Latest / Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders / 241: CX Strategy Blueprint Part 1: The Proven Framework That Chick-fil-A, Starbucks & Ritz-Carlton Use to Dominate Customer Experience

Transcript

241: CX Strategy Blueprint Part 1: The Proven Framework That Chick-fil-A, Starbucks & Ritz-Carlton Use to Dominate Customer Experience · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

• 0:58
  Hello, revolutionaries.
• 1:00
  Welcome back to another episode of the Customer Service Revolution.
• 1:04
  Today, we are diving into the blueprint, the actual operating system behind the world's most admired customer and employee experience brand.
• 1:12
  If you've ever wondered how companies like Chick-fil-A, Starbucks, Nestle, and world-class hospitals, banks, manufacturers, and luxury resorts build cultures that customers never
• 1:24
  want to leave, this is the episode you've been waiting for.
• 1:27
  Because today we're breaking down the 10 commandments.
• 1:31
  That's the methodology created by John DiJulius The 10 commandments have become the gold standard for designing, implementing, and sustaining world-class customer and employee
• 1:41
  experiences.
• 1:42
  It's the same framework our consulting team brings into boardrooms and frontline training rooms all over the world.
• 1:48
  We're talking about revolutionizing your customer journey, eliminating service defects, building a zero risk organization.
• 1:56
  creating a signature experience, attracting and keeping top talent, onboarding them powerfully, building leaders who humanize the workplace.
• 2:06
  This is the full playbook, and nobody explains it better than the founder and chief revolution officer himself, John DiJulius Welcome back, John.
• 2:17
  Hello, how are ya?
• 2:19
  Fantastic.
• 2:19
  How are you today?
• 2:20
  good.
• 2:21
  Healing from my shoulder surgery.
• 2:24
  That's a tough one.
• 2:25
  It got, I thought I was Superman, that the rules didn't apply to me after the first week.
• 2:30
  I went and saw the doctor and told him I was going to be a poster child for how quickly I repaired.
• 2:37
  Now, mind you, this is the second one I've had a fifth shoulder surgery, but a second shoulder replacement.
• 2:44
  I had my left one done two years ago and had my right one done.
• 2:48
  So I was so excited the first week after cause I
• 2:52
  was like no pain.
• 2:53
  But then it wore off.
• 2:55
  I don't know if I did something or if the nerve block lasted longer than it should and I was in excruciating pain and had to start taking the Percocets and everything and that
• 3:05
  wasn't even working.
• 3:06
  So I had to go in and they gave me a shot which has decreased the pain.
• 3:12
  But something I realized like,
• 3:15
  I haven't done anything in several days, didn't get out of bed or move much.
• 3:20
  And so I went in yesterday.
• 3:22
  Everyone I came in contact with had a horrible odor.
• 3:27
  And I was like, Jesus, like what is going on?
• 3:30
  And then I finally realized by the afternoon when I was by myself that the odor was still around.
• 3:37
  And I hadn't taken a shower in a couple of days.
• 3:39
  I'm like, oh my God.
• 3:41
  And I don't know.
• 3:43
  You know, usually if there's 365 days a year, I got to take a shower.
• 3:47
  More than 360 of them.
• 3:50
  And probably one of the things that gets me to take a shower is working out.
• 3:55
  you know, try to work out every day.
• 3:57
  And so I realized I hadn't worked out and just been, you know, miserable.
• 4:03
  I was like, so I went and took a shower, but I was like, I see why old people
• 4:07
  you know, get like that.
• 4:09
  Like I'm looking at my shower right now thinking, I wonder if I can convert this to a closet and just, you know, fill up clothes.
• 4:17
  So yeah, it was pretty bad.
• 4:19
  You would definitely be living alone.
• 4:22
  Yeah, yeah, that's the truth.
• 4:24
  So all right, that's my recap.
• 4:27
  Yeah.
• 4:28
  Have you gotten to the point where you're like, what day is it?
• 4:31
  I'm always at that point, more so when I'm traveling and just going, I forget what day it is.
• 4:39
  But no, I'm better today.
• 4:41
  Let's talk 10 commandments.
• 4:46
  I am, I am.
• 4:47
  Yay.
• 4:48
  All right, well, take us back to the beginning.
• 4:50
  What problem were you trying to solve when you created the 10 Commandment methodology?
• 4:55
  So when we opened the salons back in 1993, we wanted to be the best at customer experience.
