Raving Fans By Ken Blanchard And Sheldon Bowles

Satisfied customers can be the best advocates, which is why customers’ needs should be satisfied every time.

Through sustaining the customer relationships, leaders of the company have realized that “becoming nearer to the consumer” is vital for the progression.

To truly understand the consumer’s needs one must listen to what the consumer wants and desires, it takes very little effort on the part of Company Q to understand the needs of its consumers. The effort we make can be the difference between a store’s success and a store going bankrupt. Insuring that Company Q's stores standout amongst its competitors in the marketplace will help give Company Q a competitive edge.

Ken Blanchard’s "Raving Fans" is a book that details an interesting business approach. The protagonist, who is called “The Area Manager” is new to his job and doesn’t know where to start. Luckily, he’s visited by a person (or being) known only as “Charlie”. Charlie’s purpose is to show The Area Manager the three "magic secrets" to make what he calls raving fans, the ultimate in customer service. Charlie emphasizes that satisfying customers isn’t good enough nowadays, and that the best way to be a successful is to create raving fans. Be different, be better. Throughout the book, Charlie teaches The Area Manager about the mysterious "three secrets" by taking him to different businesses that use

Customer satisfaction is the customer’s evaluation of a good or service in terms of whether it has met their needs and expectations (Vander Schee, 2016). The culture of the organization is to focus on delighting customers rather than on selling products (Lamb, Hair, & McDaniel, 2017). An example of a highly satisfied customer would be Nicole Snow, who owns a small business in Maine. One day she reached out to FedEx on social networks and asked for help in getting her supply chain set up. The team responded immediately and helped her solve the problem (“FedEx,” 2015). Here customer satisfaction is greatly shown the customers’ needs and expectations have been met by

“Rather than spend a lot of money on paid advertising or paid marketing and instead take most of that money and invest it into customer service and customer experience.”-Tony Hsieh

Best Buy, a familiar retailer in the technology world, is struggling to stay on top. Online and mass stores have cornered the market in terms of convenience, customer service and price matching. The recent closing of over two hundred stores alongside falling sales has experts predicting that the giant won’t be in business long. Using a results-only work environment (ROWE), Best Buy has removed the customer from the equation and forced many employees out. A marketing disaster, Best Buy must change its marketing strategy from sales-based to a customer-based to stay afloat.

With every company trying to retain and get new customers at the same time, these six principles have shown proof that they work. As we saw the percentage increase of the waiter giving away mints, the more she followed the reciprocal principle, the more the customers tipped. Not only is this good for the waiter of course, but also the company’s brand image. By writing this report, I got to think of the many companies that I deal with daily that follow these principles. I didn’t know that there were six principles that existed, I just thought companies were doing random things to make customers happier. I will surely be on the lookout now every time I see a company following these principles. A company’s brand image takes years to build with patience and very small actions like quoted above, but it can take a few minutes for it to get tarnished. Following Cialdini’s six principles of persuasion is important for a company’s success in this

My overall strategy was to ensure that I have a good customer satisfaction as product quality and performance was most critical. While we did have customers A and D who were large customers and value conscious – quality and performance across all

The critical factors in the successful transformation of British Airways were changing the culture of the organization for the employees and the consumers. British Airways embarked on an aggressive media campaign that helped change the “face” of the airline. Their new tag line was “The worlds favourite airline”. Customer service became the number one priority for all employees. Lead by Colin Marshall, “an enabling culture (was put) in place to allow customer service to come out, where rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company” Jick (2011)(p.30). A “Putting People First” (PFF) program was instituted for all front line employees. This helped to unify the employees with the new vision of customer service first for the company. During these two day mandatory meetings, all front line staff interacted with all levels of managers and leaders on an even playing

Today’s organizations fail to realize the value of their customers when it comes to the success of their business. Without customer loyalty the success of your business will always be uncertain. Organizations must sensitively tailor the designs of a successful firm to the particular challenges of understanding, attracting, and keeping valuable customers. “Having satisfied customers just aren’t good enough”. Kenneth Blanchard and Sheldon Bowles, co-authors of Raving Fans, believe this concept is needed to have a successful business. I agree with this concept of customers being the focal point of any business. I would want more than just a satisfied customer; I want a “Raving Fan”.

The main focus of Jeff’s corporate strategy is customer service. Instead of focusing on the competition, he focuses on how he can improve his customers’

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

It would have been good if this fundamental vision was in place right at the very beginning of the company’s formation. In the end it is the customers that make the company, so it makes sense to work towards satisfying this customer relationship. To become profitable and achieve market share are secondary objective that can be measured on a annual basis and overall company well being targets can be rewarded with incentives that link into the company’s performance as opposed to individual contribution to the company’s success.

Customer satisfaction is the backbone to being successful with in a business atmosphere. Steve and Dana were obviously not satisfied because their experience did not match their expectations (customer satisfaction was not reached). For this