Sales and Customer Services at Baskin-Robbins

Ensuring that all the needs of customers are satisfied is one of the most effective strategies that drive organizational success. If they are to survive the intense competition that defines nearly all industries, firms need to focus their efforts and resources on customer satisfaction. Research has established that satisfied customers tend to be more committed and passionately loyal. On the other hand, when a firm fails to invest in customer satisfaction, it should expect to record disappointing performance and a poor reputation. Baskin-Robbins is among the firms which have demonstrated their dedication to customer services. Through such strategies as the adoption of technology and creating products that are in line with customer preferences and tastes, this company has placed its customers at the center of its operations.

Background and Context 

Baskin-Robbins is one of the most successful firms in the cake and ice cream industry. With its headquarters in Canton, Massachusetts, this firm has set up stores in different locations across the United States. It also has outlets in other countries. On its website, it asserts proudly that “Baskin-Robbins is the world's largest chain of ice cream specialty shops, providing guests with a wide array of ice cream flavors and delicious treats at more than 7,800 retail shops in more than 50 countries around the world”. Currently, the company has an extensive catalogue of ice cream flavors and it assures its customers that they can have a different flavor every day of the month. In addition to ice cream, Baskin-Robbins is also involved in the making and selling of frozen beverages and the Polar Pizza (“Baskin-Robbins”, n.d). The thousands of stores that it has set up across the US and in other countries are the main channels through which Baskin-Robbins serves its customers. Apart from the stores, the customers can also obtain the company’s products through its website and a smartphone application. Furthermore, the firm has established a presence on social media and uses such platforms as Facebook, Twitter and Instagram to engage its customers. There is no doubt that this firm recognizes the critical role that technology can play in driving sales and customer engagement.

To understand the sales and customer service approaches that Baskin-Robbins has adopted, one needs to examine the level of competition in the baked foods and frozen beverage industry. According to analysts, it is projected that this industry is poised to experience tremendous growth. In 2017, the value of the industry stood at over $16 billion and it is expected to experience an average growth rate of 8% between 2018 and 2023 (“Global Frozen Bakery”, 2018). Competition in the industry is intense with customers dictating the operations of the firms involved in the making of frozen beverages and cakes. In the recent past, new trends have emerged and firms have been forced to adapt to these changes. For example, customers are becoming more health-conscious and are seeking products that safeguard their wellbeing. Given the intensity of the competition in the industry, it is easy to understand why Baskin-Robbins has invested heavily in customer services and sales.

Further insights into the operations of Baskin-Robbins can be gained through an analysis of the company’s vision and strategies. Australia is among the overseas markets where Baskin-Robbins has captured the loyalty and interest of its customers. For its Australian operations, the firm’s stated vision is “to be Australia’s most favorite ice cream” (“Baskin-Robbins: Our Vision”, n.d). Through this vision statement, the company makes it clear that its desire is to win over customers who want high quality and tasty products. Given its presence in the US and across the globe, it can be argued that the firm has accomplished this vision. In addition to its vision, Baskin-Robbins is also guided by a number of strategies. The main strategy appears to be providing its customers with a wide variety of products and flavors. For example, its ice cream products are available in over 1,000 different flavors (“Our History”, n.d). Baskin-Robbins also appears to have adopted convenience for customers as among its key strategies. As already noted, the firm has developed various platforms through which customers can place orders. These platforms include its physical stores and its website.

Analysis of Personal Selling & Customer Turn Offs 

Personal selling is among the most effective strategies for engaging customers. Essentially, this strategy involves using the sales team to have personal and face-to-face interactions with customers. The main benefit of this strategy is that it humanizes transactions and imbues the customer engagement process with a personal and human touch. In the following section, an analysis of how Baskin-Robbins leverages personal selling is provided. Also included in the discussion are some of the issues that turn customers off and should therefore be avoided.

Analysis of Organizational Systems, Policies & Culture 

For the most part, the systems, policies and culture that Baskin-Robbins has established encourage personal selling. Today, more and more firms are moving away from the brick-and-mortar model of sales as they embrace digital technologies as part of their efforts to stave off competition. It is true that Baskin-Robbins has also adopted technology in a bid to make the selling experience more convenient for its customers. However, this firm has maintained its commitment to physical stores through which it is able to use personal selling to meet the needs of its customers. Baskin-Robbins has established a wide network of stores, with over 7000 locations across the globe. The main benefit of physical stores is that it facilitates actual human interactions. Baskin-Robbins employees are able to introduce the customers to the wide range of products and respond to any concerns that the customers raise. Since its physical stores have allowed it to fully engage its customers, it can be expected that Baskin-Robbins will continue to rely on the stores even as it integrates technology into its operations.