• 5:07
  may just because we knew we couldn't outspend, advertise, build our competitors.
• 5:15
  And in the 90s, in Cleveland at least, customer service wasn't known.
• 5:22
  I think in any industry, but especially the salon and spa.
• 5:25
  So we thought that would be our differentiator and it didn't cost much to be nice and provide a, you know, a great experience.
• 5:33
  as I always said, even back then we said, we want to be the best experience in our guest day.
• 5:39
  And that's not comparable to other salon experiences because if you're, if you're a client and you come into a salon today, you're not then not going across the street down the
• 5:49
  street.
• 5:50
  to their nearest competitor to compare.
• 5:53
  So we wanted any errands experiences they had before or after to pale in comparison.
• 5:59
  That might be a doctor's office, that might be shopping, that might be meeting a friend for lunch.
• 6:05
  So that became our obsession.
• 6:07
  It was easier when we were really small and 50 % of the staff was me and my wife and we had the right intentions and we had that obsession.
• 6:20
  But as we started growing, knocking down walls, opening up new locations, our customer experience went backwards.
• 6:26
  And it got really frustrating to me, why we couldn't be better at customer experience.
• 6:32
  And so I started reading every book.
• 6:37
  The internet wasn't what it was today, so you couldn't watch as many presentations or hardly any unless...
• 6:43
  you physically went to a conference.
• 6:46
  It's unbelievable what you have at your disposal today.
• 6:50
  But I go to conferences and those conferences weren't customer experience focused.
• 6:55
  They may, may have someone that briefly mentioned the customer experience.
• 7:00
  But that made me even more frustrated.
• 7:03
  And this is probably how I fell into the de-Jules grip in speaking and consulting.
• 7:08
  because every book I read, every speaker I'd ever heard on customer service, I don't even know if customer experience was a used term back then.
• 7:17
  They'd always tell you the warm and fuzzy story about how the Nordstrom clerk, when you were trying on a pair of shoes and she didn't have it in your size, would run down to
• 7:27
  Dillard's or Macy's, buy it from them, come back, sell it to you.
• 7:32
  And that's a great story.
• 7:33
  But they never told the how, like, or how'd you get her to do that?
• 7:38
  Did that customer get lucky because they got that Nordstrom associate today?
• 7:44
  But if they came back tomorrow and got a different associate or her general manager wasn't working, would you get the same result or you went to another Nordstrom location?
• 7:53
  So, I was more sick of these stories of the above and beyonds or the great customer service, but none of them told you how.
• 8:03
  So that's when I just started studying great customer service companies.
• 8:08
  was probably at a getting to a point where I was able to experience them myself, going to nicer hotels, going to nicer restaurants, and then just became a sponge.
• 8:19
  And then through the studying, and then early on as the speaking business took off, working with
• 8:27
  these companies and right out of the gate, you know, we were lucky.
• 8:32
  started getting hired by and no one bad hires us, but we got hired by the Chick-fil-A Starbucks, Ritz Carlton's, Cameron Mitchell's restaurant, you know, go on and on.
• 8:42
  And I know I was learning more than I was teaching.
• 8:45
  But I had never seen anyone codify it and I didn't invent the methodology.
• 8:50
  I just, I just put it together that every company I've ever studied
• 8:55
  was a customer client of or worked with, this is what they all had in common.
• 9:00
  And that's where the Ten Commandment methodology came from.
• 9:05
  And the interesting thing is, what's the secret came out in 2008, which is my second book, which is all on the Ten Commandments.
• 9:13
  And there weren't seven before that, and there's not an 11th.
• 9:18
  Now things change, the internet came, social media came, now AI is coming.
• 9:25
  That doesn't add a commandment.
• 9:26
  Those are tools within the commandment that you can execute.
• 9:30
  that, so the 10 commandments are the 10 commandments.
• 9:33
  They don't change.
• 9:34
  don't, you you don't get an 11th.
• 9:37
  So, and then the order is really critical as well of...
• 9:43
  how you build it.
• 9:45
  that became our methodology and people jumped at it because there was a lack of that or there was none prior to that.
• 9:52
  And it's really cool.
• 9:54
  So when we were working with Starbucks, you might have, I remember you came with me on some of our trips to Starbucks headquarters in Seattle.
• 10:01
  And I remember walking into one of their rooms and they blew up.
• 10:07
  our 10 commandments as a poster.
• 10:11
  And that was like so cool.
• 10:13
  was like, but it was also, why haven't we done that?
