The Customer Experience Podcast
The Customer Experience Podcast

Episode 157 · 4 months ago

157. Why Repeat Customers May Not Be Loyal Customers w/ Shep Hyken


Repeat business is a goal everyone should aim for. But turning it into loyalty means creating an emotional connection between your customer and your brand.

Ask yourself this: What am I doing right now with this customer to make sure that they’ll come back to me and not my competitor next time?

In this episode of our Human-Centered Connection expert series, Steve Pacinelli and I interview Shep Hyken, Chief Amazement Officer and Customer Service Speaker at Shepard Presentations, LLC, about the drivers behind customer loyalty — as well as some loyalty killers.

Join us as we discuss:

  • Why customer service is a philosophy of mind
  • How to differentiate between repeat business and loyalty
  • What the common loyalty killers are
  • How to hire to avoid apathy
  • Ways to leverage presentation skills to define success

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I Love Repeat Business and you shouldtoo. Everybody should love it, and this is what you should go for, but turning into loyalty means or some emotional connection. The single most importantthing you can do today is to create and deliver a better experience for yourcustomers. Learn how sales, marketing and customer success experts create internal alignment,achieved desired outcomes and exceed customer expectations in a personal and human way. Thisis the customer experience podcast. Here's your host, Ethan Beute. Hey,this is ethan. Welcome back to the customer experience podcast. This summer we'redoing something fun. We are hosting a special set of guests and I'm doingit with a cohost, Steve Passing Eli, longtime friend team member CMOA bombomb,coauthor of Rehumanize Your Business, a book that we wrote together, andcoauthors on a forthcoming book human centered communication, and we're interviewing the expert friends thatwe brought into that project. So, Steve, who were we talking withtoday? Today we are talking with sheep Hiken, and he's a returningvisitor to the customer experience podcast. The last episode was packed full of greatcontent and if you don't know who sheep is. Well, you probably doknow who sheep is. He's written. Is it eleven books now, Chep, eleven, weel eight, plus a reboot which, if you want tocount that one, it's nine. But I've got at least eleven articles amonth for the last I don't know how many years, wow, which,which brings you to New York Times best selling author, USA Today Best SellingAuthor, Wall Street Journal best selling you know a lot of people say theyare best selling author and it doesn't come with New York Times or Wall StreetJournal or USA Today, with thanks Amazon. Yeah, yeah, Hey, andby the way, nothing wrong with being an Amazon best selling all that. Once you are, you are, and that means there had to bea lot of books sold that day for you or that week for you tobe able to make that list and that and that's why we have you onthe show, because you're raising our egos up, because we are best sellingauthors. Thank you, Chev we appreciate that. I am pretty proud offor a fleeting moment I had a book come out back in well, it'sthe one that hit the New York Times list. No, actually, strikethat, it the first one that hit the Wall Street journalist. was calledthe cult of the customer and for a fleeting moment it was the number onebook of all books sold on Amazon. That is all books, not justbusiness books, all books. That's a pretty but it was just for amoment in time. Right, that's awesome. The screenshot. That's all that mats. That does matter, and something tells me that you might be back. See what I did there? Well, that's right, let me the newbook. I'll be back. How do you your customers to come backagain and again? That's right, so it's even. Why don't you kickus off with the first question? Yeah, so Chep for folks and just afinal button. Their customer service expert, customer experience expert. He has beenteaching this, he's been writing about it, he's been speaking about itfor decades. So CHEP. I'm especially excited to hear the difference, perhaps, or the similarity between your answers to this question. You did it thefirst time you were here, where we talked a lot about be amazing orgo home. CHEP. When I say customer experience, what does that meanto you? Sure great question, because people often confuse customer service with customerexperience. Service is in experience, and experience is just much larger than customerservice. So Customer Services the interactions you have with people. By the way, customer service is not an apartment, it's a philosophy, in my mind, that be that's become embraced by everybody and organization. But when you havetrouble, you call somebody and what you call customer service. How about wejust say we'll call customer support? Or... about a better name for themis customer retention, because if they do a great job, you're going tolove them and want to come back because of the great job they do.But Anyway, I digress. Experience is all interactions you have with the company, and that's the people in the company, the website, the experience you havereceiving the product, opening and opening a product, the you know,if you go to a grocery store, just getting into the store, howit looks, pushing a cart around. It's a card to have a squeakywheel, or is it? You know, all of these are part of theexperience. When you go and receive something really cool like an iphone andyou open the box, that's an experience right, but mixed into that experienceor a bunch of interactions that you have with the people of the company,and even if you're dealing on a website, and that website, that digital experience, is is taking place of an actual person saying can I help you? Can