The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 year ago

55. How “Slightly Better Than Average” Creates Amazing Experiences w/ Shep Hyken

ABOUT THIS EPISODE

Amaze every customer every time … that sounds like a promising foundation for a remarkable customer experience, doesn’t it? That’s the theme of the conversation you’re about to enjoy. My guest today is Shep Hyken, Chief Amazement Officer at Shepard Presentations and a customer service expert and speaker. He’s the New York Times and Wall Street Journal bestselling author of six books, among which include:

In this episode of The Customer Experience Podcast, I talk with Shep about what it means to be amazing, how amazement applies to the customer experience, and how to use video to beat expectations by just 10% each time, every time.

Shep has years of experience in customer service and has been a speaker on the topic for decades. Keep on reading as Shep dives into our discussion about how to deliver an amazing customer experience by being just slightly better than expectations — and about why “fine” is the danger zone for satisfied customers. 

You’ll also hear:

  1. Why you have to exceed expectations by 10%
  2. How nothing’s changed in CX in 50 years
  3. Video techniques to deliver amazement
  4. Your brand is a promise
  5. How a car dealership amazed Shep with its superior customer service

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Amaze every customer every time. Thatsounds like a promising foundation for a remarkable customer experience again and again. That'sthe theme of the conversation you're about to enjoy. My guest is in NewYork Times in Wall Street Journal best selling author. Among his half dozen booksare the cult of the customer, the amazement revolution, the convenience revolution andthe recently published be amazing or go home. He's a hall of Fame Speaker.He's been working in the CS and CX space for three decades. Hegot a shout out from Dan gingis back on episode thirty five of this podcast. He believes that the true purpose of your company is to acquire and keepcustomers, that if you focus on the customer, the money will follow.Chef hike and welcome to the customer experience podcast. Wow, that is agreat introduction. Thank you for having me. It's an honor to be here.Good. I'm glad you enjoyed it. You know, I just really appreciatethe work that you do in the spirit that you do it in.Your philosophy really comes through, as I mentioned before I hit recorded. Youknow, I read a couple of your books in the past couple of weeksand just you know, your approach and philosophy is so well aligned with whatwe're trying to do here, which is basically I don't want to minimize it, but maybe speak to this before we get into the into the meat ofthe conversation. You know, I think a lot of about our core valuesand a lot of the values that you express through your book. It's justbasically about being a good human and making a commitment to yourself when other peopleto be a good human like talk about just like the deep underlying surety thatdrives you. or You're referring to the book be amazing or go home,which actually was first published a little over two years ago and that was justa manuscript I wanted to get out and then a my regular publisher, soundwisdom, picked it up and rereleased it and they're handling all the retail andand this book is really about good habits. I it. I always talked aboutcustomer service and experience, so I make it angled toward that. Really, at the end of the day, it can be for anybody in anyjob and even somebody on their personal life. It's just great habits. There's sevenmajor categories and then there's five subhabits under each of those. So there'sthirty five habits at all. Something something as simple as show up on timeand be ready. And, by the way, if you're waiting for afriend or you're going to meet a friend, you show up on time because that'sthe right thing to do for your friend. If you show up towork and the office is open at eight o'clock, showing up at eight o'clockmeans you're probably not quite ready to go to work at eight o'clock. Sothere's all kinds of lessons in there about being proactive, about accepting feedback.So that's the underlying theme. Is To be the best you that you canbe, and in my world it's be the best you you can be foryour customer or your colleagues, who are your internal customers. Right. Ithink, as he even you did in that response, there there's this thisgiven take where any of these skills and habits and reminders are transferable personal andprofessional all the time. Again, that's why it's so I associate it withjust being an awesome human. Yeah, so I'm going to start where Ialways start, which is your thoughts or your definition of customer experience. WhenI say customer experience, what does that mean to you? Sure it meanshopefully, I'm getting paid to do a speech on customers. No, I'mjust kidding. Customer experience is something that grew out of customer service. Realsmart people years ago started saying, let's not call it service anymore, let'scall it experience. Then smarter people realize it's more than just the interaction thatyou have with people. It is the entire experience that you have with thecompany or brand, from the moment you think about doing business with them.Maybe you find them on an advertisement or find them on the web and theirwebsite, and all the way through every little interaction and connection, think aboutbeyond just people to people. If you were to buy like your iphone,just opening the boxes of cool experience,...

