Sandy Rogers

Sandy Rogers

  • Expert on customer loyalty and Director of Customer Loyalty Practice at FranklinCovey
  • Former Senior Vice President of Corporate Strategy and Vice President of Marketing and Business Strategy at Enterprise Rent-a-Car
  • Formerly in brand-management with Procter and Gamble and marketing with Apple Computer

Travels from Florida

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Sandy is one of the most prolific minds on the topic of Customer Loyalty. He will change the very way your organization views the topic and will help orient your company towards winning loyal customers for life.

Sandy Rogers serves as managing director of FranklinCovey’s Customer Loyalty Practice, which is focused on helping large multi-unit operators in retail, healthcare, grocery, food service, lodging, and financial services accelerate growth through increased customer loyalty. FranklinCovey provides each location in the chain with an accurate and reliable measure of customer service, along with a process to improve service through more consistent front-line execution.

Before joining FranklinCovey, Sandy spent 14 years with Enterprise Rent-A-Car, most recently as Senior Vice President of Corporate Strategy. During his time at Enterprise, he led the turn-around of Enterprise’s London operation; earlier he served as Vice President of Marketing and Business Development. He led the teams that developed Enterprise’s consumer marketing strategy including the “Pick Enterprise…We’ll Pick You Up” television campaign as well as the team that prepared ESQi, Enterprise’s comprehensive internal system for measuring and improving customer service across their 7,000-branch global network. Before Enterprise, Sandy began his career in brand management at Procter & Gamble and held marketing positions at Apple Computer. Sandy is an advisor to the board of Advance Auto Parts. He serves on the executive committee for Big Brothers, Big Sisters of Eastern Missouri and the leadership council for the Donald Danforth Plant Science Center. He earned his B.A. at Duke University and his M.B.A. Harvard Business School.

“Loyalty is earned one great experience at a time. Each interaction should be a deposit in building a lifelong relationship.”


Sandy can help organizations in the following areas:

  1. Accurate and representative customer service metrics
  2. Customer satisfaction and NPS benchmark studies across industries
  3. Identifying the truly great performing teams in your organization
  4. Linking incentives to customer loyalty scores
  5. Inspiring the middle 60% of your leaders to behave more like your top 20% of leaders
  6. Changing the behavior of frontline employees through a culture that inspires them to delight each customer


Videos of Sandy Rogers:


Your Customer Service Metrics Are Not Right!

The case for improved customer service metrics across every chain Do you think you have good customer service data? Are you using it to pay and promote your leaders and teams? In this compelling presentation, Sandy will share key findings that illustrate how most customer service data is not representative of your customer base and how it is skewed toward your most loyal customers. You will see how easy it is for customer service data to be gamed by front-line teams. Sharing multiple examples from numerous industries, Sandy will highlight the most common mistakes organizations make, and how you can identify if you have done them in your organization. Then, he will share a step-by-step process for correctly gathering data that represents the views of all your customers. He will show you how to tie meaningful rewards and recognition to accurate metrics you can rely on for pay and promotion decisions.

Making NPS Work in Your Organization Best practices from a Founding Practitioner

Since the launch of the Net Promoter Score (NPS) just a few years ago, thousands of companies have taken on this metric as “the one number you need to know” to manage their customer relationships. Many organizations however, stumble when trying to execute the NPS concept within their organization. What sounds simple and clear in theory can be challenging in practice. Understanding who to survey, how often, and how to apply NPS data can be tricky. NPS, for example, is often not a good monthly score for chain locations given it is more a measure of cumulative experience rather than a measure of how a location did in the past month. Think of NPS as more of a balance sheet measure while top-box satisfaction is more of an income statement measure. Both are important. Sandy will describe the role each should play. As the leader of the team that created the customer service metric at Enterprise Rent-A-Car that is mentioned in Fred Reichheld’s book – The Ultimate Question, Sandy will help you understand when to use NPS, when to use other metrics, how to appropriately survey your customers to get the most accurate representative sample, and then how to take this data and make improvements at the frontline.

Winning Customer Loyalty The 7 Habits of Outstanding Customer Service

In many organizations, the people who spend the most time with customers are also some of the lowest paid, and least enfranchised of your whole team. Empowering this group to serve customers is critical to your success. Winning your customers’ loyalty requires a permanent change in the way your people see themselves – which then changes the way they interact with customers. Based on the best-selling business book by Stephen R. Covey, The 7 Habits of Highly Effective People, this presentation demonstrates the seven core habits that each employee and leader needs to develop in order to consistently delight customers. Based on the principle of “inside-out” change, you will understand how these habits ignite each employee to feel passionate about helping customers and creating a win-win situation for your organization.

How to Execute Loyalty at the Front-line Creating a Culture of Customer Service through Execution

Every organization has pockets of excellence. The problem for most is not that their people don’t know what to do. The problem is execution. People may know what to do, but in the whirlwind of day-to-day work, too often leaders and teams lose focus on what is most important, and get distracted by what feels most urgent. To change a culture, you must change the behavior of your leaders. They are the key leverage point. A leader’s primary mission should be to lead a team to achieve results by executing the handful of behaviors that will bring the greatest returns to your customers and your bottom line. Sandy will share examples of four key disciplines that each manager needs to institutionalize at the frontline in order to help his/her team focus and deliver great results. He will show you how to clone the behaviors of your best leaders and institutionalize them throughout your organization.

Dominate Your Competition by Making Every Store a Top Performer

Every chain wants to grow faster. And it’s your Promoters – customers who love your company and recommend you to their friends – that drive profitable growth. The manager and team at your locations play the leading role in delighting your customers. If you’re like most retail chains, you have strong managers, weak managers, and a lot of very average managers in between. Many chains struggle with getting their location managers and frontline teams to deliver consistently great service. To create more Promoters, you need every person fully engaged in delighting your customers. To satisfy a customer, solve their problem. To delight a customer, solve their problem in a way that makes them feel great.