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.
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.
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.
In the field of customer experience, the advent of Artificial Intelligence presents an unparalleled opportunity for businesses to redefine the way they interact with customers.
Your incorporation of AI into your customer experience strategies is not just about harnessing new technologies; it’s about crafting more intuitive, responsive, and personalized interactions that elevate the customer journey to new heights. Here’s an exploration of how AI can be leveraged to enhance the Ultimate Customer Experience®:
AI-Enhanced Personalization
At the heart of any exceptional customer experience lies deep personalization – the ability to not only meet but anticipate the unique needs and preferences of each customer.
As I’ve written in my previous books dating back to the late 1990s, it’s the way you personalize to create emotional connections that form the fundamental difference between “customer service” and the “customer experience.”
AI excels in analyzing vast datasets to uncover patterns and preferences, enabling your business to tailor their offerings with unprecedented precision. From customized product recommendations to personalized communication, AI can transform a standard transaction into a tailored interaction that resonates deeply with the individual customer.
Conversational Interfaces and Virtual Assistants
AI-powered conversational interfaces, such as chatbots and virtual assistants, have revolutionized customer engagement by providing instant, on-demand assistance. These AI solutions can handle a wide range of queries, from simple FAQ responses to complex transactional conversations, ensuring that customers receive the right information at the right time.
The key to leveraging these tools in creating distinction lies in their seamless integration and human-like interaction capabilities, making digital conversations feel personalized and engaging.
Predictive Analytics for Proactive Engagement
Predictive analytics, powered by AI, allows businesses to anticipate customer needs before they arise, offering solutions and services proactively. This forward-thinking approach to customer engagement can transform the customer experience from reactive to proactive, delighting customers by exceeding expectations and preemptively solving problems.
Whether it’s predicting a need for maintenance before a product fails or offering a discount on a much-loved product before the customer runs out, predictive engagement adds a layer of thoughtfulness and anticipation to the customer experience.
Continuous Learning and Evolution
AI systems are inherently designed to learn and improve over time, analyzing every interaction to enhance future performance. This continuous learning process ensures that the customer experience is constantly evolving, adapting to new trends, preferences, and feedback.
Businesses that harness this aspect of AI can ensure that their customer experience strategies remain at the cutting edge, always one step ahead in meeting and exceeding customer expectations.
Finally – and most importantly:
Enhancing the Human Touch with AI Insights
While AI can automate and enhance many aspects of the customer experience, the human touch remains irreplaceable.
AI’s true power lies in augmenting human interactions, not replacing them.
By providing customer service representatives with real-time insights, suggestions, and support, AI enables them to deliver more empathetic, informed, and effective service. This synergy between AI and human intuition creates a customer experience that is both highly efficient and deeply personal.
In integrating AI into the Ultimate Customer Experience®, it’s vital that you maintain a customer-centric approach, ensuring that technology serves to enhance rather than detract from the personal, emotional connections that lie at the heart of every great customer interaction.
By leveraging AI in these strategic, thoughtful ways, you can create an Ultimate Customer Experience® that creates distinction for your business in a crowded marketplace.
In business and leadership, the pursuit of distinction and the delivery of the Ultimate Customer Experience® are paramount. Yet, a pervasive challenge that I’ve observed in several organizations threatens to undermine these objectives: the echo chamber effect.
This phenomenon, where similar thoughts and ideas circulate and reinforce themselves within a group, can stifle innovation and lead to a narrow-minded understanding of customer needs. This issue is particularly concerning in today’s diverse marketplace, where understanding and catering to a wide array of customer preferences is crucial for standing out and driving success.
The echo chamber effect is not just a social or political phenomenon; it extends deeply into the business world.
Leaders and teams often fall into the trap of designing products, services, and experiences based on their personal preferences and biases rather than on a deep understanding of a diverse customer base. This inward-looking approach can lead to the disconnect I wrote about in my book, “What Customers REALLY Want,” between what businesses offer and what their customers crave.
For instance, web designers may create complex, cutting-edge websites aimed at showcasing their technical prowess to peers, neglecting the ease of navigation and accessibility for the average user. Similarly, product developers might focus on features they find innovative or exciting, overlooking the practical needs and preferences of their target audience.
At some point, I think most of us have been on a website or using a product and thought to ourselves, “How do I work this damned thing?”
This misalignment not only hampers the customer experience but also erodes the competitive edge businesses strive for.
The echo chamber effect also reveals itself in the people we choose to surround ourselves with. In the quest for racial, gender, and other forms of diversity, it’s crucial to remember that cognitive diversity is equally important. Bringing together individuals who think differently, challenge the status quo, and offer unique perspectives is vital for fostering innovation that creates distinction and delivers ultimate experiences that resonate with a broad customer base.
