You know that in today’s business landscape is more competitive than ever. This means that providing an exceptional level of customer experience is more crucial than ever, too!
While the specific needs and expectations of customers may vary depending on your industry and context, here are six key elements that should be present in every customer interaction to create what – for over three decades — I have called an Ultimate Customer Experience.®
1. Empathy and Understanding
One of the most fundamental aspects of superior customer service is the ability of the business to demonstrate genuine empathy and understanding towards its customers. This means actively listening to their needs, concerns, and preferences and adapting the service accordingly.
Whether a hotel front desk clerk greets a guest with a warm smile or a funeral director offers a compassionate and respectful presence, the ability to connect with customers on an emotional level is essential.
However, taking it to the Ultimate Customer Experience® means that you take it to a higher level.
Good service is the desk clerk smiling when you approach. UCX is when you ask the guest to tell you about their day and express empathy for a late flight or long day.
2. Personalization and Customization
Customers appreciate when their experience feels tailored to their individual needs and preferences. This can be achieved through personalization and customization. By leveraging customer data, businesses can provide targeted recommendations, personalized communications, and customized solutions.
For example, a hotel may offer room preferences based on a guest’s previous stays, while a funeral home may provide customized memorial services that reflect the deceased’s unique life and personality.
I was just interviewed by Bosch & Lomb for a publication they provide to optometrists around the world. I told them that the difference is between making me feel like it’s the twentieth vision exam you’ve done that day – or that you convince me that you are focused on a thorough checkup of MY eyes.
3. Convenience and Ease of Use
In our fast-paced world, customers value convenience and ease of use. Businesses should strive to simplify processes, minimize friction points, and provide seamless experiences across various touchpoints. This can include intuitive online booking systems, mobile apps for easy access to information and services, and streamlined check-in and check-out procedures.
By removing barriers and making interactions effortless, businesses can enhance the overall customer experience.
Do a thorough checkup of where friction is created in your customer’s experience.
4. Responsiveness and Reliability
Customers expect prompt and reliable service. When they have a question, concern, or request, they want to know that their needs will be addressed in a timely manner. This requires businesses to have efficient communication channels, well-trained staff, and robust systems in place to handle customer inquiries and issues.
Whether it’s a quick response to an email, a 24/7 customer support hotline, or a proactive approach to problem-solving, responsiveness and reliability are key to building trust and loyalty.
I called a business the other day that stated on its inbound message service, “We respond to your calls within four business days.” What!?! No customer wants to wait that long for a response. I’ll find someplace else to take my business.
5. Attention to Detail
Small details can make a big difference in the customer experience. Businesses should pay close attention to every aspect of the customer journey, from the initial point of contact to the post-purchase follow-up.
This can include thoughtful touches like personalized greetings, well-maintained facilities, carefully curated product displays, and even small gestures of appreciation. By going above and beyond in the details, businesses can create memorable experiences that leave a lasting positive impression on customers.
6. Continuous Improvement
Creating an Ultimate Customer Experience® is an ongoing process that requires continuous improvement. Businesses should actively seek customer feedback, monitor industry trends, and embrace innovation to stay ahead of the curve.
As I previously mentioned, the specific elements of a great customer experience may vary depending on the industry and context. However, we’ve reviewed six key components that should be present in every customer interaction.
By prioritizing empathy, personalization, convenience, responsiveness, attention to detail, and continuous improvement, your organization can create an Ultimate Customer Experience® that sets you apart from the competition and fosters long-lasting customer relationships.
One common theme I’ve observed among successful organizations—from those directed by young entrepreneurs to major corporations to highly distinctive educational institutions—is their ability to differentiate themselves from their competitors.
From Apple to High Point University, from LPL Financial to BMW, they understand that customers don’t choose them for their similarities to others in the market but rather for the unique qualities that set them apart. These businesses have not only thrived but also inspired others with their success stories.
