Leading Loyalty: Cracking the Code to Customer Devotion - Hardcover

Rogers, Sandy; Rinne, Leena; Moon, Shawn

Hardcover

ISBN 10: 081443939X ISBN 13: 9780814439395

Verlag: AMACOM, 2018

Inhaltsangabe

In business, it’s not enough for people to like you, they need to love you! Learn how building loyalty and modeling great customer service behavior to develop frontline teams is the key to building raving fans.

To thrive in today’s economy, it’s not enough for customers to merely like you. They have to love you. Win their hearts and they will not only purchase more—they’ll talk you up to everyone they know. But what turns casual customers into passionate promoters and lifelong buyers?

Loyalty experts at FranklinCovey set out to unlock the mysteries of gaining the customer’s loyalty. In an extensive study that involved 1,100 stores and thousands of people, they isolated examples that stood out in terms of revenues and profitability. They found that these “campfire stores” burned brighter than the rest thanks to fiercely loyal customers and the employees who delight in making their customers’ lives easier.

Full of eye-opening examples and practical tools, Leading Loyalty helps you infuse empathy, responsibility, and generosity into every interaction and:

• Make warm, authentic connections
• Ask the right questions and listen to learn
• Discover the real job to be done
• Take ownership of the customer’s issue
• Follow up and strengthen the relationship
• Share insights openly and kindly
• Surprise people with unexpected extras
• Model, teach, and reinforce these essential behaviors through weekly team huddles

 

It’s time to invest in building loyalty. Leading Loyalty reveals the principles and practices of everyday service heroes—the customer-facing employees who cultivate bonds and lift revenues through the roof.

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Über die Autorinnen und Autoren

SANDY ROGERS is the leader of FranklinCovey’s Loyalty Practice. He was previously senior vice president at Enterprise Rent-A-Car. During his 14 years there, Sandy managed the turnaround of the London, England, operation and led the teams that developed Enterprise’s marketing strategy and system for improving customer service across all branches. Before Enterprise, Sandy worked in marketing at Apple Computer and at P&G. He is a graduate of Duke and Harvard Business School.

LEENA RINNE is FranklinCovey’s vice president of consulting. She has been with FranklinCovey for over 13 years and has worked with hundreds of organizations to develop great leaders and to create organizational greatness. Leena has a master’s degree in economics from the University of Utah. She is the coauthor of the Wall Street Journal bestseller The 5 Choices.

SHAWN MOON has over three decades of experience in leadership and management, sales and marketing, and consulting services. He led FranklinCovey’s global direct operations, including the Execution, Trust, Customer Loyalty, and Sales Performance Practices. He is the author or coauthor of several books, including The Ultimate Competitive Advantage and Talent Unleashed.

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Fierce Loyalty

Cracking the Code to Customer Devotion

By Sandy Rogers, Leena Rinne, Shawn Moon

HarperCollins Publishers

Copyright © 2018 Franklin Covey Co.
All rights reserved.

ISBN: 978-0-8144-3939-5

Contents

Foreword, vii, 
Authors' Note, xi, 
PART ONE — THE FOUNDATION FOR FIERCE LOYALTY, 
Introduction — Fierce Loyalty Is Powered by People, 3, 
Chapter 1 — Loyalty Leader Mindset, 9, 
PART TWO — THE PRINCIPLE OF EMPATHY, 
Chapter 2 — The Need for Empathy, 31, 
Chapter 3 — Make a Genuine Human Connection, 45, 
Chapter 4 — Listen to Learn the Hidden Story, 61, 
PART THREE — THE PRINCIPLE OF RESPONSIBILITY, 
Chapter 5 — The Need for Responsibility, 79, 
Chapter 6 — Discover the Real Job to Be Done, 93, 
Chapter 7 — Follow Up to Strengthen the Relationship, 107, 
PART FOUR — THE PRINCIPLE OF GENEROSITY, 
Chapter 8 — The Need for Generosity, 123, 
Chapter 9 — Share Insights Openly, 139, 
Chapter 10 — Surprise with Unexpected Extras, 153, 
PART FIVE — IMPLEMENTING FIERCE LOYALTY, 
Chapter 11 — Your Legacy as a Loyalty Leader, 169, 
Chapter 12 — Sustaining Fierce Loyalty in Teams and Organizations, 177, 
Endnotes, 189, 
Index, 197, 
About the Authors, 205, 

CHAPTER 1

LOYALTY LEADER MINDSET

"IT'S NOT ENOUGH FOR YOUR CUSTOMERS TO LIKE YOU — THEY HAVE TO LOVE YOU."

— CATHERINE NELSON, EXECUTIVE LEADERSHIP CONSULTANT

The paradigm we choose greatly influences how we see and react to the world around us. The Loyalty Leader Mindset can be expressed as:

I earn the fierce loyalty of others by having empathy for them, taking responsibility for their needs, and being generous.

