most any fledgling brand or company trying to establish itself. As youve seen throughout this book, the stereotypical rock-and- roll rags-to-riches story begins with a group of social oddballs join- ing forces, working hard to create their sound, touring an endless array of dive bars, and selling their souls to the managers and record label executives who "discover" them. Those who survive the music industrys brutal initiation with body, mind, and soul somewhat intact go on to promote the albums they sweat to create inside cramped recording studios. Promoting means touring-usually small venues a few steps up from the dives of earlier days-which means many months on the road, devoid of home life and stability but filled with excess, attention, and temptations that few are strong enough to ignore. If people like the fledgling band, tell others about it, buy tickets to concerts, and purchase albums, the record labels take a chance on them hitting pay dirt. If the band is a flop, the labels just tell them to hit the dirt. Thats the world or rock-and-roll bands. Thats also the world of money-making brands.       Fanfare   In todays competitive arena, retailers, manufacturers, and service organizations alike strategize for new ways to attract and retain cus- tomers. Frequent buyer programs, special service offerings, improved customer service centers, and product reiterations sometimes lead to success for the many firms vying for customers attention and spend- ing. And while a consistent combination of these and other programs may make significant strides in the race for long-term loyalty, few firms achieve an emotional connection with their customers. As KISS, the Rolling Stones, and Elton John reveal, emotional con- nections foster devotion among customers. In the music world, these customers are known as fans-a group of zealots that bands can count on to buy their latest albums, attend their concerts, and demand that     their music stay on the radio. They also represent a baseline of sales for new records, concerts, merchandise, or projects the band produces. For bands, a strong fan base represents a major step toward longevity, sustained relevance, and a place in culture. Though this category of customer is not exclusive to the world of rock and roll, it is far more prevalent there than in the world of commerce. So what does creating fans mean for businesses? At Starbucks, it means people willing to pay top dollar for a cup of coffee nearly every morning-and a decade of 20 percent annual growth rates, even in 2002 when the rest of the economy was sputtering. At eBay, it translates into people who have developed side businesses of buying and selling online, somewhat addicted to the thrill of a treasure hunt. At Victorias Secret, it results in intense public interest fueling free television coverage of its fashion shows on Entertainment Tonight and other programs. In all of these instances, fans evangelize for the brands they love, help recruit other customers, give little regard to special promotions of competitive brands, and ultimately provide higher