...and companies are recognizing that. Reallyanything that the customer does to interact with any aspect of the company is anopportunity for them to form an impression. That's what the experience is, dend it's everything right and and you do a really nice job of breaking outpositive, negative, neutral and the implications and consequences of those ump talk about. You know, because this is very challenging, especially in a fast growingenvironment, but really for any business to be very, very consistent across allthose touch points that you just referenced. Maybe talk about, like the themath formula around this, like I feel like you could, you know,century to build one second to fall right this idea, idea, a good, good, good, neutral, neutral, good, good, good, good, good, good, good, but then bad could like undo itall. Talk about the relationship. Sure you know, because it's not justa straight yeah, ledger. Well, the good news about bad is badas easily fixed and if you fix it right, you go right back tobeing good, good, good, good. The problem is neutral. That's theactual danger zone. In my world. People think that satisfied customers is whatthey want, but they don't. What you want is a loyal customerthat is somewhat emotionally connected. By the way, loyalty doesn't mean they buyeverything from you all of the time. Loyalty means they will come back.And here's my formula, and you use the word math. Let's use mathon a scale of one hunderwent five, or one is bad and five isamazing. So you have bad, fair, good or average or average, thengood and then amazing average is right in the middle. There it's athree. Is that right? Yeah, so that's the danger point, becausenobody ever really complains about a three. They just yeah, it was okay, it was fine, which to me find is a four letter word thatstarts with F. It's the F bomb of customer service and experience. Butif you could be a little bit better than fine or average, and howmuch better do you have to be? Even just slightly better? Ten percentbetter specifically, and I'll tell you where that number came from in a moment. But if you could be a little bit better than average all of thetime, then you're going to be thought of it as amazing, because peoplesay, you know what, they're always knowledgeable, they're always helpful, theyalways get back to me quickly and here's the cool part, even when there'sa problem, I know I can always count on them. So when thereis a one or a two, a moment of misery, if you will, that's when the company steps up and not only fixes the problem but restoresconfidence to bring them back to above average. And that's what you're shooting for now. How did I get to ten percent? For years and years I'vebeen saying, be a little bit better than average all the time and you'llblow people away, because the all the time part is the hard part.Horse Sholtz, the first president and CO founder of the Ritz Carlton Hotel Chain, in an interview that I had with him on his most recent book,he said when he set out to create what he considered to be one ofthe world's greatest brands and luxury in a hotel chain, the Riz Carlton,he said, all we have to do is be ten percent better than averageall of the time. Ten percent, in other words, a three,point three or better on that scale one, if five, gets you an amazingRadi. By the way, the reason people get rated of four insteadof a five many times it is because they slipped into the mediocrity zone,that level of three. So they bounced around, like you said, good, good, good, fair, good, good, good, good, good, good, okay, good, good, good, good, average, and that's why it's inconsistent, but always better than average earns you usuallya five. That's great. Are that ten percent number reminds me of asat a sales and marketing conference and this gentleman presented these mathematical fact that seven, ten percent improvements in a process does...

