On a recent trip to the Big Island of Hawaii, Tammy and I thought we would take a look at interval ownership vacation properties — perhaps better known as a timeshare. We realize that traditionally, this field has a bad reputation. However, we thought it was worth a couple of hours to see for ourselves if the approach would be different and the process had improved.
When the shuttle we thought was going to pick us up failed to appear, I called the reception desk to let them know we were running late. The receptionist asked, “Do you have a rental car?” When I replied that we did, she said curtly, “So, why didn’t you drive here rather than have us pick you up?”
My response was that they didn’t know whether we had a car or not — and as the customer, I should get the opportunity to make the decision on our transportation. Believe it or not, she hung up on me!
Upon arrival, we were met by our sales advisor. He started by addressing concerns we had not even voiced — the reputation of high-pressure tactics and more. He was reassuring and captured our interest.
After showing us a unit like the one we might invest in, his manager came in to talk with us. Despite our insistence that we would consider our decision over the three days we were at the adjoining hotel, she repeatedly inquired, “What can we do to make you owners TODAY?” The pressure was insistent and off-putting.
The tactic made us dig in our heels and refuse to make a decision. In other words, it had exactly the opposite effect that she desired.
Then we were taken into another room to be offered an alternative. When we entered, we could not help but notice that several of the bulbs in the chandelier were burned out and had not been replaced. As prospective customers, we asked ourselves, “If they can’t take care of their own offices…how much care will the maintenance show our timeshare?”
We did not purchase. In part, it was because of the high pressure tactics that simply do not work in today’s marketplace. But it was also an example of how the “little things” make a huge difference to customers.
In other words, the minutiae often define the customer experience more than grand gestures. Here are six reasons why:
1. First Impressions: Little things like a clean environment or a fully functional facility contribute to a customer’s immediate assessment. The Halo Effect suggests that one positive aspect can make everything else seem better. When a customer walks into a pristine environment, they’re more likely to have a positive view of the entire brand.
2. Psychological Comfort: According to Maslow’s Hierarchy of Needs, physical and safety needs come first. A clean, well-maintained space appeals to these basic human requirements, increasing the chances of customers feeling comfortable enough to engage more deeply with your business.
3. Attention to Detail: Harvard Business Review points out that customers value “effortless experiences.” If light bulbs are out or the surroundings are dirty, it indicates a lack of attention that might extend to your products or services.
4. Consistency: In a world where consumer expectations are ever-evolving, reliability is king. According to a PwC report, 65% of U.S. consumers say a positive experience with a brand is more influential than great advertising.
5. Word of Mouth: In an American Express Survey, 65% of participants said they’ve spoken to others about a bad experience, but they’re also likely to share positive experiences. Good experiences with attention to small details get amplified in this age of social media, offering free advertising and genuine endorsements.
6. Up-sell and Cross-sell Opportunities: A CX Intelligence Report suggests that customers who’ve had a good overall experience are 74% more likely to be open to add-on sales. Ensuring the basics encourages people to stick around longer, increasing their lifetime value to the business.
Mastering the little things isn’t just good housekeeping; it’s a strategic move that impacts customer perception, loyalty, and ultimately, your bottom line.
Creating the “Ultimate Customer Experience®” would have improved the opportunity for this group to make a significant sale. The problem is they weren’t aware that these “small” elements can make a world of difference.
Are you taking care of the small aspects that can mean big sales and create distinction for your organization?
In an era of technology revolutionizing how businesses interact with customers, we often get lost in metrics, data analytics, and complex algorithms.
However, the soul of customer interaction—common courtesy. The term may sound old-fashioned, but its essence is timeless and universal.
Today, we discuss the latest AI-enabled customer service bot or personalized marketing strategy. While those are critical in achieving organizational distinction, we overlook the simplest yet most impactful element—treating your customers courteously.
That’s where the Ultimate Customer Experience® starts. You can have the most sophisticated systems in place, but if your team lacks basic manners, your efforts will fall flat.
We can pull statistics to confirm this—Harvard Business Review points out that customers who had positive past experiences with a brand spend 140% more compared to those who had negative experiences. A study by PwC found that 32% of customers would stop doing business with a brand after just one bad experience. These are not just concepts; they represent the tangible outcome of either applying or ignoring common courtesy.
In business environments worldwide, irrespective of cultures and languages, courtesy is a universal language. It is the fabric that sews the entire customer experience together. Think about it—the hospitality of Japan, the “Ubuntu” of South Africa, or the customer-is-always-right mentality of America—all variations of common courtesy.
What does common courtesy in the Ultimate Customer Experience® entail? It starts with active listening. When customers feel heard, they feel respected. It involves polite language and gestures—a “please” and “thank you” cost nothing but earn invaluable customer loyalty. It’s also about transparency; don’t promise what you can’t deliver. Misleading a customer is the ultimate discourtesy.
In my decades-long journey of helping businesses stand out and earn more, one thing is crystal clear: the organizations that invest in training their staff in the art of courtesy outperform their competitors who don’t.