• 10:17
  Right?
• 10:17
  Like, you know, and then we, we took it from there and you know, our clients get the 10 commandment.
• 10:23
  It comes real estate in their office.
• 10:26
  It becomes, you know, you know, something that they're working towards and, you know, working at and always revisiting.
• 10:33
  So yeah.
• 10:34
  So in addition to owning a chain of high-end salons and spas, you've worked with companies across hospitality, manufacturing, healthcare, financial services, professional services.
• 10:47
  What universe governments?
• 10:51
  anti-terrorist.
• 10:53
  um
• 10:55
  when they got the wrong Secret Service.
• 10:57
  Yeah, yeah, I think they misunderstood what my book was about.
• 11:01
  did what?
• 11:02
  Department of Defense.
• 11:03
  We've had some crazy law enforcement.
• 11:06
  Yeah, it's really gone all directions.
• 11:09
  So with all of those, what customer experience challenges do you see over and over again?
• 11:15
  Well, I always think the number one is consistency, right?
• 11:20
  And then the problem versus the cause, cause is a whole different direction, but it's a lack of a North star, removing personal interpretations, that's a huge one.
• 11:36
  I'm working with a presentation that I have next week for
• 11:42
  financial institution and I'm going through the discovery and their core values.
• 11:48
  this is common a lot of times, but their core values, I'm like, there's nothing in there that says anything about the customer.
• 11:58
  And they say, well, respect, that goes for both.
• 12:01
  I'm like, that's not, you know, and so, but even if you have, be customer centric.
• 12:09
  or whatever the, you know, go above and beyond or, you know, customer focused or whatever the terminology is.
• 12:15
  The biggest problem with that is they don't spell it out and what it means.
• 12:20
  so regardless of whatever you're telling, if you tell a hundred employees to be customer centric, go above and beyond, deliver genuine hospitality, and you don't define that with
• 12:31
  tactical, you know, clear
• 12:35
  things that you have to do in the interaction, well then you get a hundred personal interpretations.
• 12:40
  One person could think a quarter of a smile and a head nod is genuine hospitality, and another person might think jumping in the customer's arms and hugging them is genuine
• 12:51
  hospitality.
• 12:51
  What do you spell it out and make it trainable, observable, measurable, and actionable, and that you could actually watch, listen, read an email and say,
• 13:02
  Denise, you did that or you didn't.
• 13:05
  So I can imagine that's one reason that having this framework is so important.
• 13:12
  What other reasons are there for having a formal documented system?
• 13:18
  Why does it matter so much today?
• 13:20
  Well, so another thing that I'm sure still happens, we were guilty of it, you know, 30 years ago when we were starting off is it was flavor of the month program of the year
• 13:35
  management by bestseller.
• 13:36
  And what that meant was, you know, we hired 96.
• 13:42
  Mm-hmm.
• 13:43
  Yeah.
• 13:43
  So, you know, whatever book we were reading in 96 that we gave to the staffer, we gave to new employees and it might've been raving fans or fish or, whatever it was.
• 13:55
  The loyal customer.
• 13:56
  Yeah.
• 13:56
  And, you know, then the next year, you know, I'd be on to some other book that I liked in the Nordstrom way.
• 14:03
  And so new employees would get that.
• 14:05
  And then the next year.
• 14:06
  And so you didn't, we didn't have one North star.
• 14:10
  everyone wasn't attaching to one methodology, one book, one terminology.
• 14:16
  And so you would call it something else and someone else would call it something else.
• 14:20
  And there just wasn't a, it's the old example.
• 14:23
  If you've ever been in a workshop where the person up front says, everyone close your eyes and point north.
• 14:29
  And then you open your eyes and everyone's pointing in a different direction.
• 14:33
  That's, you know, we got to have everyone that know what our North is from a customer experience.
• 14:37
  So when you attach yourself to one methodology, now everyone is being trained, retrained, new employees are coming on board training what the existing employees have been trained.
• 14:52
  And so your terminology, what you call your customer, what you call your team member, know, your secret service, Ford.
• 15:00
  you know, all the, those zero risk, those mean something to someone.
• 15:06
  and so, you know, it's just your North star and it, holds you accountable.
• 15:10
  It gives you your, know, what you have to visit, revisit and, and, you know, improve on.
• 15:16
  Let's get into them.
• 15:18
  The first commandment, igniting the customer experience revolution.
