An old-timer in my community made an interesting observation. “Scott,” he said as we reminisced, “it used to be that there were two restaurants here in Crothersville. Not only did the food taste different at Ted’s Restaurant than at Kern’s Grill, but they just felt different. Each was a reflection of the owner’s personality.”
I nodded in agreement. Ted’s was the spot where we always went after a ball game, took a date for a burger and fries, or simply hung out. Kern’s Grill was where the men of the community gathered for breakfast each morning in the late 1960s and 1970s.
During the lunch break at school, I sprinted there to join either Mom or Dad for a quick meal. (But never both at the same time. We owned the grocery store across the street, and one of my parents always had to stay to run our family business.)
For Ted Zollman, his restaurant was his stage, and we customers were his audience. His smile was as bright as his apron. His flashing blue eyes and natural charisma were as much a part of eating there as the cheeseburgers.
On the other hand, Ted’s local competitor, Alvie Kern, would sit in a booth or gruffly stand like a statue behind the counter, often with arms tightly crossed, seldom engaging in the ongoing conversation. He observed while his wife and daughter cared for the tables and customers. Kern’s Grill was a great place to grab a meal and go. Before you could exit the door, the white sack in which they had placed your order would display small and growing circles of grease. (It was a simpler time before we all knew our HDL and LDL numbers.)
Ted’s Restaurant, however, was where you would order a Cherry Coke, sit down, and relax, either because a friend was with you or because you knew that sooner or later, one was bound to come in and stay a while.
My old-timer friend continued, “Anymore, our fast food is the same as the fast food up the road. The McDonald’s in Seymour is the same as the McDonald’s in Scottsburg. They’re all the same from Portland, Oregon, to Portland, Maine. I guess consistency is a good thing, but haven’t we reached the point where we’ve gone overboard?
“The Walmart where we shop is the same as everywhere else . . . and that’s pretty much the same as Target or Meijer. And they all sell the same items anyway. How many places do you really need to be able to go buy your Tide detergent?”
He was on a roll: “My insurance agent sells the same stuff as yours, no matter what companies they work for. One has some screaming duck to represent it, and another has some caveman or lizard. I’m ‘in good hands’ in one place, another is ‘on my side,’ while another is ‘like a good neighbor.’ But the problem is, I can’t tell one from the next. I know the difference on my street between one of my neighbors and another. So how do I know why one company is a better neighbor or ‘on my side’ more than the other?”
These are great questions.
Can your customers tell the difference between you and your competition?
No matter your professional responsibilities—as CEO of a Fortune 500 company to a small business entrepreneur, someone at the home office sprinting up the corporate ladder, or a salesperson slogging it out in the trenches—this question should keep you tossing and turning at night: how can your customers distinguish you from your competition?
You should be asking this for one simple reason: The primary problem of your business is that you need more customers who will spend more with you and refer you to their colleagues and friends.
The criterion this senior citizen used to make his determination should terrify you. It should frighten all who are trying to grow our businesses and careers.
“It’s just price, I guess!” he deduced. “I sure don’t notice any difference between them with service. And I don’t know enough about insurance, for example, to really understand the differences between their products. These days, every tree in the forest seems to be exactly alike. It’s not just bland,” he said. “It’s all become the same!”
Every business, whether a global corporation or a small-town shop, grapples with this one fundamental problem: the need for more and better customers.
The solution lies in being chosen more frequently by your target audience. But how do you achieve this?
In today’s world, where products and services increasingly look alike, the secret to being chosen more often is creating distinction.
It’s not enough to be great; you must stand out. It is valid for any industry, from financial services to retail technology firms to local diners. When everything looks the same to customers, they make their choices based on price alone, and that’s a race to the bottom that no business can afford to win.
The path to attracting more and better customers begins with creating distinction. Your business deserves to be noticed and valued for what makes it unique. It’s time to step out of the sea of sameness and into a world where your business shines brightly.
Welcome to the journey of creating distinction.
Remember:
No customer is loyal to a generic.
We are chosen for our differences, not our similarities.
The only points of differentiation that matter are the ones that are valuable to customers and prospects.
Just being different is NOT better. But, being distinctive in a compelling way that attracts target customers and prospects is the key to disruptive success.
How can we help you achieve this? We have a myriad of services we provide to great organizations: keynote speeches, training programs, consulting, executive coaching, train-the-trainer packages, seminars/workshops, and more. The main thing is:
LET’S GET STARTED!
Call us at 800-838-6980 or visit https://ScottMcKain.com
Currently, I am working on a new keynote speech and project that I’m calling “The Customer Algorithm.”
The idea came to me as I was driving a rental car from Tucson to Phoenix. Construction on the Interstate had traffic at a standstill, and I was likely going to miss my flight. This raised the possibility that it might be more productive for me to simply travel to my next speech rather than return home for a day before hitting the road again.
When I called the airline, the AI voice recognized my name and frequent flyer status. It was friendly and made me feel that it wanted to help. However, while it could’ve helped me pick a later flight to the same airport, it was not prepared to help change my destination. I found myself alone in my Hertz rental, repeatedly shouting, “REPRESENTATIVE!”
You know that organizations are increasingly turning to AI to support their customer experience strategies. While AI offers numerous benefits, it is crucial not to overlook the importance of the human element in delivering the Ultimate Customer Experience®. Emotional intelligence is the key to building trust and loyalty — essential components of any successful CX strategy.
As my recent travel experience suggests, human agents are better suited to handle unique or unexpected situations that fall outside the scope of AI’s programmed responses. People on your team should be able to think creatively, draw from their experiences, and offer personalized solutions. This flexibility is particularly valuable in industries where customer needs and preferences can vary widely, such as retail, healthcare, and hospitality.
However, this does not mean that your organization should shy away from implementing AI in your CX strategies. AI can be a powerful tool for handling routine inquiries, providing quick access to information, and streamlining processes. The key is to find the right balance between AI and human interaction, leveraging the strengths of each to create a seamless and efficient customer experience.
The obvious question is, how do you achieve this balance?
Organizations must invest in training their human agents to work effectively alongside AI. This includes teaching your AI how to hand off conversations smoothly and when to escalate issues to a human agent. Your team must be trained on how to leverage AI-generated insights to provide better service. Additionally, organizations should prioritize transparency, letting customers know when they are interacting with an AI and offering the option to speak with a human agent if needed – without requiring them to shout “REPRESENTATIVE” repeatedly to get to one!
Another important consideration is the continuous improvement of AI systems based on customer feedback and interactions. By analyzing data from both AI and human interactions, you can identify areas for improvement and fine-tune your AI algorithms to better meet customer needs.
AI is a valuable addition to any CX strategy, but it is not a replacement for the human element.
The Ultimate Customer Experience® requires a balanced approach that leverages the efficiency of AI and the emotional intelligence of your team members. By investing in the right mix of technology and human talent, organizations can create a customer experience that drives customer retention and referrals, which means profitability for your organization.
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.