A courteous approach to customer service isn’t just a department—it’s a culture. For executives and entrepreneurs, this is a critical leadership responsibility. It’s not merely a line item in the training manual; it’s a core value that drives the ultimate goal of any business—to create a distinct, memorable, and beneficial experience for your customer.
Let’s elevate the conversation from simply evaluating “customer satisfaction metrics” to instilling a culture of common courtesy. In doing so, we don’t just satisfy our customers; we thrill them. And in today’s fiercely competitive marketplace, the Ultimate Customer Experience® is not just about standing out—it’s about being unforgettable. Courtesy makes you unforgettable.
The technology and strategies that propel your business forward are crucial, but it’s the underlying layer of common courtesy that can truly make or break your relationship with customers. This is more than a polite suggestion; it’s a cornerstone of business success.
Remember, in a crowded marketplace, distinction doesn’t just come from innovation; it also comes from positive, courteous customer interactions. After all, courtesy never goes out of style.
Don’t let your drive for innovation eclipse the age-old wisdom of simply being courteous; the Ultimate Customer Experience® depends on it.
In today’s dynamic global marketplace, businesses constantly grapple with ways to stand out and earn more. While their tools and strategies may evolve, there’s one constant: the undeniable power of the Ultimate Customer Experience®.
Having spoken in all corners of the globe, from the White House lawns to international conventions, and having engaged with leaders and businesses of all scales, I’ve discerned a universal truth. The businesses that not only survive but thrive are those that offer a customer experience unparalleled in its excellence.
First, let’s dive into some numbers. A study from PwC revealed that a staggering 86% of buyers are willing to pay more for a great customer experience. The same report emphasized that the price of neglecting this element is dire; nearly 60% of consumers would walk away after several bad experiences, and 17% after just one. Businesses cannot afford to be complacent.
But it’s not just about retaining clientele. The Ultimate Customer Experience® is a potent differentiator in a sea of sameness. Reflect upon legends in the business realm – the likes of Apple, High Point University, Cisco, or BMW — all organizations that I’ve had the privilege to serve. What separates them from the rest isn’t just product quality, but an experience that is distinctive and memorable. As I emphasize in my work on organizational distinction, creating a unique space for your brand in a cluttered marketplace is not just advantageous, it’s imperative.
For businesses, every touchpoint, whether it’s a phone call, an online transaction, or a face-to-face interaction, represents an opportunity to reinforce your brand’s values, to show that you’re not just another entity in the market. You can demonstrate that you value and understand your customers. It’s about making each engagement not just a transaction, but a memorable event.
From my years of experience and observation, I’ve come to understand the profound impact of cultures that prioritize the customer experience. It fosters loyalty from both customers and your team members. When they feel valued and understood, they aren’t just likely to return; they become ambassadors of your brand, advocating on your behalf, and expanding your reach in ways that no marketing budget can replicate.
Moreover, as we navigate a world that’s becoming increasingly interconnected, understanding the global importance of the Ultimate Customer Experience® is paramount. Businesses must cater to a diverse clientele, respecting and valuing the myriad of cultures, perspectives, and expectations they bring to the table. It’s a testament to the universality of quality service, which transcends boundaries and resonates universally.
The importance of the Ultimate Customer Experience® cannot be understated. It’s the backbone of brand distinction, the catalyst for loyalty, and the ticket to sustainable success in an ever-evolving marketplace. As I delve deeper into this subject in my book, “The Ultimate Customer Experience,” I invite you to join me on this journey. Whether you’re a seasoned business leader or an aspiring entrepreneur, there’s always room to refine, reinvent, and reinvigorate the experiences we deliver to those who matter most – our external and internal customers.
Let’s commit to making every interaction count, elevating our brands, and setting a gold standard in customer service. After all, in a world full of choices, let’s give our customers a compelling reason to choose us, time and time again.
In the ever-evolving landscape of today’s business world, titles and roles frequently change to reflect the dynamism of the marketplace. However, my friend, Jack Miller, the General Manager of the Fairmont Scottsdale Princess, has taken a step that resonates far beyond mere semantics. He has rebranded himself as the “Chief Inspiration Officer.”
I wrote extensively about Jack and the Scottsdale Princess in my book, “ICONIC,” as a shining example of distinction. Jack is a leader who understands what it takes to be not just the best IN the world but the best FOR the world. This latest move is a profound testament to his commitment to leadership that inspires.
Leading Through Inspiration
The traditional view of leadership often involves guiding, directing, and managing. For some, it may even (unfortunately) mean ordering and dominating. But the truly transformative leaders are those who inspire. Inspiration fuels passion, sparks creativity, and nurtures the courage to innovate and take risks.
The Chief Inspiration Officer
Jack Miller’s title change is more than a novel moniker to which other leaders should aspire. It symbolizes a shift in focus from managing to actively inspiring a team. This isn’t about overseeing operations and finances; it’s about creating a culture where every team member feels driven to excel and contribute their best.
