This post is a bit unusual for me. This is directed solely to my fellow #professionalspeakers and to those who desire to speak professionally.
It’s time for me to respectfully, but strongly, dispute some advice that is being shared by some that, if taken on its face, could be hugely detrimental to both your career personally and to the speaking business as a whole.
When asked to describe what it takes to become successful, Steve Martin said, “Market like crazy and do whatever it takes to get hired as a performer!”
No…wait. He did not say anything like that at all.
Instead, he said, “Become so good at what you do that you become impossible to ignore.”
Here’s the problem — Martin’s approach is significantly more difficult to undertake. It also leaves you less of a prospect for those who seek to sell you services that market your business, run your social media, write and publish a book, and any of the other myriad of pitches that anyone who calls themselves a speaker will encounter.
If Mercedes-Benz said, “Our job is to sell the car, not make a great car,” where do you think their reputation and profitability would be as compared to the esteem they have in the marketplace?
If Steve Jobs had stated, “Apple’s job is to sell the iPhone, not deliver a remarkable device,” we might still be carrying BlackBerrys. Instead, he drove his team to develop products that were “insanely great.”
Let me be clear: if you call yourself a professional speaker, your primary job is to serve your client by delivering a distinctive, amazing presentation.
You book the speech because you are so great on the platform that you become impossible to ignore as a speaker, thereby creating demand for your programs. If you think your primary job is to book the speech, your focus is on the wrong target — and can likely derail your long-term prospects for a successful career.
Look, I realize there will be many who will dispute my position here — or say this is the way it used to be but doesn’t apply to today’s meetings marketplace. All I ask you to consider are these two questions:
If you purchased a supremely marketed product or service that failed to deliver as promised, would you buy more of it and advocate it in the marketplace? Or would you never buy it again and tell others of your disappointment?
If someone tells you that booking the speech is your main job instead of delivering the presentation, is there the potential for a hidden agenda? Are they hoping to sell you a service that promotes your speaking without helping you improve your content and delivery?
Your job is to craft and deliver a presentation so compelling to the client and the audience that their loyalty becomes assured. I had someone tell me that my success as a speaker could be measured in the thousands of paid presentations that I’ve delivered. I gently disagreed. I think my success should be measured by how many terrific clients and meeting professionals have had me return and speak for their groups on multiple occasions.
A speaker does not work for one firm over 100 times, as I have for Merrill Lynch, because I thought my job was to book the gig.
You aren’t a keynote for seven consecutive years, as I am for Chrysler, because of marketing.
You don’t sign six-figure retainers, as we have with terrific partners like Volkswagen Australia, Juniper, and SkinCure Oncology, and more, because I hired a social media team.
(Please excuse this previous paragraph — I know it sounds braggadocios, and I apologize for that. It’s important to me, however, that you know I’m presenting my opinion from experience and evidence.)
There’s only one aspect that the “A-list” of professional speakers have in unison. In today’s meetings marketplace, thank goodness, there’s more diversity in speakers and in thought than ever before. But there is still this common denominator: the top speakers are all AMAZING on the platform.
Here’s a bit of tough love that we all need to hear in this profession: If you are not getting booked — and especially if you aren’t getting booked to return or through word-of-mouth recommendations — your problem is NOT your marketing.
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.
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.
The late, great Tom Winninger – a friend and Speakers Roundtable colleague – wrote a book over thirty years ago titled “Price Wars.” And even though Tom was a brilliant visionary, I think even he would look at the level of pressure surrounding commoditization today and be astounded.
In today’s hyper-competitive landscape, products and services are increasingly becoming indistinguishable, reduced to mere features and specifications on a spreadsheet. In an era where consumers are bombarded with endless choices and digital marketplaces are overcrowded with similar offerings, businesses of all sizes are grappling with the pervasive challenge of commoditization.
This phenomenon erodes margins and dilutes brand value, compelling companies to compete in a race to the bottom on price. Brutal price wars erode profits and leave businesses of all sizes scrambling for survival.
However, there is a potent strategy that can serve as your barricade against this trend: creating distinction and delivering an Ultimate Customer Experience®. (UCX)
Think of the UCX as a force field against the commoditization storm. It’s not just about providing good service; it’s about crafting memorable, emotional interactions that leave customers raving about your brand. It’s about understanding their deepest needs and desires and exceeding their expectations in surprising and delightful ways.
And here’s the beauty: it works for businesses of any size or industry.
Let’s face it: price is always a factor. But when you deliver a UCX, research clearly shows that price becomes secondary. Customers are willing to pay a premium for an experience that makes them feel valued, understood, and even a little special. One study states that 64% of customers consider the experience more important than the price.
But the journey to UCX must always begin with an effort to create distinction.
What sets your business apart?
Is it your innovative product features, your commitment to sustainability, or perhaps the unparalleled expertise of your team?