...a little bit different than what youjust said. And then percent number, you know, one times, onepoint one times, one point one, times one point one, and youdo that seven times and you've doubled the output. It's like one point ninesix. So like it really doesn't. It's amazing thing really adds up now. So you've been doing this like customer service, customer experience work, asa speaker and a writer and a consultant. What are some of the most commonquestions that you were getting like ten or fifteen years ago, and howdoes that differ from some of the conversations and questions and things that you're helpingpeople with today? Like, what's different today than maybe ten, fifteen,even twenty years ago? Well, I got good news and bad news.This isn't going to make you the bad news. That won't give you agreat answer. The good news, it's probably the truth, and that isreally nothing's changed. Nothing from fifty years ago. Nothing has changed. CustomerInteracts with a company. They want a good experience. Customers are problem,they call, they need help, they want the answer. That's it.I actually joke sometimes that I should do a speech on customer service and experience. It will be the shortest speech ever. I will walk out and I'll saybe nice, turn around a walk off stage. So really that's notchanged. This is what customers want. What has changed is what happens inbetween, from the time the customer starts to do business and finally ends theinteraction with a purchase and hopefully moves on to more down the road. Ormaybe they call with the problem, because now there's multiple ways to get toa company. There's, you know, the typical telephone, there's email,there's messaging, there's there's all the social media channels, facebook, twitter,etc. And APPS that you can get on your phone. They Omni channelor multiple channel description of all the different ways a person can connect with abrand, a customer connect with the brand. That's change. Artificial intelligence, usethe right way, is enhancing the experience, but at the end ofthe day customer still wants what they originally wanted, which is the answer totheir problem or positive experience. So all these extra tools are what are addingto that experience or helping that experience, but they're not really changing the experience. If if that, if you understand what I mean? Yeah, absolutely, I mean it like the the channels are more numerous at adds a levelof complexity. I think also probably customers maybe expect a little bit more,but what really deeply need and respond to is still the same thing. Showme that you care and do it. Just meet or slightly exceed my expectationsand we'll stay in a decent zone. Yeah, and and really, Imean I really hope that we can slightly exceed almost every time. And bythe way, you come to expect certain things. So once you expect thatlittle better than average experience, just meet that. So I there's a there'sa restaurant and St Louis, Missouri, where I live, very wellknown restaurant. It was considered at one point one of the finest restaurants in the country. It still is in my mind, and the expectations were so high thatall they had to do was meet that customers high expectation and it would blowthem away. I think so many times that's what our customers want. It'sjust do what I expect from you and you'll make me happy and I'll comeback. You don't need to blow me away, but just you know,if you're just you know, I learned that you're always going to be punctual, you're always going to call me back when I call you, you're alwaysgoing to respond to my emails timely, you're always going to have information forme. If you do that, and it's that word always again founded bysomething positive, you've nailed it. So that's a theme that I drill intomy clients and the audiences that I speak to over and over again. AsI say, always is the consistent, predictable little bit above which experiences theircustomers always one and he said that's also the hard part. So you've,I assume you gave yourself your title. It's chief amazement officer. You havea MAZ or amazing and three of your book titles. What is amazing meanto you? Yeah, so once again,...

...amazing is the consistent and predictable aboveaverage experience, again not necessarily over the top, although once in awhile it's going to happen. But you can't and those experiences that are overthe top, by the way, they happened as a result of problems orspecial opportunities that you hear about or our notice. So you can't wait forthat to always happen. When it happens sees it, because people go wow, that was unexpected. That's great, but day in and day out,you've got to deliver on the consistent, predictable, and when you do that, that's what's amazing. Yes, I call myself the chief amazement officer becauseit does tie in with often the words that I like to use, andI use my first book I wrote was moments of magic, and that wasa fun one and I still talk about how do you create that moment ofmagic which is better than a moment of misery and actually better than a momentof mediocrity, average or satisfactory? So those are the three ways all interactionsgo bad, average, good. That's it. And you manage them andyou try to make them all above average, which puts them into the good zone, and that's when you're operating at the level of amazement, again,predictable, consistent experiences that are above average, really, really good. I let'sdo this part. Maybe it's a little bit of a speed round.Okay, I'm just going to give you a few notes that I took formyself as I was reading some of your work, and it just give melike kind of a quick response to it, and I'll start with the word confidence. So you use confidence and be amazing or go home in a waythat like there's a nuance to it that I hadn't really thought about her.I'm certainly never used confidence in that context. Talk a little bit about the importanceof of building confidence. How is it different than trust to talk aboutconfidence? Sure confidence actually creates trust, because when I know something's going tohappen, when, again I use that word predictable and it's pretty you know, that means I will own that experience. I trust that it's going to happen. Once I'm at that point of trust, trust is an emotional connectionthat I have with you. Therefore, I'm more likely to do business withyou again. Trust will actually read the loyalty. So create the experience,create the confidence, but the customer realize it's going to happen again and again, they own that experience, they start to trust you and it hopefully leadsto some type of repetitive business. If not loyalty. Great the standard.You refer to the standard. Obviously some of US think about a high standard. When we do, we think about some of the brands that you've alreadymentioned as exceptional companies, but you know, when I read the standard in Standardand standardizing, I thought about kind of culture and the way we doit around here, like the set of norms. Talk about setting a standardin what that means. Sure, boy, I hope. I know I wroteabout it now. I got to remember. But no, the standardis what you create, is your standard, which, by the way, youwant to have an alignment with what the customers standards are. At theend of the day, you may perceive yourself to have the greatest service inthe world, but it's the customer gets to be the judge in the jury. So you create the standard and and I don't know if we're going toI mean I've written about the standard different ways different times, but here's mytake on it. There is a level that you must maintain. That's aminimum, that's your standard and when you create this standard, one that thecustomer will enjoy when they experience it, one that will say yeah, Ilike that, I want more of that. That's what it gets him to comeback and also makes it crystal clear what you expect from the people whowork with you, because they're the ones that are going to deliver on thatstandard. Really good at you to touch on a couple things that have beenkind of background themes on the show, which is that the customer decides.Right. Yeah, you may say things about yourself, you may think thingsabout yourself, you may makes it, make excuses for a situation. Thecustomers opinion is the opinion. The customers experience is the experience. You tryto influence, you try to manage it, but ultimately it's up to them.I love this one. You're always...

