The Customer Experience Podcast
The Customer Experience Podcast

Episode 157 · 2 months ago

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

ABOUT THIS EPISODE

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

Subscribe, listen, and rate/review the Customer Experience Podcast on Apple Podcasts, Spotify, Google Play or Google Podcasts, and find more episodes on our blog.

Listening on a desktop & can’t see the links? Just search for the Customer Experience Podcast in your favorite podcast player.

I love repeat business and you shouldto everybody should love it, and this is what you should go for, but turninginto loyalty means there's some emotional connection. The single most important thing you cando today is to create and deliver a better experience for your customers,learn how sales marketing and customer success experts create internalalignment, achieve desired outcomes and exceed customer expectations in apersonal and human way. This is the customer experience podcast. Here'syour host, Ethan, Beaute, Hey! This is Ethan. Welcome back to the customerexperience podcast this summer, we're doing something fun. We are hosting aspecial set of guests and I'm doing it with a CO host, Steve Pasinelli,longtime friend team member CMON BOMB CO, author of Rehumanize, Your Business,a book that we rode together and Co authors on a forthcoming book, HumanCentered Communication and were interviewing the expert friends that webrought into that project so Steve. Who are we talking with today? Today wewere talking with Shep Hikin and he's a returning visitor to the customerexperience podcast. The last episode was packed full of great content and,if you don't know who Shep is well, you probably do know who Shep is he'swritten? Is it eleven books now ship, Eleven O, eight plus a reboot which, ifyou want to count that when it's nine but I've got at least eleven articles amonth for the last? I don't know how many years wow with which brings you toNew York Times best selling author USA. Today Best Selling Author Wall StreetJournal Best Selling. You know a lot of people say they're best selling, authorand and it doesn't come with New York Times a Wall Street Journal or R USA.Today, with ink Amazon, yeah, yeah, Hey and by the way, nothing wrong withbeing an Amazon best selling Altho. Once you are, you are, and that meansthere had to be a lot of books sold that day for you or that week for youto be able to make that list, and that and that's why we have you on the show,because you're raising our egos up, because we are Ami best sente authors.Thank you SHEP. We appreciate that am prey pretty proud of for a fleetingmoment. I had a book come out back in well, it's the one that hit the NewYork Times list, no, actually strike that I, the first one that hit the WallStreet Journal list was called the cult of the customer and for a fleetingmoment it was the number one book of all books sold on Amazon, that is ofall books, not just business books, all books, that's a pretty cool, but it wasjust for a moment in time. Right. That's awesome! A A screen shop! That'sall that matters that does matter, and something tells me that you might beback, Oh see what I did there, that the new book I'll be back, how to getyour customers to come back again and again, that's right! So so Ethan! Whydon't you kick us off with the first question, yeah, so Shep for folks, justa final button, there customer service expert customer experience expert. Hehas been teaching. This he's been writing about. It he's been speakingabout it for decades, so Shep, I'm especially excited to hear thedifference, perhaps or the similarity between your answers to this question.You did it the first time you were here were we talked a lot about be amazingor go home ship when I say customer experience. What does that mean to yousure great question, because people often confuse customer service withcustomer experience service is in experience and experience is just muchlarger than customer service, so customer services, the interactions youhave with people by the way customer service is not a department. It's aphilosophy in my mind that be this become embraced by everybody, anorganization. But when you have trouble, you call somebody in what you callcustomer service. How about we just say...