Distinction is not merely about being different; it’s about being strategically different in ways that resonate deeply with your target audience.
It’s about creating a narrative around your brand that is compelling, memorable, and impossible to replicate.
Yet, distinction alone is the first step. It must be intricately woven into the fabric of the Ultimate Customer Experience®.
This concept transcends the traditional notion of customer service; it’s about curating every interaction between your brand and your customers to be not just positive but unforgettable, as well. From the initial touchpoint to the post-purchase follow-up, every moment is an opportunity to reinforce your distinct value and forge an emotional connection with your customers.
Often, when we first think of UCX, what comes to mind are companies we’ve discussed so much it’s become clichéd – Apple, Amazon, Southwest, Zappos, etc. However, for small and medium-sized businesses, the path to distinction and delivering an Ultimate Customer Experience® might look different, but it is equally critical.
It could be the local café that remembers your name and order, creating a sense of belonging, or the online retailer whose packaging and personalized notes make every delivery feel like a gift. These touches of distinction and customized experiences can transform a routine transaction into a memorable event, fostering customer loyalty and advocacy.
As businesses navigate the complexities of modern markets, the twin strategies of creating distinction and delivering an Ultimate Customer Experience® emerge as the most effective defense against the forces of commoditization and price competition.
By focusing on what makes your brand uniquely valuable and consistently delivering exceptional experiences, you can elevate your offering beyond the mundane, fostering a loyal customer base that values your brand for reasons far beyond price.
In this way, distinction and an Ultimate Customer Experience® are not just strategies for growth; they are imperatives for survival and success in today’s competitive landscape.
We help organizations (like BMW, Apple, Cisco, and literally hundreds more) and their leaders create distinction and deliver the Ultimate Customer Experience® through custom-designed approaches ranging from keynote presentations to UCX training, from executive consulting to coaching sales professionals. How may we assist you to beat the commodity trap and enhance profitability? Contact me!
Almost everyone with a few years of experience and who shares a comparable profession to mine – speaking for corporate conferences and consulting and training in sales and customer experience – will have a similar story.
Somewhere along the way, we encountered the executive who told us, “We had to make some serious budget cuts this year. Therefore, there’s no alternative, and we must slash our expenditures on training and corporate events – particularly outside speakers.”
While I acknowledge considerable prejudice around this topic, I believe this approach is flawed and terrifically short-sighted.
And while this commitment to ongoing education and inspiration for your entire team is essential, the impact of training and development on Millennial and Gen Z workers is particularly significant, as these generations have distinct expectations and values regarding their careers and workplace environments.
Deloitte’s Millennial Survey found that 44% of Millennials and 49% of Gen Zs believe continuous learning is the key to a successful career. This demonstrates their keen interest in continuously acquiring new skills and knowledge.
A study by ManpowerGroup shows that Millennials prioritize learning over other benefits in a job. 93% want lifelong learning and are willing to spend their own time and money on further training.
Investing in training and outside perspectives is not just an expense; it’s a critical component for driving revenue growth and ensuring long-term business success.
Here are five reasons why:
1. Enhancing Employee Skills and Productivity
Investing in employee training is vital for any organization aiming to stay competitive. An Association for Talent Development report found that companies offering comprehensive training programs have 218% higher income per employee than those with less comprehensive training. Moreover, these companies enjoy a 24% higher profit margin than those who spend less on training. This data underscores the direct correlation between employee training and an organization’s financial performance.
The impact of training and development on Millennial and Gen Z workers is particularly significant, as these generations have distinct expectations and values regarding their careers and workplace environments. Investing in their growth is not just a perk; it’s a crucial factor in attracting and retaining these younger talents.
A LinkedIn Workplace Learning Report revealed that 94% of employees would stay at a company longer if it invested in their career development. This sentiment is even stronger among Millennials and Gen Z, who prioritize personal growth and career development.
According to a Gallup report, 87% of Millennials rate “professional or career growth and development opportunities” as important to them in a job, far higher than the 69% of non-Millennials who say the same.
2. Fostering Innovation and Adaptability
In a world where change is the only constant, organizations must be agile and innovative to create distinction and stand out in their marketplace.
Selecting the right outside speakers, consultants, and training programs brings fresh perspectives and ideas that can spark innovation within a company. They can challenge conventional thinking and encourage employees to think outside the box, leading to new processes and approaches that drive revenue growth.
3. Enhancing Employee Engagement and Retention
It just makes sense that engaged employees create higher customer satisfaction and are more productive — which in turn boosts revenue. A Gallup study revealed that highly engaged teams show 21% greater profitability.
In my experience, delivering educational programs of quality not only enhances employee skills but also means employees feel the organization cares about their growth – making them more engaged. In a recent series of programs I delivered in the healthcare industry, one of the main comments from participants was that they loved the series of programs because it displayed that their company was willing to invest in them with high-quality and custom educational content.