Policies and culture are yet another way through which Baskin-Robbins engages in personal selling. One of the key elements of its operational philosophy is the focus that it places on creating memories and establishing a culture of joy and fun. It records on its website that “its franchised ice cream shops serve as places where people can connect and create special memories while they explore a wide array of flavors” (“Baskin-Robbins”, n.d). This statement is a reflection of Baskin-Robbins’ dedication to personal selling. The company does not operate sterile and lifeless stores. Instead, it has taken steps to ensure that its customers experience memorable interactions with its staff and their friends and families. Furthermore, Baskin-Robbins appears to have established a culture grounded in human interactions and the creation of memories that last. Another strategy that the company is implementing is innovative store design. In such cities as El Paso, the firm has redesigned its stores as it strives to promote connections among its customers and with its staff. Some of the new elements that the firm has introduced through the store redesign include comfortable seating, improved drive-thru, modern design and an enhanced menu (“Baskin-Robbins Opens”, 2019). Therefore, it is fair to conclude that personal selling is a critical component of the sales and customer service strategy that the company is implementing.

Staying clear of activities, behaviors and policies that turn customers off is one of the strategies that underlie business success. If they are to achieve growth, firms need to take all necessary steps to fulfill the expectations and satisfy the needs of their customers. Writing for Industry Week, William Keenan (2004) identified a number of customer turnoffs that could lead to poor business performance. Value, systems and people are the main types of turnoffs that he addresses in his article. Value turnoffs are concerned with failure to provide customers with products and experiences that leave them feeling satisfied and that they have received value for their money. Poor quality products are an example of value turnoffs. The methods and processes that a firm has adopted to facilitate product delivery are the main issue that constitutes systems turnoffs. For example, when a firm fails to deliver products in good time, its customers are likely to become frustrated and dissatisfied. People turnoffs include indifference, low levels of consideration, and lack of courtesy. Baskin-Robbins understands the damaging effects that these turnoffs can have on its operations and performance. It has aligned its systems, culture and policies to ensure that none of its customers is turned off. For example, as already noted, the firm’s culture is founded on warmth, friendliness and high quality products. At its stores, Baskin-Robbins provides all of its customers with an environment that is difficult to replicate.

Analysis of Individual Actions 

The larger policies, culture and structures that an organization has adopted play a central role in determining the type of experience that is able to provide its customers. As has been established above, the systems, culture and policies that Baskin-Robbins has in place all work together to set up an environment where customers feel valued. However, the individual actions of the company’s employees are also crucial as they determine the level of satisfaction that customers derive from the company’s products and services. Lee and Choi (2010) collaborated to author an article in which they discuss the strategies and individual actions that Baskin-Robbins has implemented in the South Korean market. Through their discussion, readers are able to recognize the seriousness with which the company approaches excellent customer service. Among other things, the stores in Korea are staffed with employees who take initiative to ensure that all customers feel comfortable and highly valued. Special attention is given to older customers who are prioritized given the problems that they experience with such issues as mobility. It is important to note that while the employees of Baskin-Robbins are the main stakeholders in customer service, the company also challenges its customers to participate in initiatives aimed at improving the quality of its services and products. For example, as Lee and Choi report in their text, the South-Korean division of the company selects 20 customers whom it invites to take part in quality improvement initiatives. Additionally, these customers are consulted when the company is developing new products. All of these initiatives are part of the efforts by the company to bolster personal selling. Through the acts of kindness and courtesy, the firm’s employees essentially display the company’s human face. By allowing the customers to participate in the product development process, Baskin-Robbins also shows that it understands the value of human relationships and connections. There is no doubt that the employees of Baskin-Robbins share in the company’s dedication to excellence, quality and service.

Use of Data and Technology 

Technology is one of the factors that are disrupting how firms operate. As noted earlier, an increasing number of companies are adopting technology as they strive to deliver better products and services of higher quality. Sales and customer service are among the areas of business operations that have benefited immensely from technology. In their text, Bahrami, Ghorbani and Arazbad (2012) agree that technology is a useful tool for managing relationships with customers. By leveraging the power of technology, firms are able to respond to customer complaints and concerns while relying on their customers for feedback about how they can improve their products and services. Additionally, technology can be used to collect and analyze data that a business then exploits to enhance service delivery. An exploration of the activities and policies of Baskin-Robbins makes it clear that this firm has incorporated technology into its customer services and sales initiatives.