I help you find your items? Can I now check you out andget you to pay me for it? So all of that, to meis part of this service to the company offers. So years ago thereis an organization and the Malcolm Bald Ridge Award for excellence, and was reallyfascinating these companies. By the way, this was like the new today's versionwould be jd power type of wards. But back then all these companies anddifferent categories signed up, big, small and they all answer the same questions. An extensive question there that took days to complete. The about sixty someod percent of those questions was based on the experience related people to people.The rest of it was quality of the product than everything else. So Iget querience experience is much bigger, but service is such a big part ofthat. Yeah, quick follow up there and then we're going to dive intoI'll be back. Do you see customer experience? Can I know you consaltcompanies, large and small, fortune one hundred, you know, and trueSMB's and everything in between. In your observation or experience or recommendation or preference, do you like customer experience to be similar to customer service and that it'sa philosophy or an ethos or a cultural quality, or do you like seeingahead of a small team and that leade? You liked seeing it organizationally titled instructured? Right? So the the first I want everybody to think of thisas a culture. I want everybody to understand how they fit into either theservice experience that customers have or the actual experience. And give you an example. Somebody in the warehouse who never sees a customer may pack a product andwhen the customer Sives it, they open the box and it's like, youknow, paper laying there. Wasn't packed well, the products obviously bounced aroundall the way to their doorstep and it's broken. Okay, well, that'sa pretty bad experience and it's due to the warehouse employ not taking the timeto do it right. Hence their lack of effort created a bad experience,which then turns into a service experience when the customer has to call complain andget it rectified. And, by the way, anything that creates friction,and you know I'm big into talking about eliminating friction and trading convenient experiences,means you should do everything you can to avoid the customer having this is aI wrote a book called I'll be back, and then at the same time I'mgoing to get ready to tell you you don't want the customer to comeback, provided the reason they're coming back is for a problem. Okay,right, you want them to come back because they love doing business with you, not because you're trying to fix a problem. But nobody's perfect and thereare going to be problems. And what you want your your customers to sayis it even when there's a problem, I know they can count on me. That's why I always love doing business with them, because I can counton them. That's important to have that confidence. So everybody behind the sceneswho may have no interaction at all with...

...a customer is either supporting an internalcustomer, and that is also part of customer service, or they're doing somethinginternally that's going to impact the experience, which is all part of the experience. Nobody is left out of this equation. I can go into the company,the biggest company in the world, and I can break down the differentjourneys that customers have and at some point every single department will touch the customerin some way, either through experience or service. Even the engineer that's designingthe rubber o ring for the whatever piece of machinery. They know if theydon't make it right, the customers call them back with a problem. So, assuming you know, a couple weeks before we launch human centered communication,I'll be back. How to get customers to come back again and again isgoing to be launched several weeks prior, I'm assuming. Obviously CX plays amajor role, customer centricity, I would guess, employee Centricity, as wellas just overall human centricity. What was the spark that made you want towrite this book? You have so many books out already. What was thespark for this one? When I write a new book it's because I feelI have enough material to do it, and that comes through the ongoing writingof all the articles I write. I write for Forbes every week. Iwrite my own new, you know, column every week that I send outto my news letter list. So I was posted on the bog. Iread a few other articles throughout the week and at a certain point in timeago. Well, I've written a lot of new material that I haven't everpublished before in Book Format. So that's one way it starts. But Ialso thought, especially as I was playing in the pandemic world, where Ihad a little bit of time to really understand what customers were experiencing, it'stime to really write a book about getting customers to come back, because rightnow there's a lot of companies that are working to getting their customers to comeback to the way business was as usual. So there's not really much reference inthe book to the pandemic, but it any time that there is adownturn, whether it be a pandemic, whether it be economic, like herein the US. Two Thousand and eight and nine we had the recession,two thousand and one we had eleven. These downturns were opportunities to win customersforever if you did it right. But the whole concept of I'll be back, I just don't know where it came to me. Like one night Iwoke up and said that's the title of the book. How to get customersto come back again and again. Then I start writing it and I startrealizing there was a very famous actor and a very famous movie that use thisline I'll be back. Now the book really didn't have anything to do withit up until that moment when the spark went off. I go I'm writinga lot about terminating. You know, why would a customer terminate the relationshipwith you? So, by the