...we'll call customer support or howabout a better name for them is customer retention, because if they doa great job, you're going to love them and want to come back because of thegreat job they do. But Anyway, I digress. Experience is all interactionsyou have with the company and that's the people in the company, the website,the experience you have receiving 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 as a card have a squeaky wheel or is it youknow? All of these are part of the experience when you go and receivesomething really cool like an iphone and you open the box. That's anexperience right, but mixed into that experience or a bunch of interactionsthat you have with the people of the company and even if you're, dealing ona website and that website that digital experience is is taking place of anactual person saying. Can I help you can help you find your items t? Can Inow check you out and get you to pay me for it. So all of that to me is part ofthe service to the company offers so years ago. There is an organization andand the Malcolm, Bald Ridge Award for excellence and was really fascinating.His companies, by the way this was like the new today's version- would be jdpower type of wards. But back then all these companies in different categoriessigned up big small and they all answered the same questions. Anextensive questionaire that took days to complete the about sixty some hidpercent of those questions was based on the experience related people to peoplethe rest of it was quality of the product than everything else. So on get experience, experience ismuch bigger, but service is such a big part of that yeah quick, follow upthere and then we're going to dive into all be back. Do you see customerexperience, because I know you consult companies large and small fortune, onehundred you know and and true SMS and everything in between in yourobservation or experience or recommendation or preference? Do youlike customer experience to be similar to customer service and that it's aphilosophy or an ethos or a cultural quality? Or do you like seeing a headof a small team and that led you like to seeing an organizational titled andstructured right? So the the first? I want everybody to think of. This is aculture. I want everybody to understand how they fit into either the serviceexperience that customers have or the actual experience. I give you anexample: Somebody in the warehouse who never sees a customer may pack aproduct and when the customer receives it, they open the box and it's like youknow their paper. Laying there wasn't packed well. The products obviously hadbounced around all the way to their doorstep and it's broken okay. Well,that's a pretty bad experience and it's due to the warehouse employee, nottaking the time to do it right. Hence their lack of effort created a badexperience which then turns into a service experience when the customersto call complain and get it rectified and by the way anything that createsfriction. And you know I'm big into talking about eliminating friction andtrading. Convenient experiences means you should do everything you can toavoid the customer having no. This is interest. I wrote a book called I'll,be back and then, at the same time, I'm going to get ready to tell you. Youdon't want the customer to come back, provided the reason they're coming backis for a problem. Okay right, you want them to come back because they lovedoing business with you, not because you're trying to fix your problem, butnobody's perfect, and there are going to be problems and what you want. Youryour customers to say is that even when there's a problem, I know they cancount O me. That's why I always love doing business with them, because I cancount on them. That's important to have that confidence, so everybody behindthe scenes who may have no interaction...

...at all with a customer is eithersupporting an internal customer, and that is also part of customer serviceor they're doing something internally, that's going to impact the experiencewhich is all part of his experience. Nobody is left out of this equation. Ican go into the company, the biggest company in the world, and I can breakdown the different journeys that customers have and, at some point,every single department will touch the customer in some way, either throughexperience or service. Even the engineer, that's designing. The rubbero ring for the whatever piece of machinery they know if they don't makeit right, the customers call them back with a problem. So, assuming you know acouple weeks before, we launched human centered communication I'll be back howto get customers to come back again and again is going to be laughed severalweeks. Prior, I'm assuming obviously CX plays a major role. Customer Centricity,I would guess employee Centricity, as well as just overall human centricity.What was the spark that made you want to write this book? You have so manybooks out already. What was the spark for this one? When I write a new book?It's because I feel I have enough material to do it, and that comesthrough the ongoing writing of all the articles. I write I write for Forbesevery week I write my own new. You know column every week that I send out to mynewsletter list, so I was post on the bog. I ride a few other articlesthroughout the week and at a certain point in time, go well. I've written alot of new material that I haven't ever published before in Book Format. Sothat's one way it starts, but I also thought, especially as I was playing inthe pandemic world, where I had a little bit of time to really understandwhat customers were experiencing, it's time to really write a book aboutgetting customers to come back because right now, there's a lot of companiesthat are working to getting their customers to come back to the waybusiness was as usual. So there's not really much reference in the book tothe pandemic, but at t any time that there is a downturn, whether it be apandemic, whether it be economic like here in the US two thousand and eightand nine, we had the recession two thousand and one we had nine eleven.These downturns were opportunities to win customers for ever. If you did itright, but the whole concept of I'll be back. I just don't know where it camein. Like one night, I woke up and said: that's the title of the Book: How toget customers to come back again and again, then. I start. Writing it, and Istart realizing. There is a very famous actor and a very famous movie that usethis line 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 writing a lot aboutterminating. You know. Why would have customer terminate the relationshipwith you so by the way for those that haven't figured it out I'll, be backArnold Schwarzer that terminator, who use the Line I'll be back in a numberof movies? The first one in the terminator when he said to the policeofficer sitting behind the desk I'll, be back, came back and blew up thewhole one station and then the next movie. He was the good good guyfighting the bad guy, and he said I don't remember who he said to I'll beback, but he used on. I think, eight movies about Sixteen fifteen or sixteentimes different meetings. Some were funny somewhere. You know serious tocreate that tension and- and it was it was great. So that's where it came fromyou know from the idea. That's where I started to think of how about the army,let's give everybody who does a great job and Arny it's like the award, and Inamed it after the man himself, Arnold Schwarzenegger and whether he knows itor not. But if you do a great job, you getcustomers to come back. You get the Arni and again didn't start out to be abook that tied into that. But sure enough I mean even as you, if you lookat the font on the cover, that is actually a find that you can get andit's called the I'll be back N. it's called the Terminator Fund TerminatorFront and that's what it is. It looks very similar to what was in the movieback in I gues in thousand a D eights...