4. Building a Strong Corporate Culture
Training and events featuring outside speakers can significantly contribute to building a strong, positive corporate culture. They provide opportunities for team building and shared learning experiences, reinforcing the company’s values and vision. A strong corporate culture is not just about employee satisfaction; it’s a business strategy.
Research by Deloitte found that organizations with a strong culture have a 4X higher revenue growth compared to those with a weaker culture.
A study by TINYpulse found that professional growth opportunities are the top factor in employee happiness for Millennials. This is a significant shift from previous generations, who placed higher value on salaries and job security.
The 2021 Deloitte Global Millennial and Gen Z Survey reported that during the COVID-19 pandemic, Millennials and Gen Zs showed a strong preference for employers who offered skills training, especially those that could be done remotely.
5. Enhancing Customer Satisfaction and Loyalty
Finally, well-trained employees are better equipped to meet and exceed customer expectations, increasing customer satisfaction and loyalty. This is particularly true in service-oriented industries where the customer experience is paramount. According to a study by the Institute of Customer Service, there is a clear link between employee engagement, customer satisfaction, and revenue growth. The study found that a 1% increase in employee commitment (a proxy for engagement) can lead to a monthly increase of 9% in sales.
Think about it…
Cutting budgets for training and outside perspectives might seem like a quick fix for financial challenges, but it’s a counterproductive strategy in the long run.
The evidence is clear: investing in training and external insights is not just beneficial; it’s essential for driving revenue growth and ensuring the sustainable success of an organization.
Leaders who recognize and act on this will position their companies to thrive in an ever-changing business environment.
If you and your organization would like to join the long list of distinctive companies of all sizes that have benefited from our programs – from keynote speeches to in-depth training – on distinctive sales strategies and delivering the Ultimate Customer Experience®, please connect with us here! We would love to help you, too, grow revenue and profitability!
In today’s hyper-competitive market, the alignment between what your business promises and the performance that it delivers is not just a matter of integrity; it’s a cornerstone of customer experience and loyalty.
I highlight the criticality of this congruence in my book “ICONIC.” When a business’s marketing claims do not match the customer experience, it leads to a trust deficit, adversely affecting its reputation and bottom line. And, let’s face it, in most organizations, the people making the promise are seldom the ones who have to deliver the performance for your customers.
Your goal in 2024 should be to make certain that your promises and performances are in perfect alignment.
The Promise-Performance Gap
The promise-performance gap emerges when there’s a disconnect between the expectations set by marketing and the actual customer experience. This discrepancy can be particularly damaging. A study by PwC found that 73% of consumers cite customer experience as a significant factor in their purchasing decisions, but only 49% of U.S. consumers say companies provide a good customer experience. This gap indicates a widespread issue in businesses failing to live up to their marketed promises.
Impact on Customer Loyalty
Loyalty is earned when a business consistently meets or exceeds the expectations it has set. According to Accenture, 52% of consumers have switched providers due to poor customer service, highlighting the direct impact on customer retention. When the experience falls short of the marketing hype, customers feel misled, leading to dissatisfaction and churn. Everyone spending money with your business has the right to receive an Ultimate Customer Experience. ®
Brand Reputation and Word of Mouth
In the digital age, word of mouth travels fast. A survey by BrightLocal revealed that 87% of consumers read online reviews for local businesses in 2020, up from 81% in 2019. Negative experiences, especially when they contradict marketing claims, can quickly escalate into a crisis through online reviews and social media, affecting potential customers’ perceptions.
The cost of not aligning promises with performance is not just in lost customers but also in the additional effort required to regain trust. Harvard Business Review notes that acquiring a new customer can be anywhere from 5 to 25 times more expensive than retaining an existing one. This cost becomes exponentially higher when businesses must invest in damage control and rebuilding their reputation.
Best Practices for Alignment
1. Understand Customer Expectations: Regularly gather customer feedback to understand their expectations. This information should guide marketing messages to ensure they’re realistic and achievable.
2. Internal Alignment: Make certain that all divisions, particularly marketing and operations, are in sync. The promises made in marketing campaigns should be well understood and executable by the teams responsible for delivering the customer experience.
3. Regular Training: Employees should be regularly trained not just on their job functions but also on the brand’s values and promises. This ensures that everyone is equipped to deliver on those promises consistently.
4. Monitor and Adapt: Continuously monitor customer feedback and market trends. Be ready to adapt both your marketing messages and operational strategies to stay relevant and true to your promises.
The congruence between promise and performance stands at the core of customer trust and loyalty.
In an era where customers have endless options, the businesses that create distinction are those that understand and implement this congruence in every aspect of their operations.
By aligning marketing promises with customer experience, you will not only foster loyalty but also build a sustainable model for long-term success.