In a previous section, it was noted that Baskin-Robbins has developed a presence on social media. It operates accounts on such platforms as Facebook, Twitter and Pinterest. While the purpose of its use of these platforms is mainly to market its products, the company also employs these platforms in its customer service relationship management. It uses the accounts to respond to the issues that its customers raise. YouTube is another platform that is part of Baskin-Robbins’ social media campaign. While it is true that the firm is not aggressive in its use of this tool, it features interesting content that reflects its dedication to fun, warmth and quality. For example, there is a video on its YouTube page in which the company shares the reactions of customers consuming a range of its products (Baskin-Robbins, 2019). This strategy is indeed effective as it enables other customers and the general public to learn about the firm’s product offerings

Recommendations 

The thousands of stores that it operates and the ever-expanding range of products and flavors are clear evidence that Baskin-Robbins’ sales and customer service strategies are effective. However, these strategies can benefit from some improvements. Broadening its product range further to include healthier options is the main proposal that Baskin-Robbins is encouraged to adopt. In the recent past, a new trend where customers are demanding healthy products has emerged (Gineikiene, Kiudyte & Degutis, 2017). For example, products with low levels of sugar and fat are appealing to customers who are concerned about wellness and health. The issue of health is particularly relevant to Baskin-Robbins given that most of its products contain substantial amounts of sugar. By offering options with lower sugar content, the firm will be meeting the needs of its customers while keeping up with changes taking place in the industry. Another recommendation that the firm is urged to implement involves redoubling its efforts in the use of social media. It was observed that the firm is not leveraging the full potential of such platforms as YouTube. For instance, on its YouTube page, it has published only a handful of videos. If it is to witness the tremendous power of social media, the company needs to work tirelessly to ensure that it has established a massive digital footprint.

Conclusion 

Baskin-Robbins is an influential player in the frozen beverage and cake industry. Since its establishment, it has endeavored to provide its customers with warm service and a wide range of products. The company is driven by its vision of becoming the best player in the industry. It has adopted standard approaches, policies and strategies across its thousands of stores that are distributed across the globe. Baskin-Robbins has also challenged its employees to join it in offering the best possible quality of service. Thanks to technology, the firm has managed to capture the hearts of its customers and ensure that their needs are met. If it is to sustain its growth, Baskin-Robbins should invest more resources and effort into its social media campaign.

References

Bahrami, M., Ghorbani, M., & Arabzad, M. S. (2012). Information technology (IT) as an improvement tool for customer relationship management (CRM). Procedia-Social and Behavioral Sciences, 41, 59-64.

Baskin-Robbins. (2019). OMG! People try Baskin-Robbins new mixology reactions . YouTube . Retrieved March 14, 2019 from https://www.youtube.com/watch?v=W_I576M2Zxo

Baskin-Robbins: about us. (n.d). Baskin Robbins. Retrieved March 14, 2019 from https://www.baskinrobbins.com/content/baskinrobbins/en/aboutus.html

Baskin-Robbins: our vision. (n.d). Baskin Robbins. Retrieved March 14, 2019 from https://baskinrobbins.com.au/about-us/our-vision/

Baskin-Robbins opens second ‘moments’ store El Paso, Texas. (2019). QSR Magazine. Retrieved March 14, 2019 from https://www.qsrmagazine.com/news/baskin-robbins-opens-second-moments-store-el-paso-texas

Gineikiene, J., Kiudyte, J., & Degutis, M. (2017). Functional, organic or conventional? Food choices of health conscious and skeptical consumers. Baltic Journal of Management, 12 (2), 139-152.

Global frozen bakery market- growth, trends, and forecast (2019-2024). Mordor Intelligence. Retrieved March 14, 2019 from https://www.mordorintelligence.com/industry-reports/frozen-bakery-products-market

Keenan, W. (2004). Sales & marketing- customer turnoffs. Industry Week. Retrieved March 14, 2019 from https://www.industryweek.com/companies-amp-executives/sales-marketing-customer-turnoffs

Lee, S. H., & Choi, E. K. (2010). Product, service, and customer management of Baskin-Robbins in Korea. International Journal of Business and Management, 5 (11), 32-34.

Our history. (n.d). Baskin-Robbins. Retrieved March 14, 2019 from https://www.baskinrobbins.com/content/baskinrobbins/en/aboutus/history.html