...anyway. That's the impetus of that thespark that started at all nice. Now I don't know if Arnold Schwarzeneggerlistens to this podcast if he does or if you do no matter who you are emailme ethen at Bomboma's, hit me up on Linkedin Ethan. Do you? Let me know howyou like the show, and if you are arold Schwarzenegger, let me know so I canshare that was Shep. I can so obviously we're talking about loyalty, and I would love for you just to do a pass onthe core components of loyalty and maybe a tip associated with a couple ofthem. Obviously, loyalty is emotional in nature. I think people can tend toforget that when they're getting into the mechanics of what we're going to doand how we're going to deliver, etc, etc, you've already referenced it oncein this podcast already, but I think a lot of the emotional component isprobably delivered in human. To human interactions on perhaps is the biggestinfluence, but we can also emotionally affect customers. Other ways: breakdown, loyalty, talk about the key components and maybe give a tip aroundhim. If you can sure. First, let's start with the big tip and it's thebreakdown- and that is customer loyalty is not about a lifetime. People thinkit is people, the loyalty means they're with US forever or they've, been withUS forever. If you want to break it down, let's break it down in smallerparts. How about this? Let's talk about this time. What am I doing? This is thequestion to ask yourself what am I doing right now with this customer tomake sure that the next time they're going to come back to me instead of thecompetitor and that's it you're, focusing on this time and you could bein any situation, especially if you're in a contentious situation. Askyourself 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 Idoing it with such grace and appreciation that the customer is goingto say I love doing business with this person. I can't wait to come back focuson the next time every time. So that's how I break down loyalty. Now, let'stalk about loyalty as a concept, because this is really important. Wetalk about this in the book a great length. There is a difference betweenrepeat business and loyal business or repeat customers and loyal customers.What's the difference? Well, it's sometimes subtle, because you think youhave loyal business when you see customers coming back again and againand again, but what you actually have is repeat business now, no doubt I loverepeat business and you should to everybody should love it, and this iswhat you should go for, but turning into loyalty means there's someemotional connection, and it could be that customer saying I love that personwho always takes care of me. I love doing business with them, and Imentioned this before because they always take care of me when there's aproblem. You know, even when there's a problem, I know I can count on them.But if you look at repeat business, what are the reasons? Customers comeback beyond the emotional connection, and this is also good, because a lot ofpeople create these loyalty programs that are really marketing programs getcustomers to come back like. If I give you a punch card, I own a restaurantand give you a punch card punched this every time you come in the six mealsFreeo. You know that kind of thing. Well, I'm giving you an incentive tocome back, that's tied to me doing something very nice. You know you and Iare friends if I've got to say hey if we go together, you know I want to goto dinner with you next Tuesday night I promise I'll buy. Will that get you goout with me? What does that mean? You're, really my friend, if I didn'toffer to buy, would you still go with me? I think you, hopefully you guyswouldn't, but but that's kind of like thinking it to that more personal level.So keep that in mind. Loyalty programs are marketing programs frequent fire.You know programs where you get points and perks like free upgrades if theytook away that if all of the airlines took away all of those perks whichairline which is still want to fly on over all the others. Okay, so that'sdifferent. No, no problem with that by the way understand that a reasonsomebody might go to your store instead of a different one, might be becauseyou're closer to their home. But if somebody moved in closer than you wouldyou lose that business? So I'm just giving you some examples of why youshould start thinking about your repeat,...