• 15:23
  You always say every company is either part of a customer service revolution or a customer service crisis.
• 15:29
  How does an organization know which one they're in?
• 15:32
  To me, really comes down to, I guess it depends on what you want to be.
• 15:36
  You want to be good at customer service.
• 15:37
  Do you want to be the most obsessed customer, customer obsessed company in the world?
• 15:44
  And then that means something.
• 15:46
  And then you measure.
• 15:47
  So if you want to be the most customer obsessed,
• 15:51
  company in your industry or in the world, whatever that looks like.
• 15:55
  Okay, isn't good enough.
• 15:57
  Good isn't good enough.
• 15:59
  You know, allowing an employee who's just, you know, just getting by, going through the motions, doing that.
• 16:06
  And so, but that's a big commitment.
• 16:08
  Now the return on experience, return on investment is irrefutable, but there's so many things that's needed, you know, from executive buy-in.
• 16:18
  That's why I love to talk about, and I have videos that I show of Walt Disney talking, Steve Jobs, Jeff Bezos, Richard Branson, Howard Schultz, Tony Hsieh, I'm missing a few.
• 16:33
  And you could never read an interview, watch a video on any topic where they don't bring it back to how it affects the customer.
• 16:42
  The customer, the business is truly
• 16:46
  you know, centered around the customer and every decision they make is in the best interest of the customer.
• 16:53
  And that's not just, you know, and so that's where, you know, the igniting the customer experience revolution step one comes from, because that's drawing a line in the sand and
• 17:04
  saying, we're, you know, we are, you know, we are really going after this.
• 17:08
  And that is, that's transformational.
• 17:11
  It changes the way the company is and the way the employees
• 17:16
  start thinking and you know, how we hire and going forward in our policies and all those things.
• 17:23
  Part of that first commandment is day in the life of a customer.
• 17:28
  Why is that such a powerful starting point for their transformation?
• 17:33
  You know, so, I mean, it's so important.
• 17:37
  Most employees, customer-facing employees are not the customer.
• 17:42
  The 20-year-old parking cars valet at the Ritz-Carlton's never stayed at the Ritz-Carlton.
• 17:48
  Our hairdressers are, you know, single, mostly single females in their mid to upper 20s, our average guest.
• 17:56
  is a 42 to 58 year old professional female.
• 18:00
  Our consultants, many of them, most of them have never worked in corporate America, have never been a CEO at a company, a public company.
• 18:08
  They're not their customer.
• 18:09
  And you can go just in every business and that's true.
• 18:13
  Demographically, age, quality of life, but it doesn't mean we change who we hire.
• 18:19
  but we got to get them to think about what that customer's going through, why they need us in two ways.
• 18:26
  The expertise that we provide and the impact that will have on the success of what they're trying to accomplish with their customer or in their day, and then the presence that
• 18:38
  they're not, the human interaction's rare and not great.
• 18:42
  and that we can be present and make them feel seen and heard and acknowledge them, whether it's a 90 second or, you know, our interaction.
• 18:52
  That's just so important, but you have to understand, you know, why is this, you know, 50 year old woman overreacting to something that I think is so simple?
• 19:04
  Well, if you understood, you know,
• 19:06
  her situation, why she needed it, why it was so important, or you may be not looking like it, you might really think that she's underreacting, and if it was me in that situation,
• 19:15
  I'd really be mad.
• 19:16
  So it's just so important in that regard.
• 19:20
  Something I was thinking about the other day when we put on the customer service revolution conference, we had, if you remember, five key customers, the attendees, you
• 19:30
  know.
• 19:31
  We had sponsors.
• 19:32
  We separated the CEOs of our attendees as a customer themselves, our speakers.
• 19:40
  And I think our fifth was our concierge that worked for us.
• 19:45
  But those were our five.
• 19:47
  And I just shared last week, and we get these all the time.
• 19:53
  Mark, now I'm going to forget his name.
• 19:56
  he, he's Scharenbach Yeah.
• 19:58
  Amazing speaker.
• 19:59
  of the highest speakers we've ever had sent an email saying, you know, I'd love to work with you guys again.
• 20:05
  You guys are known, you know, I forget what he said, but it was just so nice about the experience.
• 20:11
  we provided the speaker and, and, and every speaker, it has died to work with us again.
• 20:17
  And after they, and all our speakers that we got,
• 20:20
  you know, after our first one, the first one was the ones I knew, and then I didn't know it, came from referrals of other speakers saying you have to speak at this.
