i will be happy if any one help me in this case , l know , its too long
but im weak in busness
DONT INGNORING PLEASE
ScrubaDub Auto Wash Imagine charging more than competitors for a number of year's services, yet maintaining a higher market share and profit margin. ScrubaDub Auto wash, based in Natick, Massachusetts, does just that, with eight locations and sales of more than 5$ million, scrubaDub is the largest auto-wash chain in the Boston area. And the company has continued its growth- posting annul sales increase of 10 percent in recent years-despite a long- lasting and punishing recession in its home state. "Nineteen ninety-two was on absolutely disastrous year for the economy in Massachusetts, but it was in the best years ever had," recounts Marshall Paisner, who owns and operates the chain with wife, Elaine, and their sons Dan and Bob. Their secret? ScrubaDub combines an expertise in the science of cleaning cars with a flair for the art of marketing. The company has turned an otherwise mundane chore-getting the car washed-into a pleasant service interlude. Employees sweat the details that define the experience for customer, and the company tracks [customer's] buying habits to improve customer service and boost sales. ScrubaDub then backs up its work with guarantees, ensuring that customers are satisfied with the results. In short, ScrubaDub's mangers and employees think from customer's point of view, says Paul M.Cole, vice president of marketing services at the Lexington, Massachusetts, office of Mercer Management Consulting Inc. The ScrubaDub staff looks beyond the moment to anticipate how customers will feel about the company's and its long-term role in the community … from the performance guarantees to Halloween charity events. "They're looking for every opportunity to demonstrate concern for customers, "Cole says . Details And Data Better yet, ScrubaDub didn’t need the resources of an industry giant to create its marketing and service programs. Instead, the 100-plus employee company has focused on cutting overhead –by automating functions such as cash management- to free up funds to invest in labor, computer operations and customer service. Here are seven lessons from the car-wash chain that might apply to your business as well: Pay attention to the details. Just as the hospitality industry wants travelers to feel pampered, the Paisners want customers to view the car-wash service as a pleasant experience. The first clues to this service philosophy: flower beds decorate the entrance to the wash, neatly groomed employees greet customers courteously, and car owners receive little treats such as peanuts as they enter the cleaning tunnel. Inside, the cars are cleaned by an equipment system the Paisners configured for the most effective treatment possible (as opposed to the standard systems used by some competitors) and scrubbed with a soap that’s exclusive to the chain. Meanwhile, any kids on board may be delighted to see cartoon characters like Garfield or Bart Simpson mounted on poles inside the tunnel. These familiar characters help calm children who are frightened when washing machine descends on their family car – and thus allow their parents to relax (Of course , kids like to be scared around Halloween , so then the chain decorates its tunnels like haunted houses . ). Once drivers emerge from the wash, they can go a waiting room and get free coffee if they want the insides of their cars cleaned. Some customers depending on the make of their car the level of service they’ve chosen – have their wheels with a toothbrush. Others can go to the "satisfaction center," a final service checkpoint, for any extra attention they feel the car need. The goal is to make customers feel well taken care of when they drive out of the lot. Know the customer. ScrubaDub's marketing and service programs rely heavily on the tracking of customers buying habit. For example, the company develops vehicle histories of its "club members," who spend $5.95 for membership pass that entitles them to certain specials, such as free wash after 20 paid cleanings. ScrubaDub uses computer database to track the frequency of these customers, visits and the services purchased. Each time a member visits, an employee scans a bar-code sticker that’s placed on the vehicle window and logs information into the database. Behind the scenes, the company analyzes the vehicle histories, along with other sales and profit data, to buying habits and identifies sales opportunities. To punch up it's relatively slow business in the evening hour, for example, ScrubaDub introduced "night wash" special with a $1 savings and doubled its volume. And if a data shows that certain club members haven’t been to the store for a while, the company sends out a " We miss you letter" to invite them back. More recently, ScrubaDub has moved its vehicle histories out of the back office and onto the car-wash lot to improve its customer service. Now , when club members inter the car wash , sales advisors can call up their histories on a computer terminal .that way , they can address customers buy name and remind them of services they " vehicle purchased before , such as an undercarriage wash , special wax treatment , or a wheel cleaning . What's more, employees can now use the histories to suggest service upgrades. If a customer usually gets a regular wash, for example, a sales advisor might recommend an undercarriage wash if the car has been coated by heavily salted roads. ScrubaDub counts on these special options to generate income above the base price of $5.95 (the average purchase above that level is $1.60), but it also wants employees to suggest only those services appropriate to vehicle and the customer .The point –of- sale histories help guide the sales advisor to the customer's buying preferences. Mine new prospects. ScrubaDub is always on the lookout for new prospects using both mass- market means (such as radio