...customers and understand why they'recoming back versus just thinking that they're loyal loyalty is created to anemotional connection at some level, yeah really good and in the firstportion of your response, or I just want to reiterate for listeners, you're,essentially ship calling for being present, which I think is so important.It's key by the way to to being human setter. In your approach tocommunication, we have presence being present actively listening activelyengaging coming with intent was also part of your response, like what am Idoing in this moment. What am I doing with this person? What am I doing inthis interaction so so important? I think if more of US got out of defaultmode and were more intentional, more focused on the other person and anoperated present in the moment that that customer service and customerexperience across the port will be much much higher yeah. That, and I think Ilove the way you set that I'm actually going to listen to that, I'm going totranscribe 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 orbrilliant. If you haven't figured this out well, the thing that's really kindgive us some, don't edit that give us some loyal killers. What aresome big mistakes? Oh yeah, so actually in one of my books, a while back, Icame up with the idea of the loyalty killer, like you know, things that yousay that aggravate the customer and it started out with just phrases like wecan't do it. It's our policy. Well, my policy is to not do business withpeople. That say it's our policy. You know I remember walking into a bank andI need something notarized and they said. Oh we're really sorry, but thatperson went on vacation won't be back for a week and a half it's like really.This is why I do business with you. You can't help me but here's the concept.This is where the Chapter N I'm looking at it. I chapter more fourteen titled,Your terminated. They used to be your customer, but now ten likely reasonsand I'll just give you a few of them. This is the likely reasons yourcustomer would terminate you and the number one reason is apathy. You knowyou just you know, didn't care about the customer and they felt it andnumber two is rudeness. Now I just did my two thousand and twenty oneachieving customer amazement study where we surveyed over a thousandconsumers, and we ask them the top reasons why they wouldn't want to comeback and do business with somebody and guess what number one was rudeness oractually apathy. First then rudeness and then it came to knowledgeablepeople not being able to help, and there were other things. Other areaslike couldn't find how to connect with customer service when I needed them orcouldn't connect with the company, but number one apite number, two rudeness,number three contact information not easily available number four couldn'tconnect with. Oh, this is a good one. Couldn't connect with the channel thatthey wanted to communicate with you on now in today's world people don't justpick up the phone and call they can call, they can email, they can text,they can go to an APP. They can go on any. What about half a dozen socialmedia channels and how many other ways they have to connect with you whereveryour customers truly are? That's where you need to be now, I'm not saying youneed to connect on every single channel, that's out there, but there need to bethe options that are available to the majority of customers, that you'relooking for and understand, and I'm looking for the stat as I speak, thereis a great chart that shows what the workforce looks like today and whatit's going to look like ten years from now, and if you're not focused onmolenes and Gen Z, you are missing the majority of your buying customers.Unless you sell retirement homes, then you're looking at boomers right now, if apathy is number one, what's themain driver e of apathy, what are the...