Our mindset relative to loyalty is profoundly influenced by our understanding of the answers to these questions:

• Do you believe fierce loyalty is essential to your success?

• Who do you feel is most responsible for creating fierce loyalty?

• How can you earn fierce loyalty from your customers and colleagues?

WHY DOES FIERCE LOYALTY MATTER?

Our team at FranklinCovey joined with the Coca-Cola Retailing Research Councils to do a major study asking this question: Why do seemingly similar retail stores produce such different results?

We collected data from a cross-section of more than 300,000 employees in 5,000 work teams from 1,100 chain stores. We took the competitive environment of each store into account. We combined this data with customer- and employee-loyalty data and financial data, looking to identify the "great performers" among these stores.

What did we find? We found great performers, all right. Just not very many of them. It was like looking out over a campground at night. It's pitch dark, but here and there a campfire dots the landscape. Our findings were like that. We did see bright patches — stores that stood out from the rest in terms of revenues, profitability, and customer and employee loyalty — but they were few and far between. We called these "campfire" stores. Something was burning there that we didn't find in the average stores.

And we found something else: The customers of those campfire stores were incredibly loyal.

Stores with high customer-loyalty scores — both in general and especially relative to their toughest competitors — are rewarded handsomely. In fact, if the average stores in a chain could raise their loyalty scores just a quarter of the way toward those of the campfire stores, overall profitability would rise a stunning 20 to 30 percent!

So, do campfire stores just happen? Does lightning unexpectedly hit in those stores? No, of course not. We found that the top-performing campfire stores earn a lot more loyalty because they deliberately focus on earning loyalty — not by chance, but by choice. We'll explain how they do that throughout the rest of this book. But you can be sure they start with clarity about exactly what a great customer experience looks and feels like.

Because here's the irony: In a Bain survey of 362 top executives, 85 percent believed their companies delivered "a superior customer experience." The really astonishing part? Only 8 percent of their customers agreed with them.

Are corporate executives really that out of touch? Maybe, but perhaps they don't define "superior customer experience" the way their customers do. The execs are probably looking at satisfaction metrics, which are more about "lack of dissatisfaction" than about experiences that earn fierce loyalty.

Of course, all good managers work to satisfy customers, and many do this pretty well. But at the same time, they frequently make a bad assumption — they figure that if customers aren't dissatisfied, they must be getting a "superior experience"; they must be happy, loyal fans. But just because your kid doesn't get Ds and Fs doesn't mean he or she is a great student. Likewise, there's a big difference between not disappointing customers and earning their loyalty.

For example, one hotel company was always saying they got "94 percent guest satisfaction," but when they started to measure true loyalty, they found that 94 percent guest satisfaction really meant "94 percent non-dissatisfaction." Only 18 percent of their customers were truly loyal. This hotel chain was claiming victory on the customer-service front, while a few competitor hotels that were deliberately focused on creating fierce loyalty were eating their lunch.

Even your regular customers are not necessarily loyal. The relationship between regular customers and profitability is weaker than most of us believe, according to a four-year Harvard research study involving 16,000 people: "About half of those customers who made regular purchases for at least two years — and were therefore designated as 'loyal' — barely generated a profit."

However, customers with the attitude of loyalty are incredibly profitable. "Customers who scored high on both actual and attitudinal measures of loyalty generated 120 percent more profit than those whose loyalty was observed through transactions alone." This is not just a business-to-consumer phenomena; it's true in the business-to-business world as well.

Patrons with fierce loyalty glow when they talk about you. And they are not just your customers — they're advocates, believers, activists, campaigners, sponsors, friends, and fans. One of our associates told us, "When Costco announced they were opening a store in my town, I literally cried with joy." That is the attitude we're talking about. When these people go out to dinner with friends and loved ones, they excitedly tell stories about their experiences with organizations they love.

As Bain & Company's Fred Reichheld wrote, "Loyal customers come back more often, buy more products, refer their friends, provide valuable feedback, cost less to serve, and are less price-sensitive." Think of the impact to your work and your organization if more of your customers behaved in these ways. But just how much does fierce loyalty matter to the bottom line? Reichheld calls fiercely loyal customers "promoters" — they not only purchase a lot from you, but they enthusiastically send other customers your way, too. By contrast, he calls habitual customers "passives" and your least loyal customers "detractors." In his detailed research, Reichheld found that promoters are about...

Details zur Ausgabe

• Verlag: AMACOM
• Erscheinungsdatum: 2018
• Sprache: Englisch
• ISBN 10: 081443939X
• ISBN 13: 9780814439395
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 240
• Kontakt zum Hersteller: HarperCollins; https://harpercollins.co.uk; ; "The News Building 1 London Bridge Street,"; London; SE1 9GF; Vereinigtes Königreich
• Verantwortliche Person: Nicht verfügbar