• 20:28
  Well, if you think about that,
• 20:30
  Why did we do such a good job with the speaker experience?
• 20:34
  Things that no other conference ever thought of.
• 20:38
  Because I'm a speaker.
• 20:40
  Yeah.
• 20:41
  So I knew all the little nuances and things that I didn't like and like and, you know, let them, if they want to use their own laptop, if they want to use their own clicker, if they
• 20:51
  want to use their own thing, you know, know, blah, blah, blah.
• 20:54
  But, know, all the little, you know, all the, you know, give them.
• 20:57
  professional photography, give him the video, three cameras shoot so they can use that as marketing, and those are all things that are so nice to have that most conferences don't
• 21:10
  give you.
• 21:10
  And then they had their dedicated concierge that knew them, knew that they like a special coffee, drink, or Swedish fish, whatever that may be.
• 21:23
  So that's really understanding the day in the life of your customer.
• 21:26
  So you have more empathy and compassion and expertise.
• 21:30
  And day in the life of a customer, do you want to talk about what it gets turned into?
• 21:36
  yeah, it becomes a video, a two and a half minute or two to three minute video that you show on orientation.
• 21:45
  We have clients that show it on interview process just to see how people react.
• 21:50
  It's an emotional roller coaster of what our customer clients, patients have going on.
• 21:57
  today, this week in their life.
• 22:00
  Some have high five moments that are exciting that we want to make sure we're focused on them to catch that.
• 22:07
  Some have struggles.
• 22:09
  Majority just, it's chaotic.
• 22:11
  It's just a stressful day that they're trying to keep their head above water, personally and professionally.
• 22:16
  And so we know that we are.
• 22:19
  we don't take them at, you treat them as a 1030, our third appointment, our last appointment of the day before it can be off, you know, the transactional side and that we,
• 22:28
  you know, really stay focused on, you know, the present of each and every one.
• 22:33
  and listeners, you'll find links to some examples of those within our show notes, as well as a link to, previous podcasts on that topic.
• 22:43
  John, continuing on with igniting the revolution, the customers, the customer experience action statement is part of that too.
• 22:51
  What is the, a great customer experience action statement look like and why does that work to align organizations?
• 23:01
  every great customer service company has a customer, client, guest experience action statement.
• 23:07
  It's different from your mission, core values, purpose.
• 23:10
  And it's a clear call to action of what each and every team member should be intentionally doing every time they interact with another human being.
• 23:22
  And that's why
• 23:23
  A lot of times, it's not, let's say like I'm working with one company that, Sandals, that they call their customers guests, but they're calling this the customer experience action
• 23:35
  statement.
• 23:35
  So it applies to each other, vendors, right?
• 23:38
  It's not just for the external customer, but it's that thing that you have to do.
• 23:43
  every time you interact.
• 23:45
  you don't want to, you know, change in the world or, you know, you know, changing their life.
• 23:50
  You can't probably do that in a, and we want it to, to, to, be, you know, actionable in the shortest.
• 23:57
  Someone comes up and says, can you tell me where the restroom is?
• 23:59
  To the longest type of interaction, each micro experience.
• 24:04
  So, and that's what every employee should know.
• 24:07
  I'm okay.
• 24:08
  as much as I love my mission statements and purpose statements and all that, those aren't actionable.
• 24:13
  Those are results that happen over time when it's consistently executed.
• 24:17
  What I want every employee to know is what is our customer experience action statement and what does that mean to you and how do you do that?
• 24:24
  And that's where the three pillars come in.
• 24:27
  So the action statement is what you have to do.
• 24:30
  The pillars are how you do it.
• 24:33
  And so one pillar stands for your expertise, your professionalism.
• 24:37
  The second pillar stands for how I make you feel that you're not just a venti soy latte, you're not just my 1030 haircut, you're not just my, you know, whatever, 11 zoom call.
• 24:49
  And I throw up on you with my brilliance, but I don't treat you like, you know, so the second pillar is how I make you feel that you're Denise.
• 24:56
  We've worked with you before.
• 24:57
  I know something about you or you're a brand new client and they're going to educate you a little bit more on our process.
• 25:02
  And then the third pillar is the above and beyond component.
• 25:06
  you know, the look for the ability to go above and beyond, um, you know, and, and, and all those have to be taught and low hanging fruit and what can we do?