...mistakes that that companies are makingthat are making employees apathetic great question, so the short answer tothat is the right: hiring next would be hiring with the right training and ononboard and training that gets them to where they need to be. Because here'sthe thing I can hire the most technically skilled people in the world.But if I don't have the right personality to my company, then I'mgoing to be missing an opportunity with my customer, as well as eroding theculture inside my organization also throw one other piece out there thatyou might not even be able to blame it on employees if the leadership hasn'tclearly defined. What that service experience is supposed to be, I call itthe I call them Montres, they're short one sentence or less phrases thatreally truly crystal clear, define what you want, customers to experience andby the way it could be part of your vision and mission statement, but itshouldn't it usually isn't the vision of mission statement. It's all ten timeseparate example: Ritz Carlton, Nine Words Long where, Ladies and GentlemenServing Ladies and gentlemen, you come to work, you learn that right away andthey train you to it and by the way you could be the nicest person in the worldhospitality minded and be able to do whatever it is you're supposed to do.Work Behind the desk. Make change check people in and out be a housekeeper mainwhatever. But if you haven't been taught really what that vision is youcan't be focused on it? So that's a great example and when you come to workthere, they start training, you there's twenty four gold standards and thenthere's a number of other initiatives behind it that I would call the nonnegotiables that make that Montra come to life. So that's another problem Iinterviewed for one of my books at the time he was the world wide senior vicepresident of customer experience for American Express and they have callcenters support centers all over the world. Interestingly, part of hiscompensation was based on the success of those front. Liners part of thecompensation of managers and supervisors are based on their people,doing a good job, so they're going to do everything they can to get the rightpeople in there train them properly and make sure it happens now. The reason Ibring this up is because and asking him about how you get the right people.This is what and by his name, is Jim Bush. This is what he told me he saidSHEP. If you give me a choice of hiring somebody that had ten years of SupportCenter experience, they know how to you know, manage all the computer screensand move from one program to the next and flip from one screen to the next,that's great, but if the other person has not had any of that experience, yetthey worked in a hotel for the last five years, maybe at the front desk,maybe the banquet or server whatever I'm going to take the person with thehospitality mentality, because I can train them to the skills. Now, that'saround about saying way of saying hire the attitude train, the skill, which issomething we've heard of, but this is where it really the rubber hits theroad and it comes to life. There is a medical system, a group of hospitalsand they had a nursing shortage, and actually there were enough nurses forthem to hire, but not enough nurses with the right personality for them tohire, and they were willing to shut down a small portion of their hospitalbecause they couldn't fill the hospital with the right personality. Now that'sputting your money where your mouth is. They were afraid that if the wrongpersonality was there treated, the customer was the patient and theirfamily members the wrong way. They were going to erode everything that brandwas working to achieve such a powerful example of internal culture. Employeeexperience, you talked quite a bit about training training. Is it's notirrelevant, but it may it like it's not going to make as big a as impact if weas we would like, if we don't get the right people in the door, I kind ofgoes back to where we were on intent like what is your mindset going intothese transactions or these instances or these moments? Is it one ofhospitality where I want you to feel, welcome and comfortable and confident?You know the so many so much good stuff...

