Kevin tossed the mail on the passenger's seat and drove up the driveway. Once inside his house, he opened the Enterprise letter to find that it was a survey to determine how satisfied he was with his rental. The survey itself was only one page long and consisted of 13 questions (see exhibit).
Enterprise's executives believed that the company had become the largest rent-a-car company in the United States (in terms of number of cars, rental locations, and revenue) because of its laserlike focus on customer satisfaction and because of its concentration on serving the home-city replacement market. It aimed to serve customers like Kevin who were involved in wrecks and suddenly found themselves without a car. While the more well-known companies like Hertz and Avis battled for business in the cutthroat airport market. Enterprise quietly built its business by cultivating insurance agents and body-shop managers as referral agents so that when one of their clients or customers needed a replacement vehicle, they would recommend Enterprise. Although such replacement rentals accounted for about 80 percent of the company's business, it also served the discretionary market (leisure/vacation rentals), and the business market (renting cars to businesses for their short-term needs). It had also begun to provide on-site and off-site service at some airports.
Throughout its history, Enterprise had followed founder Jack Taylor's advice. Taylor believed that if the company took care of its customers and employees first, profits would follow. So the company was careful to track customer satisfaction.
About 1 in 20 randomly selected customers received a letter like Kevin's. An independent company mailed the letter and a postage-paid return envelope to the selected customers. Customers who completed the survey used the envelope to return it to the independent company. That company compiled the results and provided them to Enterprise.
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