way, for those that having figured it out, I'll be back. Arnold Schwarzenegger, the Terminator, who use the LineI'll be back in a number of movies. The first one in theterminator when he said to the police officer sitting behind the desk I'll be back, came back and blew up the whole police station. And then the nextmovie he was the good good guy fighting the bad guy and he said,I didn't remember who he said to I'll be back, but he used it. And I think eight movies, about sixteen, Fifteen or sixteen times,different meetings, somewhere funny, somewhere, you know, serious, to createthat tension and and it was. It was great. So that's where itcame from, you know, from the idea. That's where I started tothink of. How about the Arnie? Let's give everybody who does a greatjob and Arnie. It's like the award, and I named it after the manhimself, Arnold Schwarzenegger, and whether he knows it or not, butif you do a great job, you get customers come back, you getthe Arny. And again didn't start out to be a book that tied intothat, but sure enough, I mean even as you if you look atthe fonts on the cover, that is actually a font that you can getand it's called the I'll be back, and it's called the Terminator Front,Terminator Front, and that's what it is. It looks very similar to what wasin the movie back and I guess then I s anyway, that's theimpetus of that, the spark that's started... all nice. Now I don'tknow if Arnold Schwartzeneger listens to this podcast. If he does, or if youdo, no matter who you are, email me Ethan at Bombombcom or hitme up on Linkedin. Ethan be let me know how you like theshow and if you are Arnold Schwarzenegger, let me know so I can sharethat with Cheph. I could so obviously we're talking about loyalty and I wouldlove for you just to do a pass on the core components of loyalty andmaybe a tip associated with a couple of them. Obviously, loyalty is emotionalin nature. I think people can tend to forget that when they're getting intothe mechanics of what we're going to do and how we're going to deliver,etcetera, etc. You've already referenced it once in in this podcast already,but I think a lot of the emotional component is probably delivered in human tohuman interactions. Perhaps it is the biggest influence, but we can also emotionallyaffect customers other ways. Breakdown Loyalty, talk about the key components and maybegive a tip around them, if you can sure. First let's start withthe big tip, and it's the breakdown, and that is customer loyalty is notabout a lifetime people think it is. People the loyalty means are with USforever or they've been with US forever. If you want to break it down, let's break it down in smaller parts. How about this? Let'stalk about this time. What am I doing? This is the question toask yourself. What am I doing right now with this customer to make surethat the next time they're going to come back to me instead of the competitor? And that's it. Your focus on this time. And you could bein any situation, especially if you're in a contentious situation. Ask Yourself,boy, am I handling this in such a way that's going to get thecustomer to come back? If you're just in the process of selling somebody,am I doing it with such grace and appreciation that the customer is going tosay, I love doing business with this person, I can't wait to comeback. Focus on the next time every time. So that's how I breakdown loyalty. Now let's talk about loyalty as a concept, because this isreally important. We talked about this in the book a great length. Thereis a difference between repeat business and loyal business, or repeat customers and loyalcustomers. What's the difference? Well, it's sometimes subtle, because you thinkyou have loyal business when you see customers coming back again and again and again, but what you actually have is repeat business. Now, no doubt Ilove repeat business and you should too. Everybody should love it, and thisis what you should go for, but turning in into loyalty means or someemotional connection. And it could be that customer saying I love that person whoalways takes care of me. I love doing business with them, and Imentioned this before, because they always take care of me when there's a problem. You know, even when there's a problem, I know I can counton them. But if you look at repeat business, what are the reasonscustomers come back beyond the emotional connection? And this is also good because alot of people create these loyalty programs that are really marketing programs. Get customerscome back. Like if I give you a punch card, I own arestaurant. Give you a punch card. Punch this every time you come in. The sixth meis free. You know that kind of thing. Well,I'm giving you an incentive to come back that's tied to me doing something verynice. You know, you and I are friends. If I've got tosay hey, if we go together, if you know I want to goto dinner with you next Tuesday night and I promise I'll buy, will thatget you go out with me? What does that mean? You're really myfriend? If I didn't offer to buy would you still go with me?I think you'll. Hopefully you guys would. But but that's kind of like makingit to that more personal level. So keep that in mind. Loyaltyprograms are marketing programs, frequent fire you know, programs where you get pointsand perks like free upgrades. If they took away that, if all ofthe airlines took away all of those perks, which airline would you still want tofly on over all the others? Okay, so that's difference. No, no problem with that. By the way, understand that a reason somebodymight go to your store instead of a different one might be because you're closerto their home. But if somebody moved in closer than you, would youlose that business. So I'm just giving you some examples of why you shouldstart thinking about your repeat customers and understand...