...there. So this is a little bit of atransition and I'LL ASK IT ONE WAY: Steve asket another, but to thistraining concept, I mean at some level, through your consulting through yourspeaking through your workshops through your teaching through your entertainingby the way, if you have not seen a Shep hikin presentation, it will move you insome ways, including putting a smile on your face and ultimately it's abouttransforming people at some level. And so I was wondering if you could share acouple of insights because you're expert at this. What are you focusingon as you're putting together or even delivering a message in order to connect with engageand transform somebody to hopefully make a difference in their lives ortheir work or their attitude like we're? A couple key ideas at that you'vepicked up over the years. Wow. Thank you for asking, because it kind oftalks to my process in the way I think before I ever walk on stage y one ofthe questions. I asked my clients- and this is what I called the magicquestion and I'll tell you why? Because it really puts them into the future andmakes them think what would it take for this to be considered a success, andthat's almost the exact phraseology. I simply ask if we were to get together ayear from now. What would have to happen for you to feel that this was asuccessful program? It could be the speech that I'm doing it could be ourtraining programs at summer. Ber trainers deliver, but they will definesuccess for me this by the way. It's not an easy question. I may not evenget the answer at that moment, but I may ask them to come back and give itto me, because if we were to move forward, I have to know what that lookslike in order to achieve the end goal, which is success right. So that's a bigquestion on other questions are: If you can just choose three things, youabsolutely want this audience to remember, and this also helps to findthe success criteria. What would that be? And they'll they'll be veryspecific once in a while, I get somebody that just writes down quickanswers by the way we start with a pre program questionnaire. If it's notwritten, I will get on the phone just like or zoom call or whatever. It isjust like we're doing here and we'll look at each other or talk to eachother about what that criteria. I have to have that answer because that's howgoing to design the speech, I know it could go into a very generic speech andyou know what, even if I did something generic, it's probably pretty good, butwhy not make it exactly what that client wants. So is that the questionyou're asking you know, because I want to make sure I give the audience whatthey need by the way. As a speaker, I recognize I want to get the laughter. Iwant the applause. I love a standing ovation if the audience would give itto me, but getting the standing ovation doesn't mean I made my client happy.What makes my client happy is when the information that they want me to impartthat's tied to my expertise is delivered in such a way. That's goingto give people to act, and eventually they do. How do you make sure thelearning, so you take a company like like Bomba, and we have tens ofthousands of customers and we are trying to make our customerschange their habits and and change what they do on a day to day basis? How doyou make the make sure the learning is actually sticking with them ourcustomers and it creates real change. You know for them. So one of the things that you do sowell is customer success and let me share with those that might not befamiliar with the term. Essentially customer success is what you're doingto get your customer to be successful with your product and want to use yourproduct and want to. You know, in your case your a subscription model wherepeople pay month to month when it keeps subscribing your product for a manycompanies. It's just what am I doing to make sure they come back and you'redoing that you're a video company you're doing it through video and Steve.I Know How many times it will you and ethon both of you. How many times haveyou seen you and your colleagues in my inbox telling me this week we're goingto teach you to do this, you know and...

...so and you're doing it through videothrough content programs webinars. If you will, by hit that three syllableword Web Ben Nar by the third syllable, I'm almost sleeping, it's so muchbetter than that okays. But that's part of what good companies are doing isthey're, creating a program so that once the customer buys they are taughthow to best use the product and be successful with the product or service.It may be as simple of an let you say, I sell clothes in a store. I mean. Whatcan I do to make sure they're successful you know? Well, you canafterwards send. I thank you with a short video with tips on how to carefor your clothes. You know don't put it in the dryer, it's going to fall apart.You knew that when you bought it, I'm reminding you again now you know. Isthat a moment of Mar? What can I what you just describe? It could be a momentof misery if not manage well, but it's a moment of magic. When you remind himabout something good, you know engage with the community and you do that sowell, so engagement doesn't mean I'm going to send you messages that are allabout marketing. You guys can answer this more than I can. I get the feelingthat probably eighty to ninety percent of what you send me is not aboutselling me it's about making me better with what you do. Is that an accuratestatement, or is it even maybe even closer to a hundred percent yeah foryou for sure we want to be helping a and not selling and helping is helping.You accomplish your goals and what you need to do, but when you are sendingall these messages to me, I've already bought. I don't need to buy. I meanwhat are you going o upgrade me to it? I mean I don't need a secondsubscription just for me, but you're trying to make me more successful. Youwant me to use your product. You want me to love your product. You want me tobe so connected to that product that you'd have to pry it away from me on mydeath bed. Yes, it no idea. I just want to observe. I mean guidance is one ofour. You know it's not a stated core value of ours, but internally withSteve and me and the rest of the team that Steve Leads for the organization.I mean this. This guidance piece of being of service and values reallyreally important to us and ultimately, what we're trying to do to you knowbeyond selling is make this normal like. I want to stop teaching people the videouse cases, because they're observed all the time, because you know a quarter ofthe emails that they're getting have videos in them or a third of the linkedon messages that they get have videos in them, because it's an appropriatemedium for that message. In the experience they're trying to createlike we want to normalize this practice, as a consequence will probably sellsome accounts, but we think business in life cannon should be a lot morepersonal and human, even when we're restricted to these digital channelsand so yeah we're trying to give you new ideas all the time yeah. So let merespond to that comment with a concept that I even talk about with my conceptof convenience. About two and a half years or so ago I wrote a book titledThe Convenience Revolution by the way, there's a chapter on convenience and nofriction in the new book which references some of that, but makes thepoint we're trying to eliminate that when something like video came out andBom Bom Video, when I first subscribed, which was at least six seven years ago,I was- I think I came in in your first year of business, maybe somewhere closeto that- maybe not, but I've been around a while. I lose track. Last year,it's like I lost track of a whole year, so I didn't even it seemed to vanish,but anyway I did gress. Your concept of video emails was what I would considera break through thought process. There were some other competitors out there,but it was break through thinking to create a product that so easily sentemail without bogging down the system and having huge files to open on theother end, so that was break through thinking. Then it became a trend...

