4 Steps That Will Make Your Company’s Customers Into Superfans

And how Chewy gained a loyal brand advocate

Chewy created a loyal advocating superfan through it's great customer service and personalization.
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Every business has the potential to create high-value superfan customers, but few take the time to employ the smart tactics necessary to do so. A superfan is a consumer who over-indexes in his or her affinity for a brand, team, entertainer or property, thereby increasing the chance he or she will advocate on its behalf. Casual fans often stop short of advocacy, spending less money on their customer lifestyle and inspiring fewer prospects to interact with your brand.

Advocacy is key. According to a 2017 study, 19 percent of sales are driven by consumer conversations. That’s a lot of purchasing power—between $7 trillion and $10 trillion annually, to be exact. Consumers are 10 times more likely to make a purchasing decision based on a peer’s suggestion than a celebrity’s.

I’m impressed when a brand is able to take me down the path to superfandom in a creative, effective way. That’s exactly what Chewy.com did last year. What could have been a one-time purchase has become recurring orders of more than $100 every month. I’ve told dozens of my pet-owning friends about Chewy. My lifetime value as a Chewy customer will be well into five figures, not counting the pass-along value of my referrals.

It began with a Bear 

Bear, one of the rescue puppies I adopted, was diagnosed with GI issues and needed prescription dog food. I saw that the pricing was identical at every retailer and went to add the food to my Amazon cart. That’s when I vaguely remembered a postcard from Chewy.

Consumers are 10 times more likely to make a purchasing decision based on a peer’s suggestion than a celebrity’s.

I define awareness as sharing your brand’s “why” in a way that resonates with consumers. It’s not as simple as “consumers have heard about my brand,” it’s “consumers have heard about my brand and have some kind of opinion about what it is and how it might fit into their lives.”

In this case, the why that resonated was a $15 off offer and the promise of free shipping for a $49 purchase. Like many, I’m typically a convenience-then-price shopper. When there’s no affinity in the picture, convenience and price rule the day. It takes a good why to affect my default actions.

Influencing action 

The direct mail offer was strong enough to lead me to take action. Customers take many individual actions on the path to superfandom and reactions and interactions from your brand are key to converting first-time customers into repeat customers.

This particular dog food required a vet’s authorization, which I emailed. Minutes later, on a Sunday, I received a response.

Kelly R (not “Customer Service Team”) refers to my dog by name. The tone immediately gives me insight into the brand, with quirky phrases. “Give us a bark,” “lend a helping paw” and “chow-chow for now” are fun and memorable. After reading this email, I was well on the path to affinity.

Building affinity

Affinity is the result of a customer’s expectations consistently being exceeded. Kelly avoided meeting my action with a standard response; she raised the bar again by inviting me to send a photo of my dog.

Not only is this customer service rep not trying to end an otherwise-closed case, but she’s also reminding me she cares about my puppy. When a customer feels an affinity toward your brand, she’s more likely to favor your product, service or experience over others.

The same line of thinking that leads customers to frequent local coffee shops, despite lower cost or more convenient options existing, is at work here. Many of the items Chewy sells are identical to other pet stores’ offerings, meaning the more it differentiates itself on customer service and brand, the less important it is to compete on price.

Creating advocacy

Customers on the advocacy rung are compelled to tell others about their experience; you’ve successfully integrated your story into theirs. Your why is aligned with their why.