The Customer Experience Podcast
The Customer Experience Podcast

Episode · 2 years 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. That sounds like a promising foundation for a remarkable customer experience again and again. That's the theme of the conversation you're about to enjoy. My guest is in New York Times in Wall Street Journal best selling author. Among his half dozen books are the cult of the customer, the amazement revolution, the convenience revolution and the 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. He got 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 keep customers, that if you focus on the customer, the money will follow. Chef hike and welcome to the customer experience podcast. Wow, that is a great 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 appreciate the work that you do in the spirit that you do it in. Your philosophy really comes through, as I mentioned before I hit recorded. You know, I read a couple of your books in the past couple of weeks and just you know, your approach and philosophy is so well aligned with what we'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 of the conversation. You know, I think a lot of about our core values and a lot of the values that you express through your book. It's just basically about being a good human and making a commitment to yourself when other people to be a good human like talk about just like the deep underlying surety that drives 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 just a manuscript I wanted to get out and then a my regular publisher, sound wisdom, picked it up and rereleased it and they're handling all the retail and and this book is really about good habits. I it. I always talked about customer service and experience, so I make it angled toward that. Really, at the end of the day, it can be for anybody in any job and even somebody on their personal life. It's just great habits. There's seven major categories and then there's five subhabits under each of those. So there's thirty five habits at all. Something something as simple as show up on time and be ready. And, by the way, if you're waiting for a friend or you're going to meet a friend, you show up on time because that's the right thing to do for your friend. If you show up to work and the office is open at eight o'clock, showing up at eight o'clock means you're probably not quite ready to go to work at eight o'clock. So there'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 can be, and in my world it's be the best you you can be for your customer or your colleagues, who are your internal customers. Right. I think, as he even you did in that response, there there's this this given take where any of these skills and habits and reminders are transferable personal and professional all the time. Again, that's why it's so I associate it with just being an awesome human. Yeah, so I'm going to start where I always start, which is your thoughts or your definition of customer experience. When I say customer experience, what does that mean to you? Sure it means hopefully, I'm getting paid to do a speech on customers. No, I'm just kidding. Customer experience is something that grew out of customer service. Real smart people years ago started saying, let's not call it service anymore, let's call it experience. Then smarter people realize it's more than just the interaction that you have with people. It is the entire experience that you have with the company 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 their website, and all the way through every little interaction and connection, think about beyond just people to people. If you were to buy like your iphone, just opening the boxes of cool experience,...

...and companies are recognizing that. Really anything that the customer does to interact with any aspect of the company is an opportunity for them to form an impression. That's what the experience is, d end it's everything right and and you do a really nice job of breaking out positive, negative, neutral and the implications and consequences of those ump talk about. You know, because this is very challenging, especially in a fast growing environment, but really for any business to be very, very consistent across all those touch points that you just referenced. Maybe talk about, like the the math 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 it all. Talk about the relationship. Sure you know, because it's not just a straight yeah, ledger. Well, the good news about bad is bad as easily fixed and if you fix it right, you go right back to being good, good, good, good. The problem is neutral. That's the actual danger zone. In my world. People think that satisfied customers is what they want, but they don't. What you want is a loyal customer that is somewhat emotionally connected. By the way, loyalty doesn't mean they buy everything 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 math on a scale of one hunderwent five, or one is bad and five is amazing. So you have bad, fair, good or average or average, then good and then amazing average is right in the middle. There it's a three. Is that right? Yeah, so that's the danger point, because nobody ever really complains about a three. They just yeah, it was okay, it was fine, which to me find is a four letter word that starts with F. It's the F bomb of customer service and experience. But if you could be a little bit better than fine or average, and how much better do you have to be? Even just slightly better? Ten percent better 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 the time, then you're going to be thought of it as amazing, because people say, you know what, they're always knowledgeable, they're always helpful, they always get back to me quickly and here's the cool part, even when there's a problem, I know I can always count on them. So when there is 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 restores confidence 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've been saying, be a little bit better than average all the time and you'll blow 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 of the 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 average all of the time. Ten percent, in other words, a three, point three or better on that scale one, if five, gets you an amazing Radi. By the way, the reason people get rated of four instead of 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 usually a five. That's great. Are that ten percent number reminds me of as at 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 you just said. And then percent number, you know, one times, one point one times, one point one, times one point one, and you do that seven times and you've doubled the output. It's like one point nine six. 