...right. Would you say you know peopleare starting to trend up, and now I think this is where you want to go withit. It isn't happening now, but I think this is where you ultimately want to beit's an expectation once it becomes an expectation, it becomes table stakes.It means your education, for your customer, isn't about selling themBamban video, it's about now, using bom Bam to be even better than what othersare doing. So, let's talk about convenience as an example prior to thepandemic. If I wanted to order food to be delivered, there are plenty ofrestaurants around my area that were happy to deliver that food. For me atno charge. Okay, then guess what happened pandemic hit and everybody isstarting to try to create this level of convenience, will deliver yourgroceries where a car dealership will bring the car to you to test drive. Youdon't even have to come to the dealership. I sell clothes, come on orgo online to a picture of few things you like. We know your side becauseyou've been in before we'll bring it to you. You know so. Delivery, all of asudden becomes a really big thing, but guess what comes with delivery now thatit's kind of expected people are willing to, since it's no longersomething to separate you, let's charge for it, because everybody's doing itand everybody's going to charge for it becomes a premium service. So that'swhen you know the trend became an expectation when people were willing topay for this. Now guess what a year ago, when we did our ACA report, we askedthe question: Would you be willing to pay? What would you be willing to paymore for, etc, etc, and we got the basic stats? Sixty three percent ofcustomers are willing to pay more for great service, and the service includesconvenience. It s sixty nine percent. If it includes delivery, they'd bewilling to pay ninety percent wow before that they were getting it forfree, but now it's part of the equation, but guess what it's also expected thatyou're going to provide it even if you are going to charge for it anyway,that's the key. It's break through trend expectation, any follow questionsbefore we wind us on. No, so we're extremely grateful and happy thatyou're, a part of of the next book that we have here ship. Is there anyone orany particular topics for Human Center and Communication? And actually, let'sdo let's go for both books? Let's do it for I'll be back. What topic are youmost excited for people to read about and I'll be back and then for HumanCenter Communication? You know you didn't get to read all the otherchapters from the other guests. I read a lot. Okay, I read quite a bit what onwhich one out of the other chapters? Are you really excited for people toget a hold of to, for both wow tie from the chapter that I was involved e? You know one of thethings that really inspired me, and this is one of the reasons why video isa stand out technology. If you will, is your first chapter, you know digitalpollution, we're getting emails bombarded with messages. What makessomebody stand out that personal message that just makes it real, clear:Hey, I'm a real person doing business with you and I'm going to treat youlike we're doing business human, a human. By the way you may say I dobusiness with the XYZ company, you're really doing business with the peoplein the XYZ company. So I really love that and that's where that humansintered communication and all that falls into it. You know Gosh. Where doI 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 the late teens of thiscentury we were starting to ramp up and I think we are hitting really a pointwhere you're still in the early stage compared to where it's going to be. ButI love that we're here in the year or maybe now this decade a video awesome. Thank you so much I'm glad yougot to rip through it. We'll get one of those advanced reader copies to you assoon as we get those in our hands for...

