US Cellular appoints Carter S. Elenz Executive Vice President, Sales and Customer Service; Alan D. Ferber named Executive Vice President, Chief Strategy and Brand Officer

Last Updated: January 2, 2012By

US Cellular has named Carter S. Elenz to the newly created position of executive vice president, sales and customer service. Alan D. Ferber, executive vice president of operations, has been appointed to a new role as executive vice president, chief strategy and brand officer. Both executives will report to Mary N. Dillon, president and CEO.

“Carter’s passion for the customer, strong operational background and his set of personal values that align with our Dynamic Organization make him a perfect fit and great addition to our team,” said Dillon.

“Alan’s deep understanding of our business and ability to lead teams to think creatively will put us in an even better competitive position.”

In his new role, Elenz will lead all sales and customer service teams throughout the company. He brings more than 25 years of sales, marketing, operations and general management experience, and a proven record of effectively transforming and dramatically growing companies. His previous roles include chief operating officer with Seventh Generation as well as leadership positions at Sensia Beverage, Stonyfield Farm, Gardenburger, and Quaker Oats.

During his tenure at these companies, Elenz helped capture substantially more consumers while leading development initiatives, cultural enhancement, talent attraction and the team building needed to enable each business to succeed. He earned his B.S. in Business Administration from Valparaiso University in Valparaiso, Ind.

Ferber has been with U.S. Cellular for 10 years and helped build the company’s reputation as an industry leader in customer satisfaction. Most recently, he led the development of The Belief Project, a series of innovative initiatives created to elevate the customer experience and reward loyalty. In his new role, he will lead the planning and execution of customer-focused growth opportunities through the lens of the competitive wireless industry and its evolving technology. He will also help drive revenue through marketing strategies that emphasize the company’s robust portfolio of cutting-edge devices and data services.

“We must continue to focus on growing profitably even as the competitive landscape gets more intense, but we won’t compromise our customer focus, our network quality or the most important elements of our Dynamic Organization in the process,” added Dillon. “These appointments allow us to leverage the vast strengths and talents of our existing team and bring on additional perspectives as we continue to be innovative and delight our customers.”

Source: PR Newswire

Chintan Bharwada

Chintan is the Founder and Editor of Loyalty & Customers.

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To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

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  1. My Homepage June 10, 2012 at 1:47 pm

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