...on stage. Well, yeah,important. And how does that affect the way that we that we act andinteract? Always on stage means, and I just wrote an article that's comingout next week. This show that we're on will probably come out after this, but the idea of it was gentleman walked into a store and the personwas as friendly as can be. That person's on stage, they're on duty, and then she went off duty and she walked outside of the store totake her break and as the customer came out, he smiled at her andshe didn't smile back. He said Hi and buy, or whatever he saidto her, and she didn't respond back and he thought, wow, that'sa completely different personality than I was just used to seeing when I was insidewith her. The point is she still had our uniform on, she stillhad her name badge on. She was on stage and she's on stage allthe time, and I believe that really people should think of themselves as beingon stage all the time, whether they're working or not. How do youwant people to perceive the way you are? You should be able to be yourself. That's fine, I get it, but if you're going to be oneway with one group of people and a different way, I mean,who were we to believe? Who's the real you? So part of whatI wrote about was when we hire somebody, hire them for truly what their personalityis, because nobody can fake it and make it long term. Eventuallythey will implode. So you can only put somebody into a situation where itforces them to use an opposite of their typical personality for just so long.So that's to me. You know, it's like you're on stage all thetime, even when you're offstage. You know, Disney talks about front stagebackstage, or on stage and backstage. You know, when the characters areout with the with the guests, they're on stage when they go back.That's what they can take their you know, mask off or take, you know, their costume off. That truly is backstage. But still, Ibelieve that the best people live their values and are their personality. They walktheir talk, they walk their walk all of the time. Great just slidpersonal integrity. Again, it's about being a good human yeah, customers don'tcompare us to competitors, even though we spend a lot of our time inour own heads around our competition, our competitors. Instead, they compare usto all of their other experiences. Yeah, that's that's big. That's actually changedover the last few years. It's been a customer expectation because great companies, great brands are teaching customers what good service looks like, what it's supposedto be. They're so excited. Remember years and years ago when Fed axand Cadillac and a few other brands said we want the Malcolm Baldridge Quality Award, which is the equivalent of today's, you know, jd power award thateverybody's talking about. This is this is really cool. So like, Oh, wow, we want to go do business with somebody that's won an awardfor great service. And then we do and then we like it and nowwe start expecting it everywhere we go because we're getting used to it. Welike when that happens. Why can't they be good as good as this othercompany? So realize customers no longer compare you to direct competition, but tothe best experience they received from anyone or any brand. And it could bethat you know guy down the street that sold you a pair of tennis shoes, that which he just spent so much time and took great care of youand made sure you got the right shoe and then he even looked up tomake sure that the price was matching the lowest prices. I mean that's thekind of Guy Love. Why can't everybody be as good as that? Soright. or it could be the big brand that you just love to dobusiness with. You know, traditionally people I say what's your favorite brands,and they'll say, you know, Amazon, apple, southwest airlines and in afew others. Yeah, Dude, rinded what you just offered. Theirreminded me of this. You know, hear about that, the Luber offill in the blank right like it's just the new page, the new conversation. It's this this idea that fast and easy and so I want that inmore places in my life. Yep,...