jingles) and more targeted approaches to draw them in. New car buyers are obvious prospects, so the company works with local dealers to distribute 30 –day passes for free washes to their customer. To reach new home buyers, another target group, ScrubaDub uses an outside service to generate names from property- transfer records, then send [those buyers] coupons for its services. Last year, the company also launched a direct – mail campaign to reach people with $75.000 or more in income and homes close to one of its locations . The $30,000 mailing invited [those people] to become club members, who tend to be steady customers and purchase more add-on services. The mailing yielded more than $1,000 new members and generated a $45,000 return in its first year. Fix the problems. if a customer believes the car wash has damaged her or his car in any way , the manager can spend up to $150 in labor in labor or merchandise to fix the problem, no questions asked. Even if ScrubaDub is not at fault, the Paisners don’t want customers driving a sour memory. When one customer's tire began to leak, for example, an employee spotted it, helped the customer change the tire and got the leaky one repaired. After a problem is fixed, says Elaine Paisners, ScrubaDub sends the customer "a little warm fuzzy" of flowers, cookies, or candy It also backs up its work with guarantees. Customers who purchase the basic wash can get a rewash if they're not satisfied, while club members entitled to some added protection. In exchange for these customers' loyalty and investment, ScrubaDub offers them a free replacement wash if it rains or snows within 24 hours after they’ve left the lot. With some of the more expensive treatments, customers are guaranteed a lean car three days. If the driver goes through puddle or parks under a flock of pigeons, the company will wash the care again for free. The benefit of such guarantees? They help a company stay competitive by acknowledging that a bad service experience eats away at a customer's good will, says Christopher W.L Hart, president of TQM Group, a Boston consulting firm. Of course, this forces a company to determine what services it can afford to guarantee and to improve operations so that mistakes are the exception. But the cost of fulfilling guarantees should be viewed as marketing investment and a second chance to make a good impression, not as a loss. "View it as something to celebrate," says Hart. Monitor customer satisfaction .the Paisners use a variety of feedback mechanisms to evaluate the equality of their service at the eight locations. These include comment cards available to all customers and special reports which the managers personally ask some drivers to fill out each month. In addition, ScrubaDub recently added new service questionnaire for customers getting the inside of their cars cleaned. This feedback mechanism, which a ScrubaDub manager adopted from a noncompeting operator, allows the company to make sure its inside cleaning service is as detailed as customers expect. Together, these forms give ScrubaDub enough feedback to rate overall customer satisfaction and calculate it on an index ranging to 100. To supplement its own research, the company also employs an outside firm to send people through the car wash and generate professional "shoppers' reports" on their experiences. Use training and incentives to ensure good service. If you want high- quality service, says Paisner, then get the message across with your hiring, training, and pay practices. His company tries to set itself a part from competitors by hiring well – groomed employees, for example, and Paisner believes you get what you ask for in the recruiting process. "If you expect clean cut kids who are willing to wear shirts and ties you're going to get them," he says. Once third, employees go through various training modules in classroom setting – an unusual practice in the car-wash business – to make sure service will be consistent from location to location. New employees also must meet the approval of their coworkers, since the stuff at each location is viewed as a team with its own sales and expense goals to meet. Indeed, up to half employees pay is tied to such goals; the incentive - pay proportion for each individual varies according to the sales and management content of his or her job. (Managers incentive pay is more heavily weighted toward incentives than that of employees who vacuum the cars.) The teams also compute for contest awards, based on specific sales goals and their satisfaction ratings from customer feedback mechanisms. Finally, several employees from each location join an improvement team that meets regularly to discuss new ways to enhance customer service. Employees recently designed a new "Quick Shine" program, aimed at 4 percent of customers , comprised of a wax treatment that’s applied in 25 minutes and provides 90 days of protection . Demonstrate respect for the community. One of the subtler ways ScrubaDub impresses customers is by beige a good neighbor. In these days if environmental awareness, ScrubaDub reclaims some of the water used and treat the dirt that eliminated for recycling as fill . And the company likes its decorated Halloween tunnels – always a neighborhood attraction – to the problem of child poverty and homelessness. ScrubaDub donators a portion of its sales over a three- day period to nearby homeless shelters that use the cash to buy winter clothes for their young clients. QUESTIONS 1. Which type of marketing philosophy has ScrubaDub adopted? Do you think this is the best choice? Why or Why not? 2. What methods of marketing research were used by ScrubaDub? What additional research could it do to better understand its customer? 3. Do you think the promotional activities of ScrubaDub could be improved and /or extended? Explain. 4. What kind of forecasting method do you believe would be must appropriate to estimate ScrubaDub's market potential?