Raving fans pdf free download

This book written by Kenneth H. Blanchard and published by HarperCollins Publishers which was released on 22 November with total pages We cannot guarantee that Raving Fans book is available in the library, click Get Book button to download or read online books. Join over A guide to providing a successful customer service, written in the style of a parable, including advice on how to define a vision, learn what a customer really wants and institute effective systems to achieve excellent bottom line results.

Just having satisfied customers isn't good enough anymore. If you really want a booming business, you have to create Raving Fans. Mo Bunnell's comprehensive system will help you win more clients, build stronger relationships, and bring in more business.

If you're good at doing something, and you need to connect with paying clients in order to keep doing it, this book is for you. There are more of us out there. The go-to guide for small-business owners and entrepreneurs to discover exactly what consumers want to buy and how to get it to them.

As a small-business owner, entrepreneur, or marketer, are you absolutely certain that you know what your customer wants? And even if you know what your customer wants,. As all this fell into place, the Area Manager began to feel he was still short a piece of the puzzle. The time had come, he decided, to call Charlie. The idea of just picking up the phone and finding Charlie at the other end seemed silly.

He hoped Charlie might sense his need and again suddenly appear on the couch with golf clubs in hand. But no such luck. So, feeling foolish, the Area Manager decided to try what Charlie had suggested and he picked up the telephone.

Just then it rang. Ah, well, there it is. There at the curb was his taxi. But the Area Manager noticed this taxi was not only clean, it was actually polished to a bright shine. The Area Manager saw the inside of the car matched the exterior. Spotlessly clean! Is it comfortable for you? Or if you would rather have music, I have a library of tapes with everything from rock to classical. The program host was interviewing an author named Wayne Dyer.

Differentiate yourself from your competition. Be an eagle. Ducks quack and complain. Eagles soar above the crowd. I was always complaining. So I decided to change my attitude and become an eagle. I looked around at the other cabs and their drivers. The cabs were dirty, the drivers were unfriendly, and the customers were unhappy. So I decided to make some changes.

One by one I started to make changes, beginning with cleaning up the car, installing a telephone, printing up a nice-looking calling card, and deciding that my customers were my number-one priority. Soon customers started to call and business picked up. I book appointments.

Those are the two topics that upset customers. That guy Dennis is nothing short of a genius. When the game was over, Charlie invited the Area Manager for a ride.

All right? He was lost in his thoughts when Charlie spoke again. Why should I be surprised? If I could show you anything like this close to home, I would. Unfortunately, examples of true Raving Fan Service are few and far between. He was here. He was safe. And, he consoled himself, he was going to see another 38 example of Raving Fan Service and learn the third magic secret of creating Raving Fans. As they approached the car, the Area Manager saw that both were well groomed and their uniforms were spotless.

Cash or credit today? They soon learn the names of regular customers. Using names pays off for the attendants too. They get paid volume bonuses, and promotions to management jobs go to those who excel at frontline service. He craned his neck from side to side, watching the two attendants at work.

While one cleaned the windows and checked tire pressure, the other handled the hose and was at work under the hood. The power steering took about two ounces. Be sure to get it checked the next time. All fan belts and hoses are fine. No charge for the power-steering fluid. As he left to top up the tank and turn off the pump, the other attendant, a woman, spoke to the Area Manager at his window.

Thanks anyway. Again the Area Manager found himself smiling back. The woman, however, gave no sign of discomfort. At the service station where he bought gas, he was expected to pay for his gas before the pump was turned on, and then pump the gas into the car himself. As for smiles, he considered himself fortunate if the gum-chewing cashier bothered to acknowledge his presence with a grunt.

I appreciate your business. And as you purchased more than ten gallons, we have a gift for you. What do you think? And did you hear that woman? She said she was smiling because she was having a good time. And those uniforms were so bright and clean. But I noticed it was a brand-new station so I guess the uniforms were new too.

He can tell you if it pays. I suspect, though, that it may be the wrong question again. Upstairs was tidy but cramped. Each employee had his or her own cubicle and all were wearing red shirts and gray slacks.

Nice to see you again. Can I get you coffee? No one can accuse them of being timid followers. Mementos covered three of the four walls. The Area Manager wondered if constant vigilance by the boss accounted for the excellent service. He was honored to be called brother by a man who had played with the greats and was a customer service genius to boot.

Too kind. Tell me, how was the service? I know I can count on my other stores, but I always worry when Charlie brings someone here to show us off. Every day I go to a different store and pump gas for at least an hour to listen to customers. The third, the experience secret, builds on the first two.