...okay, this is a direct quote. A brand is he promised delivered? Yep, and and think about it. Most of brands have a tagline of some sort and when they deliver onit, that's great. What you want to be known for? The RitzCar will talk about horse. Scholtzi has a nine word Credo. Interestingly,I could give you some background on this, but the cool trivia is he wrotea term paper in high school when he was apprenticing at school, orthey're teaching them about hospitality. It was called where ladies and Gentlemen Serving Ladiesand gentlemen. He took it to the hotel when he started the hotel andthis became their mantra, or their Creto, as they call it, and everythingthey do is about delivering on that promise, or ladies and Gentlemen ServingLadies and Gentlemen, and this is what the Ritz wants to be known for, and that's what I mean by you know, you know, delivering onthat promise. The brand is a promise delivered. Really good. Another directquote in the last one in this in the set of questions, and thenwe'll move on to a new topic, but this one really spoke to meto get a kind of bridges that that divide of personal and professional and Ithink it's, for me, kind of the peak of a lot of theseideas. Finding someone you can count on in this life, in business oranywhere else, is a very big deal. Yeah, I said that, yes, which book now? I'm just kidding. I think it's out tobe amazing or go home finding somebody. I mean it is a big dealwhen you can count on somebody once again. They've created the confidence, they've createdthe trust. You own that experience. So one of the books I wroteabout a long time ago, about eleven or twelve years ago, which, by the way, is being released again in March, two thousand andtwenty updated version. About fifty percent of it was changed, all the newstats and facts. We talked about the cult of the customer, which arereally the cults, are phases. Customers go through these groups and the fourthof the fifth, they of the five phases, is ownership. When youcan get somebody into ownership, that's when they can count on you, that'swhen they know it's going to happen. At that point you're just you're rightat the beginning of creating that customer amazement. Now realize that as soon as thereis a problem, you go back to square one and they're back inthat first cult, which is a cult of uncertainty. However, when theylearn that you stand up for what you do, that you'll stand behind yourproducts, that you'll deliver on the promise that you make, that you'll callthem back quickly, that you'll take care of their issues, that will immediatelymove them back into number four and it back and obviously back into five,because when they know, and I said this earlier in a conversation, youknow the word always, and even when there's a problem, I know Ican always count on them. We need to train our customers to let usknow when there's a problem so they can learn that they can always count onus. So important. I feel like you've probably seen this in all kindsof situations, but it just occurred to me, as you said that,that there are probably these problems that aren't such a big deal that I'm goingto pick up the phone or fill out the form or whatever. It's justit's just under that threshold, but it's annoying enough that I perceive it asa problem, and so it's going into that kind of that deficit in termsof my trust and confidence in you. Those problems that are just under theradar probably some of the deadliest ones. Yeah, that's the danger zone.That's that's satisfied customer that doesn't make the complaint, and I wrote an articleyou years ago called the satisfied customer is a dangerous customer, not because you'regoing to come in with a gun and do something terrible to you in thatform of danger, but the danger is they don't complain. So you thinkthey're happy and then they just never come back because you did something that wasn'tabove average. You maybe did something that was a little bit annoying, maybethere's a little bit of friction that you could have eliminated, but unfortunately itdidn't. They didn't complain, which is...

...why it's so important to talk toyour customers and find out what did you like about it? And if youdo get a survey back from somebody and let's say it's a one hundred twentyfive or it's the net promoter score zero to ten, you know you mightask if they gave you the perfect score. Well, what did I do?To deserve that. I want to know. And is there one thingyou can think of that would make it better? I would love to knowthat too. And if you gave me anything less than a great score,what would it take to get one number better? Okay, that's pretty easyfor them to tell you like yeah, you know, here's where you screwedup and you don't want to say what would it take to get back toa ten if they gave you a four? Maybe they'll give you a good answer, maybe not. But if you can find out what little incremental increaseyou can make, you know that would and that's when you'll find it thesmall things, the nuances, that will allow you to deliver an even betterexperience. I'm not going to say a perfect experience, but let me giveyou a quick example. The Wall Street Journal found this out. If yougo to the Wall Street Journal Online, you're allowed to download a certain numberof articles before they say okay, your limited is up for the month.If you want more, you have to subscribe and interestingly, they had agreat little checkout system right there where you could subscribe. And what they foundis, as they started to eliminate the fields of information they were asking forand just stripped it down to what they absolutely needed to get you to subscribe. The subscriber rate went up for every time they eliminated one field. Itwent up as fraction of our percent. But it was trackable and traceable andthey said we don't need to know if it's Mr Mrs Mis what, Doctor, whatever. Let's just get their first name in their last name would dowe even need their name? We just either email actor. I don't youknow. I don't know if that's the case now, but can you stripit down to where they just need the bear essentials? Obviously you need thecredit card information, that type of thing, but what else do you need?So there you go. It's just simplify things, make it easy.Yep, luring the hurdle, reducing friction, it's all there. I would beremiss if we didn't spend at least a minute or two talking about video. You totally get it. You've been using it for a long time.You've sent hundreds and hundreds of videos out of your bombomb account. Talk alittle bit about the power of video and when you like to use, inparticular, this kind of simple personal video that that just lets people know thatyou's right. Appreciate them. I mean the thing about the bomb bomb platformis oftentimes you. I mean I have a subscription where I can send hundredsat a time to a group of people. So if I'm speaking to an audience, it's really cool to say hey, everybody, I'm going to send youa video and include my notes from the speech and a few extra points. That's cool, and then I can attach or have a link to mynotes for that speech. That's great and I think people like that. Butyou want to know what the most powerful use of this for me anyway,this is my experience, is one to one conversations and it's simply I've justfinished my speech, I'm on my way to the airport, I'm in thetaxicab, I take out my mobile phone, I hold it up and I shoota short video to the client. Hey, and just leaving the resort. We had a great presentation. You are so awesome to work with.Thank you so much, and I share a few things that I really enjoyedabout the experience and let them know how much I appreciate them. And andit's so amazing to me how once in a while somebody like wow, theyopened it that quick while. They watched it again and again and again,and I know it's happening. They're showing everybody and I love that. It'smaking impact. Another great way, as I get off the telephone with thepotential client and I simply I will always send them an email to restate mypoints, but I really quickly send them a quick video to say hey,thanks so much for taking the time. This is a real quick recap ofwhat we talked about and now summarize it in more detail in an email shortly, but I just wanted to know. This is the top of my mindwhat we talked about, and I think that really helps me get more business. There's so many ways to interact.