...why they're coming back, versus justthinking that they're loyal. Loyalty is created to an emotional connection at some level. Yeah, really good. And in the first portion of your response arejust want to reiterate for listeners your essentially hip calling for being present, whichI think is so important. It's key, by the way, to to beinghuman centered in your approach to communication. We had presence, being present toactively listening, actively engaging, coming with intent was also part of yourresponse, like what am I doing in this moment? What am I doingwith this person? What am I doing in this interaction? So, soimportant. I think if more of US got out of default mode and weremore intentional, more focused on the other person and and operated present in themoment, that that customer service and customer experience across the portable be much,much higher. Yeah, that and I think I love the way you setthat. I'm actually going to listen to that, I'm going to transcribe it, I'm going to put it into my own words, and that's the bestexample of how this thing works. This is why I love talking to you, Ethan. Good by the way, Steve and Ethan, or brilliant.If you haven't figured this out, we think that's really kind. Give ussome don't edit that. Give us some loyalty killers. What are some bigmistakes? Oh yeah, so actually, in one of my books a whileback, I came up with the idea of the loyalty killer, like youknow, things that you say that aggravate the customer, and it started outwith just phrases like we can't do it, it's our policy. Well, mypolicy is to not do business with people that say it's our policy.You know, I remember walking into a bank and I need something notarized andthey said, Oh, we're really sorry, but that person went on vacation won'tbe back for a week and a half. It's like really, thisis why I do business with you. You can't help me. But here'sthe concept. This is where the chapter, and I'm looking at its Chapter Rfourteen, titled Your terminated. They used to be your customer, butnow ten likely reasons, and I'll just give you a few of them.This is the likely reasons your customer would terminate you, and the number onereason is apathy. You know, you just, you know, didn't careabout the customer and they felt it. And number two is rudeness. Now, I just did my two thousand and twenty one achieving customer amazement study wherewe surveyed over a thousand consumers and we ask them the top reasons why theywouldn't want to come back and do business with somebody, and guess what numberone was? Rudeness. Are Actually apathy first, then rudeness and then itcame to knowledgeable people not being able to help. And there were other things, other areas, like I couldn't find how to connect with customer service whenI needed them, or couldn't connect with the company. But number one apathy, number two, rudeness. Number three, contact information not easily available. Numberfour, couldn't connect with Oh, this is a good one. Couldn'tconnect with the channel that they wanted to communicate with you on. Now,and today's world, people don't just pick up the phone and call. Theycan call, they can email, they can text, they can go toan APP, they can go on any what of a half a dozen socialmedia channels and how many other ways they have to connect with you wherever yourcustomers truly are. That's where you need to be now. I'm not sayingyou need to connect on every single channel that's out there, but there needto be the options that are available to the majority of customers that you're lookingfor an understand and I'm looking for the stat as I speak, there isa great chart that shows what the workforce looks like today and what's going tolook like ten years from now. And if you're not focused on millennials andGen Z, you are missing the majority of your buying customers and unless yousell retirement homes, then you're looking at boomers right now. If apathy isnumber one, what's the main driver of apathy? What are the mistakes thatcompanies are making that are making employees apathetic?...