...folks who are listening. The Year ofvideo is the title of Chapter Thirteen I believe, with Dan Tyre of hub spot.His conversation with Stephen Me is already available here on the customerexperience podcast Lauren Bailey of Factorin Girls, club Matthew, sweezy ofsales for a mutual friend of our ship. Our Conversation with Matthew S, Rreleased coming soon to the customer experience podcast, video and salesexperts, Morgan, J, Ingram, Mario Martinez, junior Julie, Hanson. It's areally cool series that we're doing. Thank you so much for being part ofthat ship. Before we let you go, Steve's got a couple questions that Iasked you last time you were with us and I do fer experience. PODCAST we'llsee how the answers change thank or mentioned someone that has had apositive impact on your life or career wow, there's so many people, one of mymentors was bud. Dietrich is that who I talked about before yes and I had tolook at my life yeah. I looked him up and what a what a cool story and yeahbud is a he's passed away. He would be about a hundred about that now. He whenI first started my business said, do me Shep? You can spend all day riding yourspeech and practising your speech, but you can do that nights and weekends ifyou would spend forty hours a week at marketing and selling yourself and savethe rest of that, you know work for you know time when you can't talk to peopleyou'll be successful. What he was saying is the job isn't doing thespeech, it's getting the speech, and so many times people that we createcreated this great product. People would want to buy it, but the job isn'tjust to have the product it's to sell the product right and boy. You know theBombon Video P and I here I am going to give you a little plug. The bombonvideo program is a great resource if I'D A had bomb bomb back in th D E ts.When I started HEC there wasn't even Internet back in the S, but no I youknow have we come a long way. You know we would have been so much furtherahead of the game and part. Two of this question give a head not or someaccolades to a company that is just smashing it with customer experience,something that you had a great experience with, perhaps recently whereyou're like they are 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 ifI gave you this answer before, but you know I'm big fans. I've alreadymentioned the rich carton. Amazon is an amazing company at a number ofdifferent levels. Some people are, you know, they're, big and now they're kindof rebellious. Toward you know, some people are rebellious toward them. Justbecause they've been that successful and they are truly disruptors, but takea look at why and how they disrupted ace hardware, another great one thatlearned to deal with the disruptors I was at once asked by a client. Wouldyou help us find a executive, a CEO at a company, that's disrupted theirindustry. I said I think it would be more interesting to find the CEO of thecompany that experienced disruption and overcame it, which is what ace hardwarehas done. So those are some companies that I admire, and if you want all thereasons I can start going and listing them all, but Oeis that the answer good, absolutelyyeah. It also reminds me, like your take on a ace hardware. There remindsme a little bit about best by who you know could have gone the way of circuitcity, but found a way to like to compete against a lot of disruption. Sothis s been fantastic shep. Thank you so much. Thank you again for spendingtime with us. I think we spent over ninety minutes together talking inadvance of writing the chapter that you're featured in in human centercommunication thanks for breaking down a little bit of I'll, be back with ushere in this conversation for folks who enjoyed this and they want to follow up.You obviously want to send them to Hicem. You've already mentioned I'll,be back book, Dat I'll, be back BOCO, you know cause to postrate. Is thereany place else you can send peoplee to...

...follow up, connect, learn more et cesure I mean by the way when you're there please. I promise you no spamyou're going to get a great article if you sign up from a newsletter. If yougo to my youtube video channel, it's SHEP TV COM, Shep TV, I also have a TVshow called be amazing or go home. That's on Amazon, prime and Apple TVand Roku, etc, etc, and you can go there or be amazing dot TV will get yousome of the episodes we've made them available on on our website. So beamazing that TV awesome. I will round those links up if you did not writethose down a there's, a thirty second or sixty second back button. You canuse that or you can also always visit Bombo podcast video highlights shortwriteups links to the some of the things we talk about and, of course,full embedded audio. That's searchable to that's at bomboost, podcast chap. Ican thank you so much great to be her man. Thank you guys. You guys are, as Ilike to say, amazing. So, are you clear communication, Human Connection, higherconversion? These are just some of the benefits of adding video to themessages your sending every day. It's easy to do with just a little guidanceto pick up the official book. Rehumanize your business, how personalvideos, accelerate sales and improve customer experience learn more in ordertoday at bombance Buck, that's B, O m B Bombo fuck thanks for listening to thecustomer experience. podcast remember the single most important thing you cando today is to create and deliver a better experience for your customers,continue learning the latest strategies and tactics by subscribing right now inyour favorite podcast player, or visit Bom Bombo podcast t.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (172)