| Marketing Channels: Delivering Customer Value 339
Chapter 12 | Marketing Channels: Delivering Customer Value 339
auto insurance adjusters, dealership sales and service personnel, and body shops and service garages, making En- terprise a popular neighborhood rental car provider.
Customers in the home city market had special needs. Often, they were at the scene of a wreck or at a repair shop and had no way to get to an Enterprise office to pick up a rental car. So the com- pany came up with another game-changing idea—picking customers up wherever they happen to be and bringing them back to the rental office. Hence, the tagline: “Pick Enterprise. We’ll Pick You Up,” which remains the Enterprise Rent- A-Car brand’s main value proposition to this day.
By the late 1980s, Enterprise had a large nationwide network of company- owned, off-airport locations. From this strong base, in the mid-1990s Enterprise began expanding its distribution system by directly challenging
vative distribution venue—“car sharing” While competitors
Hertz and Avis in the on-airport market. A decade later, it had
and hourly rentals—called WeCar. This Hertz and Avis
set up operations in 240 airports in North America and Europe.
operation parks automobiles at conven- focused on serving
Then, in late 2007, the Taylor family purchased the Vanguard Car
ient locations on college campuses and in travelers at
Rental Group, which owned the National and Alamo brands. Na-
densely populated urban areas, where airports, Enterprise
tional focused on the corporate-negotiated airport market, while
residents often don’t own cars and where Rent-A-Car opened
Alamo served primarily the leisure traveler airport market.
business commuters would like to have oc- off-airport,
With the Vanguard acquisition, Enterprise Holdings now
casional car access. Enterprise is also target- neighborhood
captures a more than 31 percent share of the airport market, put-
ing businesses that want to have WeCar locations that
ting it ahead of Avis Budget Group and Hertz. That, combined
vehicles available in their parking lots for provided short-
with its share of the off-airport market, makes Enterprise Hold-
commuting employees to use. WeCar mem- term car-
ings the runaway leader in overall car rentals. It now operates
bers pay $35 for an annual membership fee, replacement
7,600 locations in the United States and four other countries.
depending on the location. They can then rentals for people
Another secret to Enterprise’s success is its passion for creat-
rent conveniently located, fuel-efficient cars whose cars were
ing customer satisfaction. To measure satisfaction, Enterprise de-
(mostly Toyota Prius hybrids) for $10 per wrecked, stolen, or
veloped what it calls its ESQi (Enterprise Service Quality index).
hour or $60 to $75 for the day; the rate in- being serviced.
The company calls some two million customers a year and asks a cludes gas and a 200-mile allotment. Rent- simple question: “Were you completely satisfied with the ser-
ing a WeCar vehicle is a simple get-in-and-go vice?” Enterprise managers don’t get promoted unless they keep
operation. Just pass your member key fob over a sensor to unlock customers completely satisfied. It’s as simple as that. If customer
the car, open the glove box, and enter a PIN to release the car key. feedback is bad, “we call it going to ESQi jail,” says an Enterprise
Thus, Enterprise Holdings continues to move ahead aggres- human resources manager. “Until the numbers start to improve,
sively with its winning distribution strategy. Says Andy Taylor, you’re going nowhere.” As a result, for six years running, cus-
founder Jack’s son and now long-time CEO, “We own the high tomers have rated the Enterprise Rent-A-Car brand number one
ground in this business and we aren’t going to give it up. As the in the annual J.D. Power U.S. Car Rental Satisfaction Study.
dynamics of our industry continue to evolve, it’s clear to us that Looking ahead, rather than resting on its laurels, Enter-
the future belongs to the service providers who offer the broad- prise Rent-A-Car continues to seek better ways to keep cus-
est array of services for anyone who needs or wants to rent a tomers happy by getting cars where people want them. The
car.” The company intends to make cars available wherever, enterprising company has now motored into yet another inno-
whenever, and however customers want them. 2
Parts
» | Marketing: Creating and Capturing Customer Value 3
» | Marketing: Creating and Capturing Customer Value 11
» | Marketing: Creating and Capturing Customer Value 13
» | Marketing: Creating and Capturing Customer Value 25
» | Marketing: Creating and Capturing Customer Value 29
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 37
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 41
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 43
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 51
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 55
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 57
» | Company and Marketing Strategy: Partnering to Build Customer Relationships 63
» | Analyzing the Marketing Environment 65
» | Analyzing the Marketing Environment 71
» | Analyzing the Marketing Environment 73
» | Analyzing the Marketing Environment 77
» | Analyzing the Marketing Environment 79
» | Analyzing the Marketing Environment 81
» | Analyzing the Marketing Environment 85
» | Analyzing the Marketing Environment 87
» | Analyzing the Marketing Environment 89
» | Managing Marketing Information to Gain Customer Insights 97
» | Managing Marketing Information to Gain Customer Insights 99
» | Managing Marketing Information to Gain Customer Insights 103
» | Managing Marketing Information to Gain Customer Insights 109
» | Managing Marketing Information to Gain Customer Insights 111
» | Managing Marketing Information to Gain Customer Insights 113
» | Managing Marketing Information to Gain Customer Insights 115
» | Managing Marketing Information to Gain Customer Insights 127
» | Managing Marketing Information to Gain Customer Insights 131
» | Consumer Markets and Consumer Buyer Behavior 133
» | Consumer Markets and Consumer Buyer Behavior 137
» | Consumer Markets and Consumer Buyer Behavior 141
» | Consumer Markets and Consumer Buyer Behavior 143
» | Consumer Markets and Consumer Buyer Behavior 159
» | Consumer Markets and Consumer Buyer Behavior 163
» | Business Markets and Business Buyer Behavior 165
» | Business Markets and Business Buyer Behavior 175
» | Business Markets and Business Buyer Behavior 179
» What is Eaton’s value proposition?