Great Question. So the short answerto that is the right hiring. Next would be hiring with the righttraining and on onboarding and training that gets them to where they need to be. Because here's the thing. I can hire the most technically skilled people inthe world, but if I don't have the right personality to my company,then I'm going to be missing an opportunity with my customer as well as erodingthe culture inside my organization. Also throw one other piece out there that youmight not even be able to blame it on employees if the leadership hasn't clearlydefined what that service experience is supposed to be. I call it the Icall them Mantras, their short, one sentence or less phrases that really trulycrystal clear define what you want customers to experience. And, by the way, it could be part of your vision and mission statement, but it shouldn't. It usually isn't the vision a mission statement? It's off often time separate. Example, Ritz Carlton, nine words Long. We're ladies and Gentlemen,Serving Ladies and gentlemen. You come to work, you learn that right awayand they train you to it. And, by the way, you could bethe nicest person in the world, hospitality minded and be able to dowhatever it is you're supposed to do, work behind the desk, make change, check people in and out, be a housekeeper, Maine whatever. Butif you haven't been taught really what that vision is, you can't be focusedon it. So that's a great example. And when you come to work therethey start training you. There's twenty four gold standards and then there's anumber of other initiatives behind it that I would call the nonnegotiables that make thatmantra come to life. So that's another problem. I interviewed for one ofmy books. At the time he was the worldwide senior vice president of customerexperience for American Express and they have call centers, support centers all over theworld. Interestingly, part of his compensation was based on the success of thosefrontliners. Part of the compensation of managers and supervisors are based on their peopledoing a good job. So they're going to do everything they can to getthe right people in their trained them properly and make sure it happens. Now, the reason I bring this up is because, and asking him about howyou get the right people, this is what and by the way, nameis Jim Bush. This is what he told me. He said, Chep, if you give me a choice of hiring somebody that's had ten years ofSupport Center experience, they know how to, you know, manage all the computerscreens and move from one program to the next and flip from one screento the next, that's great. But if the other person has not hadany of that experience yet, they worked in a hotel for the last fiveyears, maybe at the front desk, maybe the banquet server, whatever,I'm going to take the person with the hospitality mentality because I can train themto the skills. Now that's around about saying way of saying hire the attitude, train the skill, which is something we've heard of, but this iswhere it really the rubber hits the road and it comes to life. Therewas a medical system, a group of hospitals, and they had a nursingshortage and actually there were enough nurses for them to hire, but not enoughnurses with the right personality for them to hire, and they were willing toshut down a small portion of their hospital because they couldn't fill the hospital withthe right personality. Now that's putting your money where your mouth is. Theywere afraid that if the wrong personality was there treated the customer, who wasthe patient and their family members the wrong way, they were going to erodeeverything that brand was working to achieve. Such a powerful example of internal cultureemployee experience. You talked quite a bit about training. Training is it's notirrelevant, but it mat it like it's not going to make as big asimpact if we as we would like, if we don't get the right peoplein the door. Kind of goes back to where we were on intent.Like what is your mindset going into these transactions or these instances? Are thesemoments? Is it one of hospitality where I want you to feel welcome andcomfortable incompetent? You know the souch,... much good stuff there. Sothis is a little bit of a transition, and I'll ask it one way,stevel ask it another, but to this training concept. I mean atsome level, through your consulting, through your speaking, through your workshops,through your teaching, through your entertaining. By the way, if you havenot seen a chephiken presentation, it will move you in some ways, includingputting a smile on your face. And ultimately it's about transforming people at somelevel, and so I was wondering if you could share a couple of insights, because you're expert at this. What do you focusing on as you're puttingtogether or even delivering a message in order to connect with, engage in transformsomebody to hopefully make a difference in their lives or their work or their attitude? Like we're a couple key ideas that that you've picked up over the years? Wow, thank you for asking because it kind of talks to my processand the way I think before I ever walk on stage. One of thequestions I asked my clients, and this is what I call the magic question, and I'll tell you why, because it really puts them into the futureand makes them think, what would it take for this to be considered asuccess? And that's almost the exact phraseology. I simply ask if we were toget together a year from