Just think of it as just adifferent way of a it's a it's a video version of email, if youwill. I don't know if you like to hear that, but yeah,well, it is really. I mean that's the deals. You know,our whole Mo is. You know, you've been relying on faceless digital communication, right the same black text on the same white screen to communicate some ofyour most important and most valuable messages. And I'll just kind of go backto some of the things you offered there. You know that that little thought ofI'm just leaving and I just really enjoyed myself. Thank you so muchfor having me like that's the kind of thing that I know in my life, before having this tool available, I would have just had that thought andkind of let it go and it's a missed opportunity of maybe, if Iwas really diligent, I would maybe do a handwritten note or something later on, and that's obviously a great hobby. You should build these systems and processesfor yourself. But you know, it's just it's so light and easy andpersonal, faster than typing, and just leaves that impact it because you can'tfake that time and attention when you take, you know, one minute in sixseconds to recap the most important things on that, on that and thatpotential client appointment call that you're talking about in your restate, you know,maybe readdress a couple of their objections and a couple of things that got themreally excited. Like you can't fake that attention. It lets them know theywere that that you listening, that you that you that you're processing. Theyshared in all of that. It's really good. So that, by theway, going back to your original first question. That is huge in thecustomer experience. That is an experience where they go wow, this guy getsit. So years ago and I still send out a preprogram questionnaire. Icall it my the you know, it's the speech maximizer. It's like,if you fill this out, I'm going to be able and it's questions likewho's your competition? WHO's in the audience? You know, not names of people, but like you know the positions, you know what's the biggest concern.You have those questions. If you fill that out, I would beable to give you a better speech. Well, now I will ask yousome of these questions in our first call and I now know what the clientwants. One of the my favorite questions. I learned this from Dan Sullivan and, by the way, sometimes you know some of the quotes that youhad one in particular where you said the brand is the promise delivered. Ididn't make that one up. So many people have that one. I justincluded it as one of my favorite ones. But this is a question. That'sone of my favorite questions from Dan Sullivan. I do know who cameup with this and he says I call it the magic question. He callsit the Dan Selivan question. As if we were to get together a yearfrom now, what would have to happen for you to feel that this wasthe best investment into a keynote speaker that you've ever made or whatever your businesses? You know, if we were to get together three years from now,two years from one year from now, what would have to happen for youto feel that doing business with us was the best decision you made? Sotwo things happen. Okay, number one is they actually give me the answer. I have them think about it, no rush, let's talk it through. But number two, that forces them to think about me being with them, so that they had me so we can talk about what would have happeneda year from now or three years from now. Then when I make sureto capture that answer, and that is the most important thing that I couldshare back with the customer, because if I can incorporate what they've asked forfrom the standpoint of success criteria, that's how they define it, I'm goingto nail exactly what they want. That's the most important question that I askand that's that answer. It's so important that I let them know that Iknow what they're asking for. Yeah, it's a really powerful question and youtalked about multiple layers and benefits to it. One I'm thinking about within our business. Again, we're a software company that people subscribe to and you know, I have a number of different teams. If we know that on the wayin the door, then we can...