When you look at your business, ask yourself: what makes you different?
This is the key to attracting and retaining customers who value what you bring to the table. By identifying and leveraging your unique qualities, you can open a world of opportunities and potential growth for your business. Here are five steps you can take:
Innovation is a powerful differentiator. Customers are drawn to businesses that constantly push the boundaries and seek new ways to solve their problems. If you can demonstrate that you’re at the forefront of your industry, always exploring cutting-edge solutions, you’ll stand out from the crowd.
Personalization is another critical factor. A human touch goes a long way in a world of automated responses and generic customer service. I tell the story of a distinctive cab driver, “Taxi Terry.” Part of what made the experience with him distinctive was his effort to take the time to listen to his customers, understand their individual needs, and tailor his approach accordingly. Show your customers, prospects, and employees that they’re more than just a number to you.
Trust is the foundation of any strong business relationship. As one of the keynote speakers at this year’s Trust Summit organized by my great friend, David Horsager, we had the opportunity to explore how his extraordinary “Pillars of Trust” are congruent with my “Four Cornerstones of Distinction.” You can’t build distinction in a culture of distrust. Be transparent in your communications and act with integrity in all your dealings. Your customers will appreciate your honesty and will be more likely to choose you over competitors who may prioritize short-term gains over long-term relationships.
Flexibility and adaptability are also crucial. The business landscape constantly evolves, and your customers’ needs may change over time. Be willing to adjust your approach, customize your offerings, and find creative solutions to new challenges. Show your customers that you’re a flexible partner they can rely on.
Finally, don’t underestimate the importance of community involvement. Customers increasingly want to work with businesses that share their values and are committed to making a positive impact. By actively engaging in local initiatives and supporting causes that matter to your customers, you’ll demonstrate that you’re more than just a business – you’re a valued member of the community.
Your customers will choose you for your differences, not your similarities. Embrace what makes you unique.
Don’t try to be a copy of your competitors. By focusing on innovation, personalization, trust, flexibility, and community involvement, you’ll create a distinctive approach that sets you apart and attracts customers who appreciate the value you offer.
Remember, your differences are your strengths.
Celebrate them, communicate them, and use them to build lasting relationships with your customers. Distinction is the path to long-term success and growth.
the impact of individual actions on customer experiences
the importance of adapting to life’s changes
While these subjects may seem unrelated at first glance, I believe they both highlight the crucial role that people play in our lives.
Posts about lousy customer service and ridiculously horrid experiences get more clicks and traction, however, I believe it is also critical to make the effort to also note when something goes right. My personal experience has been that when something falls apart – like my recent stay at the Hampton Inn West in Amarillo – it’s because leadership failed in its job to model the customer approaches they want to see from their team. Many times, though, when something is great, it’s because individual team members take it upon themselves to deliver for their customers.
That was the case with Carson, the front desk clerk at the Hampton Inn in Rolla, Missouri, the very next night of our trip.
With a big smile and warm manner, this young man sincerely welcomed us to the property. He showed me where the luggage carts were and helped ensure that we got to our room promptly and easily. He made certain we had a couple of bottles of water – our choice: room temperature or chilled – and told us our dogs were extremely cute. (A sure-fire way to score points with us!) And he directed us to precisely the right place to park both my car and the SUV with the U-Haul trailer that Tammy was driving. (Obviously a major improvement over the previous evening!)
After we got settled in our room, we noticed the toilet was running. We couldn’t get it to stop – so I called the front desk. Carson not only answered promptly, he was in our room in mere moments to fix the toilet! He even apologized to us that because his shift was ending, he would not see us as we checked out the next morning. He wanted to wish us safe travels and hoped we would return to this Hampton Inn again in the future.
Here’s the point: our previous night in Amarillo was horrendous. This night in Rolla, Missouri, was terrific. Same hotel chain. Same décor. Same room, same mattress, same everything.
The difference was Carson.