now, what would have to happen for youto feel that this was a successful program it could be the speech that I'mdoing, it could be our training programs at summer. Our trainers deliver,but they will define success for me. This, by the way, it'snot an easy question. I may not even get the answer at that moment, but I may ask them to come back and give it to me becauseif we were to move forward, I have to know what that looks likein order to achieve the end goal, which is success. Right. Sothat's a big question. The other questions are, if you could just choosethree things you absolutely want this audience to remember, and this also helps tofind the success criteria. What would that be? And they'll be very specific. Once in a while, I get somebody to just writes down quick answers. By the way, we start with a preprogram questionnaire. If it's notwritten, I will get on the phone, just like or zoom call or whateverit is, just like we're doing here, and will look at eachother or talk to each other about what that criteria is. I have tohave that answer because that's how I'm going to design the speech. I knowit could go into a very generic speech and you know what, even ifI did something generic, it's probably pretty good, but why not make itexactly what that client wants? So is that the question you're asking? Youknow, because I want to make sure I give the audience what they need. By the way, as a speaker, I recognize I want to get thelaughter, I want the applause. I'd love a standing ovation if theaudience would give it to me. But getting the standing ovation doesn't mean Imade my client happy. What makes my client happy is when the information thatthey want me to impart, that's tied to my expertise, is delivered insuch a way that's going to give people to act and eventually they do.How do you make sure the learning? So you take a company like likebomb Um, and we have tens of thousands of customers and we are tryingto make our customers change their habits and change what they do on a daytodaybasis. How do you make the make sure of the learning is actually stickingwith them, our customers, and it creates real change, you know,for them? So one of the things that you do so well is customersuccess. And let me share with those that might not be familiar with theterm. Essentially, customer success is what you're doing to get your customer tobe successful with your product and want to use your product and want to youknow, on your case, your subscription model where people pay month to month, when to keep subscribing to your product. For a mini companies, it's justwhat am I doing to make sure they come back? And you're doingthat. You're a video company. You're doing it through video and Steve,I know how many times have it, well, you and Ethan, bothof you. How many times I've seen you and your colleagues in my inboxtelling me this week we're going to teach you to do this, you know, and and you're doing it through video,...

...through content programs, webinars, ifyou will. Why I hit that three syllable word. Webon are bythe third syllable. I'm almost sleeping. It's so much better than that.Okay, so, but that's part of what good companies are doing, isthey're creating a program so that once the customer buys, they are taught howto best use the product and be success us with the product or service.It may be as simple if I let you sale. I sell clothes ina store. I mean. What can I do to make sure they're successful? You know well, you can afterwards, send a thank you with a shortvideo with tips on how to care for your clothes. You know,don't put it in the dryer. It's going to fall apart. You knewthat when you bought it. I'm reminding you again now. Is that amoment of Mat what can I put you? Just describe when you could be amoment of misery if not, manage well, but it's a moment ofmagic when you remind them about something good. You know, engage with the community, and you do that so well. So engagement doesn't mean I'm going tosend you messages that are all about marketing. You guys can answer thismore than I can. I get the feeling that probably eighty to ninety percentof what you send me is not about selling me. It's about making mebetter with what you do. Is that an accurate statement or is it evenmaybe even closer to a hundred percent? Yeah, for you, for sure. We want to be helping and and not selling. And helping is helpingyou accomplish your goals and what you need to do. But when you're sendingall these messages to me. I've already bought, I don't need to buy. I mean what are you going to upgrade me to it? I mean, I don't need a second subscription just for me. But you're trying tomake me more successful. You want me to use your product, you wantme to love your product, you want me to be so connected to thatproduct that you'd have to pride away from me on my deathbed. Yes,it, no, I just want to observe. I mean guidance is oneof our you know, it's not a stated core value of ours, butinternally with Steve and me and the rest of the team that that Steve Leadsfor the organization, I mean there's this guidance piece of being, of serviceand values really really important to us and ultimately what we're trying to do toyou know, beyond selling, is make this normal. Like I want tostop teaching people the video use cases because they're observed all the time because,you know, a quarter of the emails that they're getting have videos in themor a third of the linkedin messages that