...communicate that internally so that no matterwho touches that person or that Accounter, that team knows what they value,why are they here and what are they seeking to get out of it,so that everyone's on the same page from the beginning. Yeah, it's soimportant you set and that's why with the customer defines the success criteria from thevery beginning. You know what you're working toward. You might also be ableto do something with that answer that you that you mention. I think thisis also in the amazing which is you can be honest with yourself and sayand with the honest with this potential customer and say, you know what,that's not the kind of thing I can deliver for you, and you gothat extra step of even referring them to a competitor. Yeah, so important. You gotta stay in Your Lane. You have to know what you're reallygood at and if somebody's going to ask you, I don't mind being pusheda little bit outside of my comfort zone, but don't ask me to do somethingthat I don't do in unlass. I'm willing to make that part ofa regular piece of what I do because I believe and always looking for strategicbyproducts. I would never be where I am today with all the things thatI talked about and do if I did if I wasn't open minded and willingto listen to what customers are saying and asking for. But if a customersays to me, Chap, we really would love for you to do aprogram on time management. You know, I really don't have a lot ofexperience on teaching that. I mean, I think I'm pretty good at doingit myself, but I don't think that's I'm your expert for that and I'mvery quick to tell people I'm not the right guy and I will help youfind the right guy. By the way, I have an advantage. I'm amember of the National Speakers Association. Was President of the association several yearsago, so I know thousands of speakers that I could recommend if it's notthe right fit and and the clients love it, the other speakers love itand and you know, everybody wins, so good. That speaks to whereI always like to end these awesome conversations. I really value your time and yourinsight shop and they thank you for spending this time with me and forall the folks listening. You know, you're just right there with relationships right. We're in a business ecosystem. None of our success is ours alone.We rely on other people, you know, to be successful in our work.And so I like to give you the chance, as a guest ofthe customer experience podcast, to think or mention someone had a positive impact onyour life or career. And you've already mentioned a couple of companies, butmaybe off for another one that's delivering a great experience for you as a customer. So those are two questions, not one. Okay, I'll guys,two separate questions. Let's start with a great company in my book, theConvenience Revolution. I have big brands that we've all heard of. You know, you mentioned Uber and you know, making things convenient, disrupting and Amazonand Microsoft and Wall Street Journal, Leaven. There's a car dealership that, aftertwenty five years of doing business with this dealership that I used to goto, I now do business with this one for the last almost eight years. And I happen to be out driving around with my wife and she says, you need a new car. Oh that's the one I want you tolook at. And now we're nowhere near my home. We're like ten plusmiles away, and I go okay, I'll go in there and of coursethe salesman says, what can I help you find today? And I Ithought, you know, I'm just looking. I know that's what everybody says.You know what, I don't mind if you're just looking. If youwant to drive a car, that's fine too. And I drove of thatcar and it was great and I came back and I jokingly said to himwhat's going to take for you to get me in this car today? Andhe thought about it. He goes, wait a minute, that's that's somethinglike I should say to you. And I said, seriously, I'd loveto buy the car from you, but you are too far away. IfI have to drive here in the morning in traffic our to get my carserviced, it's like an hour plus round trip. They'm going to pick itup later on in the day. I can't. I mean it's just easierto keep doing business with WHO I've been doing business with, who, bythe way, is walkable distance from my office. Wow, yeah, that'spretty easy. And this is what the guy says to me. He looksaround, he says, do you see a waiting room anywhere in this dealership? And I said, well, I...