Yet, often, businesses prioritize typical diversity metrics and ignore deeper, impactful cognitive and experiential diversity.
Breaking free from the echo chamber requires deliberate and strategic efforts.
It begins with cultivating a culture of curiosity and openness, where questioning and challenging the norm is encouraged.
Leaders must actively seek out and listen to voices that differ from their own, ensuring that decision-making is informed by a multiplicity of perspectives.
This involves not just listening to diverse team members but also engaging directly with a wide array of customers to understand their needs, preferences, and pain points.
Leveraging data and analytics can provide objective insights into customer behavior and preferences, helping to counteract subjective biases. Regularly testing and improving on products, services, and experiences with real users from diverse backgrounds can help ensure that you are meeting the actual needs of your customers rather than what you might presume those needs to be.
The echo chamber effect poses a significant threat to the creation of the Ultimate Customer Experience® and the pursuit of distinction in business.
By recognizing this challenge and taking proactive steps to foster diversity of thought, engage with diverse customer bases, and leverage data-driven insights, leaders can steer their organizations away from the echo chamber and towards a more inclusive, innovative, and customer-centric future.
This not only enhances the customer experience but drives sustainable growth and distinction in your competitive marketplace.
If we can assist you by bringing fresh perspectives and helping you escape the echo chamber, we would love to connect! Contact Shelley at shelley@scottmckain.com.
Imagine a world where businesses not only understand their customers’ current needs but anticipate their future ones. This isn’t just a dream—it’s the key to distinction in a crowded market. Your challenge in creating distinction and standing out from the competition lies, in part, in your ability to not only think like your customer – but to also be equipped to think AHEAD of your customer.
Here’s an example of this that can work for any and every business, yet it’s from higher education and my friends at High Point University.
Have you defined specifically who your customers are? They have at High Point University – and obviously, two of those customer groups are students and parents. Just a few weeks ago, the fall semester ended, and students were traveling home for the holidays.
Thinking like the customer in this field means you prepare for their departure. Thinking ahead of the customer means you consider how you help students get home safely to their parents.
So, HPU created a “car check-up” program. Students could drive through and have mechanics check their tire pressure, oil level, and other major points to help ensure that no parent would receive a call from a distraught student broken down on the side of the road.
The President of the University, my friend Dr. Nido Qubein, even walked the line of cars waiting for inspection, asking the students about their holiday plans. Can you imagine other University Presidents doing this? It would not have happened where I went to college…but it’s part of High Point University’s total commitment to creating distinction and delivering an ultimate experience for all of its customer groups.
You start by thinking like your customer – not thinking as a business leader, entrepreneur, or manager in your specific field. The greater challenge is to have such a deep customer mindset that you can identify problems or obstacles your customers may be experiencing before they do – or ones that aren’t specifically related to your product or service.
A properly functioning automobile is not integral to academic achievement. However, Dr. Qubein and HPU know that caring about the student is a meaningful component of the total college experience and provides a critical point where their university can differentiate itself from other institutions.
But wait, as they say, there’s more.
A major winter storm is hitting many parts of the country – so what did HPU do for returning students? They added more of their complimentary shuttles to airports to accommodate families who want to get their student back to campus ahead of the storms. (By the way – how many universities offer complimentary shuttles from multiple airports back to campus for students?)
And they opened the dorms early so students could beat the weather. They even opened the café up early to accommodate students arriving and dining before the originally planned return. And here’s the kicker, they did all of this at no cost to the students.
Imagine parents talking with friends who have their kids at another college, talking about the steps HPU takes to ensure safety and deliver an ultimate experience. The point here is that distinction is a primary marketing tool. It creates referrals that are impossible to beat.
Studies cited in the Journal of Service Research underscores the power of thinking ahead of the customer. Companies that anticipate and address future needs not only achieve higher customer satisfaction but they also enjoy a distinct competitive advantage. This forward-thinking approach leads to increased customer loyalty and a stronger reputation through positive word-of-mouth – crucial assets in today’s market no matter your industry.
It’s a great privilege for me to be HPU’s “In Residence Expert on Distinction and Relevance” – but I must tell you that I feel that I’m constantly learning more from them than I have to share with the students, faculty, and staff.
Your business likely doesn’t involve opening dorms or testing the cars of young drivers – but your strategy should be the same. You do better when you think like your customer…something few businesses or leaders do. However, you become distinctive when you think ahead of your customer…and High Point University is a perfect case study of how this is done to perfection.
It’s time to shift from merely meeting customer needs to proactively anticipating them. The question is: how will your business rise to this challenge?