As the Chief Inspiration Officer, Jack embodies a leadership style that motivates his team through shared vision, purpose, and enthusiasm. He recognizes that his role is not just to tell people what to do but to help them discover why they do it and what they can achieve while simultaneously delivering an Ultimate Customer Experience.®
A Culture of Inspiration
This shift in leadership perspective fosters a culture where inspiration infuses every level of the organization. It encourages employees to think creatively and to strive for more than just meeting quotas or targets. It creates an environment where innovation thrives, and success is measured not merely by numbers but by the positive impact and distinctive contributions made.
When my favorite bartender, Jaimie Werling, announced he was moving from Indianapolis to Scottsdale, I suggested he contact the Fairmont. He’s now been there for several years – and tells me constantly that he continues to be inspired by Jack and his fellow leadership team. This resort attracts the best – like Jaimie – because they inspire.
The Ripple Effect
When a leader like Jack Miller emphasizes inspiration, it sets a precedent that extends beyond his immediate team. It conveys to the entire industry that leadership is not about maintaining the status quo. It’s about challenging it, growing, and constantly finding new ways to stand out and create distinction.
The Takeaway: Be the Best FOR the World
Jack Miller’s evolution from General Manager to Chief Inspiration Officer is more than just an interesting anecdote. It’s a lesson in how leadership can—and should—evolve to meet the unique challenges of today’s world.
If we want to lead teams that are not just efficient but exceptional, not just productive but passionate, we must lead through inspiration.
Jack’s example serves as a beacon for any leader aspiring to create distinction within their team or organization. It’s a reminder that titles and roles are flexible, but the core principles of leadership remain. Leaders inspire, elevate, and bring out the best in those around them.
May we all strive to be Chief Inspiration Officers in our respective fields, for it is the path to true distinction and enduring success.
Unfortunately, many businesses still fall short when it comes to delivering an Ultimate Customer Experience®. Because of this, they not only suffer in terms of retaining customers, but they also lose out on the referral business that can group their company. I’ve been on a crusade for over two decades to move organizations to this high standard – yet the vast majority still are not hitting the target.
Even as businesses all over the world are currently spending billions on enhancing consumer experiences, there are still several reasons why this is the case.
The top four are as follows:
Lack of training: Many team members are not properly trained on how to interact with customers. This can lead to misunderstandings, frustration, and even anger.
Automated systems: Automated systems can be helpful for simple tasks, but they can also be frustrating when customers need to speak to a human being. The challenge is that when it’s difficult to hire quality employees, and the cost of good team members has risen, more organizations are shifting to this approach.
Long wait times: Customers do not have the luxury of waiting for hours on end. If they can’t obtain assistance right away, they’ll probably go somewhere else to do business. Wouldn’t you?
Unhelpful employees: Some employees are simply not interested in providing good customer service. They may be rude, dismissive, or even incompetent. And some of younger generations may not expect the types of experiences we want them to deliver. We can’t presume our team can deliver an experience they cannot relate to receiving.
When customers have a bad experience, research shows that they are likely to take their business elsewhere – even if it’s only been a single negative encounter. They may also share their negative experience with others, whether in person with friends or online with the world, which can damage a company’s reputation.
What can businesses do to improve their customer experience? Here are four tips:
Train your employees: Make sure your employees are properly trained on how to interact with customers. This includes teaching them how to be polite, helpful, and understanding.
Use human beings: Don’t rely too heavily on automated systems. Customers appreciate being able to speak to a human being when they need help.
Keep wait times short: Customers don’t have time to wait on hold for hours. If you can’t resolve an issue quickly, offer to call the customer back as soon as possible.
Hire helpful employees: When hiring new employees, look for people who are friendly, patient, and eager to help.
In addition to the above, businesses can also improve their customer experience with these three steps:
Making it easy for customers to do business with you: This includes having a clear and easy-to-use website, offering multiple ways to contact customer service, and providing clear and concise information about your products and services.
Personalizing the customer experience: This means understanding your customers’ needs and preferences and tailoring your interactions with them accordingly. For example, you can use customer data to send personalized emails or offer special promotions.
Going the extra mile: This means going above and beyond what is expected to make your customers happy. For example, you could offer a refund or replacement if a customer is not satisfied with their purchase, or you could send a handwritten thank-you note to a customer who has made a large purchase.
By following these tips, businesses can improve their customer experience and boost their bottom line.
The goal of my forthcoming book, “The Ultimate Customer Experience® — Five Steps Everyone Must Know to Excite Your Customers, Engage Your Colleagues, and Enjoy Your Work,” is to provide in a concise and compelling form the primary steps that EVERY employee must integrate into every customer reaction.
One major automotive company just purchased over 1000 copies to present to frontline employees. This is the book that each team member should read to provide a baseline for every customer interaction.
“The Ultimate Customer Experience®” will be released in two weeks – but you can pre-order now! Go to https://UltimateCustomerExperience.com for all the information.