they get have videos in them becauseit's an appropriate medium for that message in the experience they're trying to create,like we want to normalize this practice. As a consequence, will probably sellsome accounts, but we think business and life cannon should be a lot morepersonal and human, even when we're restricted to these digital channels. And so, yeah, we're trying to give you new ideas all the time. Yeah, so let me respond to that comment with a concept that I even talkabout, with my concept of convenience. About two and a half years orso ago I wrote a book titled The Convenience Revolution. By the way,there's a chapter on convenience and no friction in the new book which references someof that but makes the point we're trying to eliminate that when something like videocame out and bom bomb video. When I first subscribe, which was atleast six seven years ago, I was I think I came in and yourfirst year of business us maybe somewhere close to that. Maybe not, butI've been around a while. I lose track. Last year it's like Ilost track of a whole year. It's like it didn't even it seemed tovanish. But Anyway, I digress. Your concept of video emails was whatI would consider a breakthrough thought process. There were some other competitors out there, but it was breakthrough thinking to create a product that's so easily sent emailwithout bogging down the system and having huge files to open on the other end. So that was breakthrough thinking. Then... became a trend, right,would you say? You know, people are starting to trend up and nowI think this is where you want to go with it. It isn't happeningnow, but I think this is where you ultimately want to be. It'san expectation. Once it becomes an expectation, it becomes table stakes. It meansyour education for your customer isn't about selling them bom bomb video. It'sabout now using bomb bomb to be even better than what others are doing.So let's talk about convenience as an example. Prior to the pandemic, if Iwanted to order food to be delivered, there are plenty of restaurants around myarea that were happy to deliver that food for me at no charge.Okay, then guess what happened? Pandemic hit and everybody is starting to tryto create this level of convenience. Will deliver your groceries? where? Acar dealership will bring the car to you to test dribe. You don't evenhave to come to the dealership. I sell clothes. Come on law orgo online, take a picture of a few things you like. We knowyour size. Could you've been in before. Will bring it to you. Youknow. So delivery all of a sudden becomes a really big thing.But guess what comes with delivery? Now that it's kind of expected, peopleare willing to since it's no longer something to separate you. Let's charge forit, because everybody's doing it and everybody's going to charge for it. Becomesa premium service. So that's when, you know, the trend became anexpectation, when people were willing to pay for this. Now, guess what? A year ago, when we did our a see a report, weask the question would you be willing to pay? What would you be willingto pay more for, etc. Etc. And we got the basic stats atsixty three percent of customers are willing to pay more for great service.At the service includes convenience, it's sixty nine percent. If it includes delivery, they'd be willing to pay ninety percent. Wow, before that they were gettingit for free, but now it's part of the equation. But guesswhat. It's also expected that you're going to provide it, even if youare going to charge for it anyway. That's the key. It's breakthrough trendexpectation. Any follow questions for Rewind US down? No. So we're extremelygrateful and happy that you're a part of the next book that we have here. Sep Is there anyone or any particular topics for Human Center Communication? Andactually, let's do let's do it for both books. Let's do it forI'll be back. What topic are you most excited for people to read about? And I'll be back. And then for Human Center communication. You knowyou didn't get to read all the other chapters from the other guests. Iread a lot of good I read quite a bit. Which one, whichone out of the other chapters are you really excited for people to get ahold of too, for both? Wow, tied from the chapter that I wasinvolved there. You know, one of the things that really inspired me, and this is one of the reasons why video is a standout technology,if you will, is your first chapter. You know, digital pollution, we'regetting emails, bombarded with messages. What makes somebody stand out? Thatpersonal message? That just makes it real clear. Hey, I'm a realperson doing business with you and I'm going to treat you like we're doing businesshuman to human. By the way, you may say I do business withthe XYZ company. You're really doing business with the people in the XYZ company. So I really love that and that's where that human centered communication and allthat falls into it. You know, Gosh, where do I start here? I mean there's the year of video. I think we're in the decade ofvideo, not just the year of video. I think that in thelate teens of this century we were starting to ramp up and I think weare hitting really a point where you're still in the early stage compared to whereit's going to be, but I love that we're here in the year,or maybe now this decade of video. Awesome. Thank you so much.I'm glad you got to up through it. Will get one of those advanced readercopies to you soon as we get...