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, as a speaker and a writer and a consultant. What are some of the most common questions that you were getting like ten or fifteen years ago, and how does that differ from some of the conversations and questions and things that you're helping people 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 a great answer. The good news, it's probably the truth, and that is really nothing's changed. Nothing from fifty years ago. Nothing has changed. Customer Interacts 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 say be nice, turn around a walk off stage. So really that's not changed. This is what customers want. What has changed is what happens in between, from the time the customer starts to do business and finally ends the interaction with a purchase and hopefully moves on to more down the road. Or maybe they call with the problem, because now there's multiple ways to get to a 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 channel or multiple channel description of all the different ways a person can connect with a brand, a customer connect with the brand. That's change. Artificial intelligence, use the right way, is enhancing the experience, but at the end of the day customer still wants what they originally wanted, which is the answer to their problem or positive experience. So all these extra tools are what are adding to 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 level of 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. Show me that you care and do it. Just meet or slightly exceed my expectations and we'll stay in a decent zone. Yeah, and and really, I mean I really hope that we can slightly exceed almost every time. And by the way, you come to expect certain things. So once you expect that little better than average experience, just meet that. So I there's a there's a 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 that all they had to do was meet that customers high expectation and it would blow them away. I think so many times that's what our customers want. It's just do what I expect from you and you'll make me happy and I'll come back. 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 always going to respond to my emails timely, you're always going to have information for me. If you do that, and it's that word always again founded by something positive, you've nailed it. So that's a theme that I drill into my clients and the audiences that I speak to over and over again. As I say, always is the consistent, predictable little bit above which experiences their customers 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 have a MAZ or amazing and three of your book titles. What is amazing mean to you? Yeah, so once again,...

...amazing is the consistent and predictable above average experience, again not necessarily over the top, although once in a while it's going to happen. But you can't and those experiences that are over the top, by the way, they happened as a result of problems or special opportunities that you hear about or our notice. So you can't wait for that 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 because it does tie in with often the words that I like to use, and I use my first book I wrote was moments of magic, and that was a fun one and I still talk about how do you create that moment of magic which is better than a moment of misery and actually better than a moment of mediocrity, average or satisfactory? So those are the three ways all interactions go bad, average, good. That's it. And you manage them and you 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's do 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 for myself as I was reading some of your work, and it just give me like 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 way that 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 importance of of building confidence. How is it different than trust to talk about confidence? Sure confidence actually creates trust, because when I know something's going to happen, 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 connection that I have with you. Therefore, I'm more likely to do business with you 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 leads to 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 already mentioned as exceptional companies, but you know, when I read the standard in Standard and standardizing, I thought about kind of culture and the way we do it around here, like the set of norms. Talk about setting a standard in what that means. Sure, boy, I hope. I know I wrote about it now. I got to remember. But no, the standard is what you create, is your standard, which, by the way, you want to have an alignment with what the customers standards are. At the end of the day, you may perceive yourself to have the greatest service in the 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 to I mean I've written about the standard different ways different times, but here's my take on it. There is a level that you must maintain. That's a minimum, that's your standard and when you create this standard, one that the customer will enjoy when they experience it, one that will say yeah, I like that, I want more of that. That's what it gets him to come back and also makes it crystal clear what you expect from the people who work with you, because they're the ones that are going to deliver on that standard. Really good at you to touch on a couple things that have been kind of background themes on the show, which is that the customer decides. Right. Yeah, you may say things about yourself, you may think things about yourself, you may makes it, make excuses for a situation. The customers opinion is the opinion. The customers experience is the experience. You try to 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 and interact? Always on stage means, and I just wrote an article that's coming out 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 person was 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 to take her break and as the customer came out, he smiled at her and she didn't smile back. He said Hi and buy, or