Carson’s exceptional service not only made our stay in Rolla pleasant but also restored our faith in the Hampton Inn chain after the disappointing experience we had in Amarillo the previous night.
Your job is to:
create more Carsons through your leadership and training for your team; and,
model the behavior for your team that will help them become a group of Carsons
It’s been said by every writer and speaker on CX, “Your people make the difference.” It’s a cliché because it’s true.
Carson’s impact on our hotel experience serves as a reminder of how the people in our lives can make all the difference, which brings me to the second topic I’d like to discuss: changes in life.
This next point is a strange segment to share because I’ve lived for many years in Vegas and have loved my time there. However, as family members are getting older and some are facing health challenges, Tammy and I have decided it’s right for us to move back to Indiana for a year or so. In the past year, Tam has lost three aunts, and I lost the last member of my late Dad’s family of twelve siblings. (Thankfully, my Mom is still doing well.)
The driving trip I discussed in the last couple of messages was because we are relocating to Fort Wayne for the next twelve months or so. My business will still be officially based in Las Vegas, and we plan to return to the West in the future, but the time is right for us to be Hoosiers who are based in Indiana again for a little while.
The two seemingly disparate topics discussed in this post – the impact of individual actions on customer experiences and the importance of adapting to life’s changes – are more interconnected than they may initially appear.
Just as Carson’s personal dedication to providing excellent service transformed a routine hotel stay into a memorable experience, the people in our lives have the power to make even the most challenging transitions more manageable and meaningful. By focusing on cultivating these connections and striving to be the “Carson” in someone else’s story, we can navigate life’s ups and downs with grace, resilience, and a greater appreciation for the people who make the journey worthwhile.
Sometimes life throws a curve or two – and it is in these times that we should be reminded of the importance of the people in our lives…and how they are more impactful than the places where we may be residing.
And while Fort Wayne and Las Vegas aren’t too much alike (to say the least), and my travel will be different from the small airport here instead of the huge one in Sin City, it’s an adventure.
I just wanted you to know – and we both appreciate the love and support we receive from our friends, family, and our clients who have become our friends and like a family. Thank you.
Tammy and I were each driving our cars cross-country this week from Las Vegas to Fort Wayne, Indiana. I was in my car, and she was driving our SUV while pulling a small U-Haul trailer. Our older dog, Lucy, was in the car with me, and our puppy, Chloe, was Tam’s traveling companion. After a long day crossing I-40, we pulled off in Amarillo, Texas, to use some Hilton Honors points and stay at the Hampton Inn West just off the highway.
As it was difficult in the busy parking lot to find a space big enough for the SUV and trailer, the front desk clerk said that since I was a Diamond-level Hilton Honors guest, we could pull the combination into the two spots reserved for Diamonds on the side of the building. We dragged our luggage from both vehicles. Tam went to park her SUV and trailer as directed. I loaded our baggage on a cart, threw it into our room, and then returned to help her get both dogs out for a potty break, after which I’d park my car as she headed up to our hotel room.
I opened the door to the room, quickly got the luggage inside, and hurriedly returned to help my wife. The dogs finished their business, and Tammy headed to our room with them as I circled the lot, looking for a place to park my car.
As I re-entered the Hampton Inn, Tammy texted me a picture as she was calling me. Opening the closet, she found men’s dirty underwear and socks. I noted the TV was on when I opened the door to pitch the luggage in. I immediately became afraid that a person was still occupying the room and would return to find someone he would perceive as an intruder. I told her to exit the room immediately and wait for me to get up there to get our luggage.
As I told the front desk clerk what had happened, she said it “was impossible.” I asked her why I would make something like that up. Then I showed her the picture. She told me, “If your wife entered the room with those dogs, my manager says I can’t give you another room.”