...those in our hands. For folkswho are listening, the year of video is the title of Chapter Thirteen,I believe, with Dan tire of hub spot. His conversation with Steve andme is already available here on the customer experience podcast. Lauren Bailey of factoryeight and Girls Club, Matthew Sweezy of sales force, a mutual friend ofour, CHEP. Our conversation with Matthew is already released, coming soon tothe customer experience podcast video and sales experts Morgan J Ingram Mario Martinez Junior JulieHanson. It's go really cool series that we're doing. Thank you so muchfor being part of it, Chep. Before we let you go, Steve'sgot a couple questions that I asked you last time you were with us onthe experience podcast. We'll see how the answers change. Thank I mentioned someonethat has had a positive impact on your life or career. Wow, there'sso many people. One of my mentors was bud dietrich. Is that whoI talked about before? Yes, and I had to look at my yeah, I looked him up and what a what a cool story. I'm yeah, BUDD IS A. He's passed away. would be about a hundred about now. He, when I first started my business, said to me,Chep, you can spend all day writing your speech and practicing your speech,but you can do that nights and weekends if you would spend forty hours aweek at marketing and selling yourself and save the rest of that, you know, work for you know, time when you can't talk to people, you'llbe successful. What he was saying is the job isn't doing the speech,it's getting the speech. And so many times people that we create created thisgreat product. People would want to buy it, but the job isn't justto have the product, it's to sell the product right. And boy,you know, the bombomb video and I hear I am going to give youa little plug. The bombomb video program is a great resource of I'Da hadbomb bomb back in the s when I started. Heck, there wasn't evenInternet back in the s. But boy, you know, have we come along way. You know, we would have been so much further aheadof the game. And part two of this question and give a head nodor some accolades to a company that is just smashing it with customer experience,something that you had a great experience with, perhaps recently, where you're like theyare doing it right. Maybe I would add them into a book someday. Wow, well, I probably already have added them into a book. I don't know if I gave you this answer before, but you knowI'm big fans. I've already mentioned the rich Carlton. Amazon is an amazingcompany at a number of different levels. Some people are you know, they'rebig and now they're kind of rebellious toward you know, some people are rebellioustoward them just because they've been that's successful and they are truly disruptors. Buttake a look at why and how they disrupted. Ace hardware another great onethat learned to deal with the disruptors. I was at once asked by aclient, would you help us find a executive, a CEO at a companythat's disrupted their industry? I said I think it would be more interesting tofind the CEO of the company that experience disruption and overcame it, which iswhat ace hardware has done. So those are some companies that I admire andif you want all the reasons, I can start going and listening them all. But awesome. Yeah, is that the answer? Good? Absolutely.Yeah. It also reminds me, like your take on ace hardware there remindsme a little bit about best buy, who, you know, could havegone the way of circuit city but found a way to like to compete againsta lot of disruption. So this has been fantastic. Chep, thank youso much. Thank you again for spending time with us. I think wespent over ninety minutes together talking in advance of writing the chapter that you're featuredin human center communication. Thanks for breaking down a little bit of I'll beback with us here in this conversation. For folks who enjoyed this and theywant to follow up, you obviously want to send him to Hikencom, you'vealready mentioned. I'll be back book DOCOM, back book or it'll be back bookcom, you know, because there's apostrophy. Is there any place else you'd sendpeople to follow up, connect, learn more, etc. Sure,I mean, by the way, when...'re there, please, I promiseyou no spam. You're going to get a great article if you sign upfrom a newsletter. If you go to my youtube video channel, it's CHEPTVCOM CHEP TV. I also have a TV show called be amazing or gohome. That's on Amazon prime and Apple TV and Roku, etc. Etc. And you can go there or be amazing dot TV will get you someof the episodes. We've made them available on on our website. So beamazing. Dot TV awesome. I will round those links up. If youdid not write those down a there's a thirty two or sixty two back button. You can use that, or you can also always visit bombombcom slash podcast. Video highlights, short write ups, links to the some of the thingswe talked about and, of course, full embedded audio that's searchable to that'sat bombombcom slash podcast. Yep, I can. Thank you so much.Great to be your man. Thank you, guys. You guys are, asI like to say, amazing. So are you. Clear Communication,human connection, higher conversion. These are just some of the benefits of addingvideo to the messages you're sending every day. It's easy to do with just alittle guidance. So pick up the official book. Rehumanize Your Business.How personal videos accelerate sales and improve customer experience. Learn more in order todayat Bombombcom Book. That's bomb bombcom book. Thanks for listening to the customer experiencepodcast. Remember, the single most important thing you can do today isto create and deliver a better experience for your customers. Continue Learning the lateststrategies and tactics by subscribing right now in your favorite podcast player or visit Bombombcompodcast.

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