whatever he said to her, and she didn't respond back and he thought, wow, that's a completely different personality than I was just used to seeing when I was inside with her. The point is she still had our uniform on, she still had her name badge on. She was on stage and she's on stage all the time, and I believe that really people should think of themselves as being on stage all the time, whether they're working or not. How do you want 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 one way with one group of people and a different way, I mean, who were we to believe? Who's the real you? So part of what I wrote about was when we hire somebody, hire them for truly what their personality is, because nobody can fake it and make it long term. Eventually they will implode. So you can only put somebody into a situation where it forces 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 the time, even when you're offstage. You know, Disney talks about front stage backstage, or on stage and backstage. You know, when the characters are out 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, I believe that the best people live their values and are their personality. They walk their talk, they walk their walk all of the time. Great just slid personal integrity. Again, it's about being a good human yeah, customers don't compare us to competitors, even though we spend a lot of our time in our own heads around our competition, our competitors. Instead, they compare us to all of their other experiences. Yeah, that's that's big. That's actually changed over 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 supposed to be. They're so excited. Remember years and years ago when Fed ax and 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 that everybody'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 award for great service. And then we do and then we like it and now we start expecting it everywhere we go because we're getting used to it. We like when that happens. Why can't they be good as good as this other company? So realize customers no longer compare you to direct competition, but to the best experience they received from anyone or any brand. And it could be that 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 you and made sure you got the right shoe and then he even looked up to make sure that the price was matching the lowest prices. I mean that's the kind of Guy Love. Why can't everybody be as good as that? So right. or it could be the big brand that you just love to do business with. You know, traditionally people I say what's your favorite brands, and they'll say, you know, Amazon, apple, southwest airlines and in a few others. Yeah, Dude, rinded what you just offered. Their reminded me of this. You know, hear about that, the Luber of fill 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 in more 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 on it, that's great. What you want to be known for? The Ritz Car 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 wrote a term paper in high school when he was apprenticing at school, or they're teaching them about hospitality. It was called where ladies and Gentlemen Serving Ladies and gentlemen. He took it to the hotel when he started the hotel and this became their mantra, or their Creto, as they call it, and everything they do is about delivering on that promise, or ladies and Gentlemen Serving Ladies 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 on that promise. The brand is a promise delivered. Really good. Another direct quote in the last one in this in the set of questions, and then we'll move on to a new topic, but this one really spoke to me to get a kind of bridges that that divide of personal and professional and I think it's, for me, kind of the peak of a lot of these ideas. Finding someone you can count on in this life, in business or anywhere else, is a very big deal. Yeah, I said that, yes, which book now? I'm just kidding. I think it's out to be amazing or go home finding somebody. I mean it is a big deal when you can count on somebody once again. They've created the confidence, they've created the trust. You own that experience. So one of the books I wrote about a long time ago, about eleven or twelve years ago, which, by the way, is being released again in March, two thousand and twenty updated version. About fifty percent of it was changed, all the new stats and facts. We talked about the cult of the customer, which are really the cults, are phases. Customers go through these groups and the fourth of the fifth, they of the five phases, is ownership. When you can get somebody into ownership, that's when they can count on you, that's when they know it's going to happen. At that point you're just you're right at the beginning of creating that customer amazement. Now realize that as soon as there is a problem, you go back to square one and they're back in that first cult, which is a cult of uncertainty. However, when they learn that you stand up for what you do, that you'll stand behind your products, that you'll deliver on the promise that you make, that you'll call them back quickly, that you'll take care of their issues, that will immediately move 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, you know the word always, and even when there's a problem, I know I can always count on them. We need to train our customers to let us know when there's a problem so they can learn that they can always count on us. So important. I feel like you've probably seen this in all kinds of 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 going to pick up the phone or fill out the form or whatever. It's just it's just under that threshold, but it's annoying enough that I perceive it as a problem, and so it's going into that kind of that deficit in terms of my trust and confidence in you. Those problems that are just under the radar 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 article you years ago called the satisfied customer is a dangerous customer, not because you're going to come in with a gun and do something terrible to you in that form of danger, but the danger is they don't complain. So you think they're happy and then they just never come back because you did something that wasn't above average. You maybe did something that was a little bit annoying, maybe there's a little bit of friction that you could have eliminated, but unfortunately it didn't. They didn't complain, which is...

