a consumer in the DIY segment can access information rather than visiting the AutoZone stores. Vehicle parts retailers have recorded increase in sales to car dealers, garages and service stations as more consumers turn to them for help to repair the complex cars, this situation made it clear to AutoZone that it requires educating its

Company S is a new manufacturer entering the scooter market. The company’s objective is to motivate dealerships as intermediaries. Company S wants the existing scooter dealerships to sell its product instead of the competitions. The company will motivate the dealerships as intermediaries through Incentive Programs, Profit Opportunities, Sales Quotas, Decision Making, and Frequent/Timely Delivery.

Management desires an increase in revenue based on the existing customer base. A frequent shopper plan serves as the preferred method

Implementing a frequent shopper program at Kudler Fine Foods will help track the purchase behavior of consumers, at the individual customer level. Tracking the purchase behavior patterns of consumers helps to refine the company’s processes. This, in turn, offers Kudler the best means of satisfying its customers’ needs. The company’s consumers focus more on the quality of the specialized items they purchase, and less on the price of the items. For this reason, providing discounts to the customers depending on the frequency of their purchases is an incentive for the customers to make purchases more often.

PROVIDE custom services such as in-store workshops and personalized promotions so that customers are retained to generate repeat purchases and make referrals.

Over the decades there were tremendous amount of challenges for every business. Customers have more knowledge, they have more options, and they have higher expectations. Customers are more informed with the humungous development in technology. Having more options in front of them, expectations has surpassed in retail industry. Loyalty is a customer having faith that your organization’s product or services offered is the best for them. It is the process of tapping the buying pattern of customers in a store based on their preferences. Customer loyalty is significant because it is economical to retain the old customers rather than acquiring new customers. So, organizations employ loyalty programs which reward customers for their repeat business.

Peak Garage Door Inc. has set a goal to increase their sales for 2004. Garage door industry is expecting a growth of 2.4% while the management of Peak is looking to increase company’s sales 26.4%. The company currently has 50 exclusive dealers and 300 non-exclusive dealers. Management has three proposals in front of them. The first suggestion is to increase the number dealers in their existing markets. The second

desirable. In my research, JPMorgan Chase found that more consumers came inside the branch to

Loyalty programs are very essential in this and combine it with excellent customer service and high quality products. In relation to switching costs, they must be kept high so that customers are discouraged to switch to a competitor.

The products will be delivered to the door of the customer at a set time during the week and the customer will have the possibility to change the time if the time slots initially selected becomes unworkable. This will be an advantage in terms of convenience in comparison with the brick and mortar competitors.

This delivery service was programmed for Wednesdays, which gave us the opportunity to sell a lot more, but most importantly, continue selling in the University Center on other days. We also got an idea from one of our classmates in Prof. Dobson’s class, which was to add promotions to our sales. We aimed for customers to be creative and post and send a Snap (through Snapchat) to 20 of their contacts, and they would get either an extra empanada (free), or sometimes just a percentage of their purchase off. The “prizes” varied on the amount of time and product we had left to sell each day we offered the promotion. This got the word out and helped get the word out and increase all our sales. Speaking in terms of revision, trying to improve our business every week by changing small and sometimes big things of the way we go about selling helped a lot. Instead of having major drops in our sales, we continued growing, which is very difficult for a business that is just

One of the differentiators for NM, an un-imitable competency that creates barriers of entry is the customer based marketing programs, and events. The InCircle program is targeted to enhance customer relationships and brand loyalty. Special events and incentives are creating for the “crème-de-la-crème” spenders via the InCircle program that provides these customers to become repeat consumers via exquisite rewards programs and one-on-one customer service. About 40% of sales at NM were estimated from these programs and events organized by NM.

Customer loyalty is much harder to obtain that customer service satisfaction. The most important first step is to satisfy the customer by meeting their expectations. Customers only give a company one chance and if they aren’t satisfied they will not do business with that company again, as well as tell others of their experience. The next step would be to exceed the customer’s expectations. If a business goes above and beyond to assist the customer they begin to build loyalty. The next step is to truly surprise the customer. In order to dominate the marketplace the company must find a way to make them selves stand out with their product or service, accompanied with phenomenal customer service. Once this has been done customer satisfaction and loyalty will be gained. “Acquiring a new customer can cost four or five times more than keeping a current customer” (Bestmark, 2013). So it’s essential to keep the current customer’s happy and coming back for more.

Tom Peters, in his video “Radically Reengineering Business” (BBC, 1993), got it right: The world was, indeed, getting crazy in the 1990’s, and it is getting even crazier. Dealership Service Departments everywhere, including my own, are no exception. In a short few years, we have gone from a business model of maximum sales per ticket (sometimes at any cost!) to a model of maximum customer satisfaction and retention. While manufacturers have been singing the Retention song for what seems like forever, some dealer groups and franchise owners have not yet fully bought into this long-term type of thinking. Therefore, by necessity, Service Managers everywhere must rapidly adjust their own plans as their General Managers flip-flop between

It is imperative to satisfy customers and give them an amazing experience at the company. While it cost less to sell to existing customers and companies can increase profit by selling to the same customers; if customers are satisfied, there is more chance they will come back for more services or products. Satisfied customers are a free marketing for the company. However, it is the opposite if customers are dissatisfied. Dissatisfied customer will tell 8 to 10 people about his or her experience (O’Brien, A & Marakas, G. 2004). If by any reason, representatives see that the customer is not satisfy, they should act fast and fix the problem. Furthermore, there is more chance for sale representatives to sell to an existing customer that to a new customer. A good strategy for customer retention is to reward good customers. Companies can easily do