...don't see it. He goes,well, we have one, but it's very small. It's behind this walland it's very nice, by the way. Coffee, TV, Internet, everythingyou need, but hardly anybody ever uses it. And here's why.Because when you buy a car from us, we will bring the car to youand every time you need service, will bring you a loaner which,by the way, will be a brand new demonstrator for you to try outwith the latest and greatest model is, and then we'll pick your car upand we'll bring it back when it's done. The only time you ever come inhere is to buy another car, and I thought that is amazing.Yeah, and guess what happened? I said we'll write up the deal andhe goes really, I go yeah, and, and I mean I'm Ithink I'm ready to buy the car. I just I didn't come here expectingto actually buy it today. But he goes, I'm going to write upthe deal and here's the thing. I really believe we're competitively price. Sotake it and go check with the other dealership and if we're not, letus know because we want you to get the best deal to I said sure, and it was competitive that. I don't know, it was the lowestpride, but it was close enough. Did you think shot that, ordid you just like just the policy alone was enough to build that current?It was, but no, you know my I'm a customer service guy,so I had to know if my my original dealership would honor what they wereoffering. And at first they said no, we really don't do that, butyou know what, will do it, but it'll cost you an extra fivehundred dollars. What. Okay, then they say, okay, don'tworry about the five hundred hours, will do it as long as the car'sunder warranty. And I go well, well, what happens if I keepit longer than three or four years, which I do, and they saywell then you know and I go, okay, never mind, and Ileft. But the price was close. I mean they were probably even alittle less expensive. But then the new dealership didn't matter. I love thesepeople and they do a great job. And guess what I'm now? I'mgetting rid of by a third car from them. So that's not bad ina year time and like. So that's it. That is a disruptive process, right, like deliver its rupts the whole thing because it changes, itsets a whole new expectation. But you just said something there that is,to me, one of the best things you can hear. And we hearit, we hear it regularly. Like renews my my confidence and excitement aboutall the work that I do, which I have a lot of inherently anyway. But when you hear it back from people, it's great. You saidI love these people. That is a big deal, like, and youjust did it naturally. And here's the cool part. I don't really remembermany of the people. I just remember my salesperson. So this is somethingI termed the awesome responsibility, where one person represents all of the people whowork there, and he did a great job. This was the kind ofdealership I want to do business with and, by the way, they've managed tomeet my expectation of this level of service. They've been great to workwith and, and here's the cool part. Some and by the way, youuse the word disruption. You don't have to disrupt an industry, justdisrupt your competition. That's what this dealership did. They found out something thatthey could do that others wouldn't, and it was delivery. And they senda guy out with the keys to the you know, the Loner car,to swap for my car. This is the ambassador. Okay, this islike they send some old guy out that's kind of retired and this is hisjob and he loves doing it because he gets to talk to people. Thisis like the Walmart greeter on steroids, you know, gets to interact withme, because that is the relationship that I have with this dealership, outsideof paying the bill for when I have service, and then I'll eventually goin and meet with my advisor, my sales person again. But the pointis in between people a well, how do they stay connected? They don't. You don't go into the dealership. Oh No, they send the rightguy out to take care of me and that's important. So there you wantan example. I know we want a little along on it. I thinkit's important, Yep, as good, because you got into like you real, real process there, and you don't need to buy a bunch of newtools and technology or anything to I mean that all helps in your you know, refer to Ai and the way you...

...tied together with your human staff andmake the humans more equipped to serve people. Better than all that, this isjust a straight process, YEP, of physical transaction, of I'm goingto put a guy in a car, he's going to drive to where youare, you're going to exchange keys, he's going to drive your car backand then do the same thing again as soon as it serves. So smart, he's going to be nice, he's going to make you feel like thedealership loves me. Yeah, it's good, and apparently it's mutual. Um.Now, thinker mentioned someone who's had a power. Yeah, somebody that'shad a great, profound effect on me. And, by the way, somany people I could mention, but I'm going to mention the guy mentionedthe most, and that is my mentor and who I refer to as myillegitimate father, Bud Dietrich, but it passed away a few years ago inhis late s. But when I first started my business back in one thousandnine hundred and eighty three, pretty much right out of college, Bud saidto me, so you're going to be a speaker. HMM, you knowwhat to be successful? This is what I think you need to do.You need to work eight hours a day, five days a week, doing nothingbut building relationships and getting people to want to hire you. That's whatyour job is now. That isn't writing the speech, that's not doing paperworkand pay the bills. You can do that on the evenings and weekends.So but if you spend forty hours a week at getting the business, you'llprobably get the business. So I summarize that by saying the job isn't doinga speech, which is a lot of what I get paid to do.The job is getting the speech. So any business you have that you knowit's it's like, I mean, I could sell a car, but Ican't sell a car unless I have a customer coming in to meet with meto buy that car. So once I start to build a relationship with thecustomer and get them to buy, once I want to make sure I treatthem in such a way that they'll want to buy again and again and again. The job isn't doing what it is you do, it's getting the customer, getting them to buy what it is. So he profound effect, my mentorBudd trick. God Love Them. God rest in peace. I meanyou may rest in peace. Unbelievable Guy, wonderful ship. This has been great. I already thank you for your time. You gave me even morehere and also gave it to all the folks who are listening. If peoplewant to follow up, they maybe want to to check out your website orcheck out on social pick up a couple books. How would you encourage peopleto connect with you? Sure, the easiest way is hikencom, hy KN, but you know, you can go on Amazon and put my namein. You can. You know, I'm on twitter, at hike,and Instagram, facebook. You can find me everywhere. A COOL HIKE INHY K N, hikencom, hiken on twitter, chep. Thank you somuch for your time. I hope you have a great rest of your day. Thank you, you too. Even thank you.

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