...why it's so important to talk to your customers and find out what did you like about it? And if you do get a survey back from somebody and let's say it's a one hundred twenty five or it's the net promoter score zero to ten, you know you might ask if they gave you the perfect score. Well, what did I do? To deserve that. I want to know. And is there one thing you can think of that would make it better? I would love to know that 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 easy for them to tell you like yeah, you know, here's where you screwed up and you don't want to say what would it take to get back to a 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 increase you can make, you know that would and that's when you'll find it the small things, the nuances, that will allow you to deliver an even better experience. I'm not going to say a perfect experience, but let me give you a quick example. The Wall Street Journal found this out. If you go to the Wall Street Journal Online, you're allowed to download a certain number of articles before they say okay, your limited is up for the month. If you want more, you have to subscribe and interestingly, they had a great little checkout system right there where you could subscribe. And what they found is, as they started to eliminate the fields of information they were asking for and 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. It went up as fraction of our percent. But it was trackable and traceable and they 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 do we even need their name? We just either email actor. I don't you know. I don't know if that's the case now, but can you strip it down to where they just need the bear essentials? Obviously you need the credit 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 be remiss 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 a little bit about the power of video and when you like to use, in particular, this kind of simple personal video that that just lets people know that you's right. Appreciate them. I mean the thing about the bomb bomb platform is oftentimes you. I mean I have a subscription where I can send hundreds at 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 you a 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 my notes for that speech. That's great and I think people like that. But you 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 just finished my speech, I'm on my way to the airport, I'm in the taxicab, I take out my mobile phone, I hold it up and I shoot a 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 enjoyed about the experience and let them know how much I appreciate them. And and it's so amazing to me how once in a while somebody like wow, they opened 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's making impact. Another great way, as I get off the telephone with the potential client and I simply I will always send them an email to restate my points, 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 of what 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 mind what 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 a different way of a it's a it's a video version of email, if you will. 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 of your most important and most valuable messages. And I'll just kind of go back to some of the things you offered there. You know that that little thought of I'm just leaving and I just really enjoyed myself. Thank you so much for 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 and kind of let it go and it's a missed opportunity of maybe, if I was 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 processes for yourself. But you know, it's just it's so light and easy and personal, faster than typing, and just leaves that impact it because you can't fake that time and attention when you take, you know, one minute in six seconds to recap the most important things on that, on that and that potential 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 them really excited. Like you can't fake that attention. It lets them know they were that that you listening, that you that you that you're processing. They shared in all of that. It's really good. So that, by the way, going back to your original first question. That is huge in the customer experience. That is an experience where they go wow, this guy gets it. So years ago and I still send out a preprogram questionnaire. I call 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 like who'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 be able to give you a better speech. Well, now I will ask you some of these questions in our first call and I now know what the client wants. One of the my favorite questions. I learned this from Dan Sullivan and, by the way, sometimes you know some of the quotes that you had one in particular where you said the brand is the promise delivered. I didn't make that one up. So many people have that one. I just included it as one of my favorite ones. But this is a question. That's one of my favorite questions from Dan Sullivan. I do know who came up with this and he says I call it the magic question. He calls it the Dan Selivan question. As if we were to get together a year from now, what would have to happen for you to feel that this was the 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 you to feel that doing business with us was the best decision you made? So two 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 happened a year from now or three years from now. Then when I make sure to capture that answer, and that is the most important thing that I could share back with the customer, because if I can incorporate what they've asked for from the standpoint of success criteria, that's how they define it, I'm going to nail exactly what they want. That's the most important question that I ask and that's that answer. It's so important that I let them know that I know what they're asking for. Yeah, it's a really powerful question and you talked 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 way in the door, then we can...

...communicate that internally so that no matter who 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 so important you set and that's why with the customer defines the success criteria from the very beginning. You know what you're working toward. You might also be able to do something with that answer that you that you mention. I think this is also in the amazing which is you can be honest with yourself and say and 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 go that 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 really good at and if somebody's going to ask you, I don't mind being pushed a little bit outside of my comfort zone, but don't ask me to do something that I don't do in unlass. I'm willing to make that part of a regular piece of what I do because I believe and always looking for strategic byproducts. I would never be where I am today with all the things that I talked about and do if I did if I wasn't open minded and willing to listen to what customers are saying and asking for. But if a customer says to me, Chap, we really would love for you to do a program on time management. You know, I really don't have a lot of experience on teaching that. I mean, I think I'm pretty good at doing it myself, but I don't think that's I'm your expert for that and I'm very quick to tell people I'm not the right guy and I will help you find the right guy. By the way, I have an advantage. I'm a member of the National Speakers Association. Was President of the association several years ago, so I know thousands of speakers that I could recommend if it's not the right fit and and the clients love it, the other speakers love it and and you know, everybody wins, so good. That speaks to where I always like to end these awesome conversations. I really value your time and your insight shop and they thank you for spending