I was incredulous. Would she even imagine we would stay in a room that had obviously not been properly cleaned—and perhaps had not been vacated? I might not have been as kind as I was previously, but I told her in no uncertain terms that we were getting another room. She made me wait as she texted her manager, who, after several minutes of leadership contemplation, told her to give us a different room.
I get Tammy and the dogs in the new room, go back up, reload the luggage, and move it down two floors to our new location.
Finally, at about 11 PM, we drift off to sleep. Until 1 AM when the phone in our room rings.
This time, the overnight clerk at the front desk ordered that I must move our SUV and trailer immediately or risk being towed away. I informed her that I parked where the last desk clerk told me to — and a bit coldly asked why she would call a guest at 1 AM anyway.
“My manager has made it clear that only Diamonds can park their cars in those spots.” I responded that I was a Diamond. “Yes, but you also parked a trailer in the other spot, and that’s against what my manager told me was permissible. If it’s not moved, it will be towed.”
So, I get up, get dressed, and head out into about 35 degrees and spitting snowfall. I asked the clerk to show me where to park so I wouldn’t be towed. She points to an empty space in another hotel’s parking lot. “You can park there—they don’t mind.”
“How will I know,” I ask, “that THEY won’t have me towed because I’m not a guest there?”
“They won’t care. It’s fine.”
Tired and upset, I park the SUV and trailer where she points — and move my car into one of the Diamond spots. I return to the room a little after 1:30 AM, adrenaline pumping because I’m so mad and frustrated. It takes me at least 90 more minutes to finally fall asleep.
As we check out about three hours later — exhausted and with a day’s drive ahead — the same overnight clerk tells me that three other cars — two with trailers — were towed away after I moved mine. (Which was, fortunately, just fine where I had parked it in the other hotel’s lot.) She presented the bill for the night at the hotel. (Even though we were using points for the stay, we were charged $95 for having two dogs with us.) I told her I wanted to have a few words with the manager.
She said, “After I told the manager about all the upset guests from the towing and everything, he told me he was sick and wouldn’t be in this morning.”
As we drove away, I realized that even though I was angry with those two clerks for obviously egregious behavior towards customers, the blame should rest on the missing manager. Both clerks were more concerned with upsetting the manager than their customers. Apparently, they were afraid of managerial reprisals for any deviance from “the policy” — even if their efforts were to ensure that the guests at the property were taken care of in the manner that the hotel promised in their marketing and branding efforts.
How about you and your team?
Would they be afraid that making it easier for the customer (like where a guest can park or moving someone from a dirty room) isn’t the priority and would cause them to be on the receiving end of managerial reprimands?
Have you trained them on the Ultimate Customer Experience®?
These desk clerks knew one thing: there would be hell to pay if they did something outside the lines of precisely what their manager had told them.
Keeping guests in a dirty room or towing their cars away in a strange city was acceptable as long as it fits within what the manager had outlined.
That’s bad management. Of course, you already knew that by how the manager hung his employees out to dry by calling in sick after being told there were upset customers wanting his attention.
One final thing: I called the Hilton “Customer Cares” line the following day while driving to tell them about my horrible experience. A woman I could barely understand — as her English obviously was not yet fluent — told me she could put my points back into my account.
I replied that I also wanted a refund of the $95 because I didn’t want that property to have a cent of my money — and that they had failed on the aspect that’s the bare minimum of what a hotel guest has a right to expect: a decent night’s sleep.
She told me that was beyond what her manager would let her do, and she’d have to escalate my case. I said I would like to speak to a supervisor. She replied that it was impossible — just check my account in 48 hours, and I would know what they had decided.
I hung up and just shook my head as I proceeded down the Interstate. If that’s how they treat their best customers as a Diamond Hilton Honors member — how do they take care of (or not) their occasional guests?
And why should I choose a Hilton brand in the future as opposed to another? (They might save the $95 — and lose thousands in future business. We will see…)
What happened to me isn’t important to your business, but the question about how your employees treat your customers is.