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 189
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 193
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 197
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 203
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 205
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 207
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 209
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 211
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 213
» | Customer-Driven Marketing Strategy: Creating Value for Target Customers 219
» | Products, Services, and Brands: Building Customer Value 223
» | Products, Services, and Brands: Building Customer Value 225
» | Products, Services, and Brands: Building Customer Value 229
» | Products, Services, and Brands: Building Customer Value 237
» | Products, Services, and Brands: Building Customer Value 245
» | Products, Services, and Brands: Building Customer Value 247
» | Products, Services, and Brands: Building Customer Value 249
» | Products, Services, and Brands: Building Customer Value 251
» | Products, Services, and Brands: Building Customer Value 257
» | New Product Development and Product Life-Cycle Strategies 259
» | New Product Development and Product Life-Cycle Strategies 271
» | New Product Development and Product Life-Cycle Strategies 273
» | New Product Development and Product Life-Cycle Strategies 279
» | New Product Development and Product Life-Cycle Strategies 281
» | Pricing: Understanding and Capturing Customer Value 289
» | Pricing: Understanding and Capturing Customer Value 291
» | Pricing: Understanding and Capturing Customer Value 295
» | Pricing: Understanding and Capturing Customer Value 299
» | Pricing: Understanding and Capturing Customer Value 305
» | Pricing: Understanding and Capturing Customer Value 307
» | Marketing Channels: Delivering Customer Value 339
» | Marketing Channels: Delivering Customer Value 347
» | Marketing Channels: Delivering Customer Value 351
» | Marketing Channels: Delivering Customer Value 367
» | Retailing and Wholesaling 373
» | Retailing and Wholesaling 377
» | Retailing and Wholesaling 379
» | Retailing and Wholesaling 393
» | Retailing and Wholesaling 395
» | Retailing and Wholesaling 397
» | Retailing and Wholesaling 401
» | Retailing and Wholesaling 405
» | Communicating Customer Value: Integrated Marketing Communications Strategy 407
» | Communicating Customer Value: Integrated Marketing Communications Strategy 411
» | Communicating Customer Value: Integrated Marketing Communications Strategy 413
» | Communicating Customer Value: Integrated Marketing Communications Strategy 415
» | Communicating Customer Value: Integrated Marketing Communications Strategy 429
» | Communicating Customer Value: Integrated Marketing Communications Strategy 433
» | Advertising and Public Relations 435
» | Advertising and Public Relations 439
» | Advertising and Public Relations 441
» | Advertising and Public Relations 443
» | Advertising and Public Relations 445
» | Advertising and Public Relations 447
» | Advertising and Public Relations 449
» | Advertising and Public Relations 453
» | Personal Selling and Sales Promotion 463
» | Personal Selling and Sales Promotion 469
» | Personal Selling and Sales Promotion 471
» | Personal Selling and Sales Promotion 481
» How is the sales force at Nestlé Waters structured? outsells its top competitors.
» | Direct and Online Marketing: Building Direct Customer Relationships 495
» | Direct and Online Marketing: Building Direct Customer Relationships 499
» | Direct and Online Marketing: Building Direct Customer Relationships 507
» | Direct and Online Marketing: Building Direct Customer Relationships 509
» | Direct and Online Marketing: Building Direct Customer Relationships 515
» | Direct and Online Marketing: Building Direct Customer Relationships 525
» | Creating Competitive Advantage 527
» | Creating Competitive Advantage 529
» | Creating Competitive Advantage 537
» | Creating Competitive Advantage 549
» | The Global Marketplace 551
» | The Global Marketplace 553
» | The Global Marketplace 561
» | The Global Marketplace 573
» | Sustainable Marketing: Social Responsibility and Ethics 581
» | Sustainable Marketing: Social Responsibility and Ethics 583
» | Sustainable Marketing: Social Responsibility and Ethics 587
» | Sustainable Marketing: Social Responsibility and Ethics 595
» | Sustainable Marketing: Social Responsibility and Ethics 603
» | Sustainable Marketing: Social Responsibility and Ethics 605
» | Marketing by the Numbers A21
» | Marketing by the Numbers A27
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