Are you ready? Here it is. Simple and powerful. The third secret is Deliver Plus One. He had checked to make sure that only the first two secrets were on the shield when he put it on that morning. The Area Manager was trying to make some sense out of what Charlie had just said when Andrew intervened. There it was. At the same time he was astonished by the sudden appearance of the writing. First, it tells you to deliver. Not sometimes, not most times. But all the time. No exceptions contemplated or allowed.

Consistency creates credibility. My pro will explain how it works. Andrew, if you please. Can you give me an example? My vision is to have the glass polished inside and out with all the necessary chemicals at hand to remove road tar and bugs and even the wax residue left by car washes.

For many it was just water - any kind of water! Clean water was too much to hope for. I forbade them to touch any other window unless specifically asked by a customer. And customers were aware of getting their windshield cleaned and how good a job we were doing. Some would almost glare until the window was well cleaned.

It was as if they were waiting for us to fail so they could pounce on us. He was thinking of a customer crouched like a cat, ready to spring at Andrew. He telephoned later and told us that when we advertised a clean windshield, he felt the price we charged was for both gas and a clean windshield.

And he was right. Think about it. We started a new service that was virtually unavailable anywhere else and was a free bonus. Yet when we failed to deliver perfection, customers got angry or left us.

It would have been a disaster to try to clean all the windows at first. We failed to deliver too often as it was. If we had tried to wash all the windows, our failure rate would have been much higher, and it would have taken us much longer to improve. But little by little we became consistently good. Then we started to wash all the windows.

Now our customers can rely on us. Clean windows every time without fail wins us Raving Fans. First, it allows you to be consistent. For example, they promise me a choice for dinner. I bet they started that five years ago. That annoys me. You may be trying to do one thing, like offer a choice of meals, but it may be too big or difficult to get right all at once.

There is no sense in doing just one thing if the size of the service promise is too large to successfully implement quickly. Better to find a smaller thing, a smaller service promise, you can deliver consistently. Better they should keep their mouths shut, and not set themselves up for failure. Not a very bright way to spend money to improve customer service. Perhaps it is if what you want is a satisfied customer.

I was promising more than I was then doing. What you have to do is promise more and deliver more. Drive delivery up. Customers allow themselves to be seduced into becoming Raving Fans only when they know they can count on you time and time again. We have a training room where new team members spend ten hours learning how we do things before they go near a customer.

When we take your credit card or check your oil, you can count on our doing it by our system. No surprises. No disappointments. Basketball players have systems, but they have to be able to go beyond the system, change the play, when it can help the team and score points. The systems set the guidelines. Or they can decide to step right out of the system. Sometimes customers are in a big hurry and would feel any extra talk was delaying them.

Our team members have to judge that. Not rules. Rules create robots. Not systems. Systems are predetermined ways to achieve a result. With a rule the emphasis is on the procedure, not necessarily the result.

We have rules about smoking within ten feet of a gasoline pump. We have systems for delivering service. Rules do that. Our team members have to create the Raving Fan experience for our customers every time.

It hardly seems worth it. To go beyond your vision? The vision is to have a whole bunch of people waving flags and cheering each customer by name as they drive in. Before I actually do anything, I have to discover what the customer really wants. They initially 49 seemed impossible, but I did them by using The Rule of One Percent from the third secret. Well, from where I sit, one percent is the magic number. The biggest problem I have in delivering my vision is knowing what to do next.

Either I try to do too much at once and get frustrated or I sit immobilized because of the size of the job ahead. The rule of one percent reminds me that all I have to do is to improve by one percent. That I can do. One percent allows you to add the magic ingredient that guarantees improvement rather than just change. The point Charlie makes is important, though. The vision also has to be changing.

Always developing. Visions do only two things. They grow or they die. You have to be ready to change direction when the vision changes, and one percent allows you to alter course. Buried service! Head-down driving! My uncle made garden hoses. He was always changing his extrusion dies and even the raw material that went into the hoses.

He said his customers could go from Texas to New York faster than an express train. Now he understood that flexibility had to do with what was delivered as part of the customer service product. Consistency had to do with how it was delivered. Yet you say rigid bureaucratic minds wreck customer service. How can that be? Why would anyone stick with an out-of-date vision? Further, you reject him as a person. Listening to customers is powerful, just as Andrew says. Responding to what customers say is dynamite.

Cars were arriving and team members were running. People arrive with needs and people go out and serve them to fulfill those needs. People need to feel they belong to the group. Bill hunts out and listens to every customer from the loading dock to the president, and Sally shines their shoes and shows them how to save money and eat a healthy diet.

Dennis opens the car door. He continued to stare out the window and think about all he had learned. The three secrets all fit together. He understood the importance of having a vision of his own to start with. He saw the necessity of then talking to customers. Now you can read read your favorite book without any spam for free.

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