We are in an era where customer experience (CX) is the battleground in every industry. There’s no business I’ve encountered in my years of working with organizations around the world that had zero concern for repeat and referral business. We all desire customers who come back for more and who tell their colleagues and friends about us. Yet, few organizations create the distinction necessary between themselves and the competition to avoid the pitfalls of the “sea of sameness” where most businesses find themselves adrift.
I’ve learned that a crucial piece often remains overlooked – the direct correlation between the experience of employees (EX) and that of customers.
This oversight is not just a minor gap; it’s a chasm that can significantly affect an organization’s bottom line and brand reputation.
A study by the Harvard Business Review highlighted that companies excelling in customer experience have 1.5 times more engaged employees than less customer-focused companies.
Yet, despite such compelling evidence, the responsibility for CX and EX often lies in siloed departments, with little collaboration or understanding between the two. Particularly concerning is the role of the Chief Customer Officer, who, in many organizations, lacks authority over or sometimes even a direct connection to the very employees delivering the experience to customers.
The Symbiotic Relationship of CX and EX
To grasp the essence of this connection, consider the upcoming Olympics and a relay race. Just as the success of the gold medal team depends not only on the individual speed of the runners but also on their ability to seamlessly pass the baton, your journey of delivering exceptional customer service is a team effort that hinges on the internal support and motivation of the workforce.
Drawing from the insights in my recent book, The Ultimate Customer Experience®, one critical aspect of enhancing both CX and EX is to “Connect With Emotion.” Employees who feel valued, heard, and engaged are more likely to extend those positive emotions toward customers, creating a ripple effect that enhances every interaction.
Gallup’s State of the Global Workplace report supports this, showing that businesses with highly engaged teams show a 21% increase in profitability, directly linking employee well-being with superior customer service.
From Insight to Action
So, how can your business put this understanding into practice? The first step is for leaders to recognize and act upon the interdependence of CX and EX. Creating a culture that prioritizes employee engagement and satisfaction as the foundation for customer service excellence is no longer optional; it’s imperative.
Leaders should strive to create an environment where feedback loops exist not just externally with customers but internally with employees. This approach ensures that those on the front lines who understand customer needs most intimately are heard, valued, and empowered to make a difference.
Real-world Success Stories
Consider the case of a well-known retail giant that revamped its approach to employee engagement. By implementing regular feedback mechanisms, recognition programs, and clear paths for career advancement, they saw a dramatic uptick in employee satisfaction. This internal transformation led to more personalized and proactive customer service, reflected in their rising customer satisfaction scores and, subsequently, their bottom line.
Another example is a leading tech company that integrated its customer support teams with product development groups. This cross-functional integration allowed for direct communication and rapid iteration based on customer feedback, delivered by engaged employees who felt directly involved in the company’s success. The result was not only innovative product enhancements but also customers who felt heard and valued, fostering loyalty and advocacy.
Reflection and Call to Action
It’s time for business leaders and entrepreneurs to critically assess their organizational structures and cultures.
Are you fostering an environment where employees feel as valued as your customers?
Are the insights and feedback from your frontline staff shaping the way you innovate in customer service?
When I’m consulting or speaking with leading organizations, I ask them to consider the following three specific action steps – and challenge you with the same right now:
Initiate regular, open forums where employees can share their insights and feedback directly with CX leaders.
Develop recognition and reward systems that celebrate not just sales or customer feedback scores but also employee contributions to the customer experience.
Invest in training and development programs that empower employees with the skills and knowledge to excel in their roles and, by extension, enhance customer satisfaction.
The journey to aligning your CX and EX starts with a single step: recognizing the intrinsic link between the two.
By fostering an environment where employees are engaged and empowered, you pave the way for not just satisfied customers but loyal advocates for your business.
As we navigate the complexities of today’s business landscape, let us not forget the simple truth that lies at the core of every successful organization: a happy employee leads to a happy customer.