this time with me and for all 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 of the customer experience podcast, to think or mention someone had a positive impact on your life or career. And you've already mentioned a couple of companies, but maybe 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, the Convenience Revolution. I have big brands that we've all heard of. You know, you mentioned Uber and you know, making things convenient, disrupting and Amazon and Microsoft and Wall Street Journal, Leaven. There's a car dealership that, after twenty five years of doing business with this dealership that I used to go to, 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 to look at. And now we're nowhere near my home. We're like ten plus miles away, and I go okay, I'll go in there and of course the salesman says, what can I help you find today? And I I thought, 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 you want to drive a car, that's fine too. And I drove of that car and it was great and I came back and I jokingly said to him what's going to take for you to get me in this car today? And he thought about it. He goes, wait a minute, that's that's something like I should say to you. And I said, seriously, I'd love to buy the car from you, but you are too far away. If I have to drive here in the morning in traffic our to get my car serviced, it's like an hour plus round trip. They'm going to pick it up later on in the day. I can't. I mean it's just easier to keep doing business with WHO I've been doing business with, who, by the way, is walkable distance from my office. Wow, yeah, that's pretty easy. And this is what the guy says to me. He looks around, 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 wall and it's very nice, by the way. Coffee, TV, Internet, everything you 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 you and every time you need service, will bring you a loaner which, by the way, will be a brand new demonstrator for you to try out with the latest and greatest model is, and then we'll pick your car up and we'll bring it back when it's done. The only time you ever come in here is to buy another car, and I thought that is amazing. Yeah, and guess what happened? I said we'll write up the deal and he goes really, I go yeah, and, and I mean I'm I think I'm ready to buy the car. I just I didn't come here expecting to actually buy it today. But he goes, I'm going to write up the deal and here's the thing. I really believe we're competitively price. So take it and go check with the other dealership and if we're not, let us 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 lowest pride, but it was close enough. Did you think shot that, or did 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 were offering. And at first they said no, we really don't do that, but you know what, will do it, but it'll cost you an extra five hundred dollars. What. Okay, then they say, okay, don't worry about the five hundred hours, will do it as long as the car's under warranty. And I go well, well, what happens if I keep it longer than three or four years, which I do, and they say well then you know and I go, okay, never mind, and I left. But the price was close. I mean they were probably even a little less expensive. But then the new dealership didn't matter. I love these people and they do a great job. And guess what I'm now? I'm getting rid of by a third car from them. So that's not bad in a year time and like. So that's it. That is a disruptive process, right, like deliver its rupts the whole thing because it changes, it sets a whole new expectation. But you just said something there that is, to me, one of the best things you can hear. And we hear it, we hear it regularly. Like renews my my confidence and excitement about all 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 said I love these people. That is a big deal, like, and you just did it naturally. And here's the cool part. I don't really remember many of the people. I just remember my salesperson. So this is something I termed the awesome responsibility, where one person represents all of the people who work there, and he did a great job. This was the kind of dealership I want to do business with and, by the way, they've managed to meet my expectation of this level of service. They've been great to work with and, and here's the cool part. Some and by the way, you use the word disruption. You don't have to disrupt an industry, just disrupt your competition. That's what this dealership did. They found out something that they could do that others wouldn't, and it was delivery. And they send a guy out with the keys to the you know, the Loner car, to swap for my car. This is the ambassador. Okay, this is like they send some old guy out that's kind of retired and this is his job and he loves doing it because he gets to talk to people. This is like the Walmart greeter on steroids, you know, gets to interact with me, because that is the relationship that I have with this dealership, outside of paying the bill for when I have service, and then I'll eventually go in and meet with my advisor, my sales person again. But the point is 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 right guy out to take care of me and that's important. So there you want an example. I know we want a little along on it. I think it'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 new tools 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 and make the humans more equipped to serve people. Better than all that, this is just a straight process, YEP, of physical transaction, of I'm going to put a guy in a car, he's going to drive to where you are, you're going to exchange keys, he's going to drive your car back and 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 the dealership loves me. Yeah, it's good, and apparently it's mutual. Um. Now, thinker mentioned someone who's had a power. Yeah, somebody that's had a great, profound effect on me. And, by the way, so many people I could mention, but I'm going to mention the guy mentioned the most, and that is my mentor and who I refer to as my illegitimate father, Bud Dietrich, but it passed away a few years ago in his late s. But when I first started my business back in one thousand nine hundred and eighty three, pretty much right out of college, Bud said to me, so you're going to be a speaker. HMM, you know what 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 nothing but building relationships and getting people to want to hire you. That's what your job is now. That isn't writing the speech, that's not doing paperwork and 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'll probably get the business. So I summarize that by saying the job isn't doing a 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 know it's it's like, I mean, I could sell a car, but I can't sell a car unless I have a customer coming in to meet with me to buy that car. So once I start to build a relationship with the customer and get them to buy, once I want to make sure I treat them 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 mentor Budd trick. God Love Them. God rest in peace. I mean you may rest in peace. Unbelievable Guy, wonderful ship. This has been great. I already thank you for your time. You gave me even more here and also gave it to all the folks who are listening. If people want to follow up, they maybe want to to check out your website or check out on social pick up a couple books. How would you encourage people to connect with you? Sure, the easiest way is hikencom, hy K N, but you know, you can go on Amazon and put my name in. You can. You know, I'm on twitter, at hike, and Instagram, facebook. You can find me everywhere. A COOL HIKE IN HY K N, hikencom, hiken on twitter, chep. Thank you so much for your time. I hope you have a great rest of your day. Thank you, you too. Even thank you.

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