By bridging the gap between CX and EX, we not only enhance our competitive edge but also build more resilient, dynamic, and human-centric businesses.
In the quest to elevate your customer experience, remember that the key might just lie within the heart of your organization – your employees. Together, we can redefine the standards of customer service excellence, starting from the inside out. I invite you to join me in this crucial conversation and take the first step towards a more integrated, emotionally connected approach to customer experience.
For more insights and strategies on how to transform your customer and employee experiences, delve into my latest book, The Ultimate Customer Experience ®.
AND – let’s start a conversation about how we can together discover steps to elevate your business in ways you never thought possible. Let’s embark on this journey to create distinction—one relationship at a time.
When I was growing up in rural Indiana, my Mom often said, “Familiarity breeds contempt.”
But with all due respect for my Mom – and parents everywhere who used the phrase – it’s just not true. The more I know you, and about you, it does not automatically transition into scorn and disrespect. Familiarity does NOT breed contempt.
Rather, familiarity breeds complacency.
This inspires a critical question: how does any business – or any professional – maintain relevance with long-term customers?
As consumer preferences evolve and market conditions shift, we must continuously adapt our strategies to keep these relationships vibrant and engaging. We must constantly seek ways to transform ordinary transactions into memorable experiences that cement customer loyalty.
Understanding the core needs and desires of your customer base is foundational to maintaining relevance. This goes beyond surface-level interactions. It means working to understand the emotional and psychological drivers that influence purchasing decisions. It’s about recognizing that at the heart of every transaction (B2C AND B2B!) is a human being seeking not just a product or service but an experience that resonates on a personal level.
This understanding enables us to anticipate needs and innovate solutions that solve immediate problems and enhance the customer’s overall quality of life.
To deliver an Ultimate Customer Experience®, personalization emerges as one of your most potent tools.
Tailoring experiences to individual preferences demonstrates a level of care and attention that can significantly elevate customer satisfaction. By leveraging data analytics and customer feedback, you can create highly personalized communication and offerings that make customers feel valued and understood. This approach strengthens the customer-business bond and fosters a sense of exclusivity and belonging, making customers more likely to remain engaged over time.
However, personalization alone is not enough.
Consistent engagement through meaningful communication is crucial in maintaining a pulse on customer needs and ensuring that your business remains top of mind. This could range from personalized emails and social media interactions to customer appreciation events or exclusive previews of new products or services.
The goal is to create a dialogue, not a monologue, where feedback is not only encouraged but actively sought and acted upon. This ongoing conversation fosters a dynamic relationship where the customer feels heard and valued, significantly boosting loyalty and retention.
Innovation plays a critical role in maintaining relevance with long-standing customers. Remember, “Creativity” is the second of the Four Cornerstones of Distinction.
In a world where change is the only constant, businesses that stand still risk obsolescence. By continuously enhancing your offerings and the ways in which you engage with customers, you can keep the relationship fresh and exciting. This doesn’t always mean revolutionary changes; sometimes, even minor tweaks or enhancements can reignite interest and demonstrate your commitment to improvement.
Finally, building a community around your brand can provide immense value in sustaining long-term relationships. When customers feel part of something larger, their loyalty extends beyond transactions to become part of their identity.
Your community can be nurtured through exclusive memberships, forums, events, and shared experiences that bring customers together, not just with your brand but with each other. In such environments, customers are not just passive recipients but active participants in your narrative, contributing to its evolution and spreading your message.
Let’s face it: maintaining relevance with long-term customers is not easy. It’s a multifaceted endeavor that demands a deep understanding of customer needs, a commitment to personalization and innovation, and the creation of meaningful, ongoing dialogues and communities.
By adopting these strategies, you can be assured that your relationships with long-term customers not only endure but thrive, turning loyalty into a decisive competitive advantage in today’s ever-changing marketplace.
It’s what ensures that you sustain the distinction you have created.