• 25:17
  that I, you know, Denise, you know, I wrote down the last time she came to the office, she, you know, liked a certain kuerig
• 25:25
  with cream, no sugar, and I have that ready for, know, that's, you know, it doesn't have to be, you know, moving mountains to go above and beyond for someone.
• 25:34
  How do you implement that so it becomes actual behaviors?
• 25:38
  I mean, so first you got created and then it gets launched.
• 25:41
  maybe this is more of a thing when we get to the training, because that's one of our commandments.
• 25:47
  And it's a big one is I always say creating the material is the easiest part.
• 25:55
  It's launching it and getting it to stick on the front of everyone's tongue and Toma top of mind awareness.
• 26:03
  you know, there's, you know, workshops and then there's a launch and then there's a certification, which again, more goes in that training and implementation commandment.
• 26:12
  So customer experience action statement is your favorite part of this.
• 26:16
  My favorite part of this is the never and always tool.
• 26:20
  Because for me, that's so transformative.
• 26:22
  I think if companies get that right, it can make such a difference in their organization.
• 26:27
  Why does defining non-negotiables lead to consistent, scalable experiences?
• 26:35
  Yeah, and you're right, I like this a lot.
• 26:37
  it's and we like starting off with this when we work with companies or companies doing it on their own to start off with this because it's transformational.
• 26:45
  It's drawing the line in the sand.
• 26:46
  But it's also low hanging fruit We call it the customer bill of rights.
• 26:51
  which is the never's and always, short list of eight to 10 things that would never happen.
• 26:56
  If the situation presents itself, we would never, never do this.
• 27:00
  We'd always do it that way internally, externally, know, enterprise wide.
• 27:05
  They're not stage specific.
• 27:07
  A stage specific is when we get to the signature experience where we're talking about the, you know,
• 27:12
  when someone calls, when someone walks in, when the sales process, those are stage specific.
• 27:18
  These may or may not happen today.
• 27:20
  An example is never say no, always focus on what you can do.
• 27:24
  So today, as a service provider, no one may put you in a position to say no, okay?
• 27:31
  Tomorrow, 10 people in a row could put you in a position to say no.
• 27:36
  And so, you know, so the...
• 27:38
  kind of rules of thumb with it is they're not stage specific.
• 27:42
  They remove personal interpretation so you don't want to have something like we return calls promptly, right?
• 27:48
  Promptly could be two hours, two days, two weeks.
• 27:51
  We have to be specific.
• 27:53
  And then the third one, and three words are last real short.
• 27:57
  But yeah, I love these.
• 27:58
  And that's why we like to start off with this because it,
• 28:03
  you see traction immediately, like immediately as soon as you roll it out and coach and hold people accountable and think if you do nothing else, then say, you you could come to
• 28:15
  any of our locations, deal with any employee and we would never do this and always do this.
• 28:20
  And you're certain and you're right that that just puts you ahead of everyone else.
• 28:25
  And that's what reduces employee roulette, department roulette, location roulette.
• 28:31
  Listeners, before we continue, I want to take a moment to tell you about something that can transform your organization's customer and employee experience in a measurable,
• 28:39
  lasting way.
• 28:40
  If you're listening to John walk through the 10 Commandments and thinking, we need this, we need someone on our team who can own this work and lead this transformation, then you
• 28:51
  need to know about the Customer Experience Executive Academy, better known as the CXEA.
• 28:56
  This is our 12-month
• 28:57
  master level certification where we train your internal CX champion, your future chief experience officer, on the exact same methodology that we've used with world class brands
• 29:09
  like Chick-fil-A, Starbucks, New Day USA, Nestle, some of the most admired organizations across the globe.
• 29:17
  Your CXEA attendee will build a return on experience dashboard, map your entire customer journey,
• 29:26
  Create your service defects, never is always standard, zero risk systems.
• 29:31
  Design your signature experience.
• 29:33
  Produce a full case study proving the ROI from day one to graduation.
• 29:39
  And they do this all with the help of John himself and our VP of consulting, Dave Murray.
• 29:44
  This isn't another training program.
• 29:47
  This is how you build a leader who will protect your brand, improve retention.
• 29:52
  and eliminate revenue loss caused by inconsistent experiences.
• 29:56
  If your organization is ready to level up and you want help implementing the 10 Commandments, schedule a call and talk with our team.
• 30:04
  Go to tdg.click forward slash Claudia.
• 30:09
  We'll help you decide whether CXEA or consulting is the right step for your organization.
• 30:16
  All right, let's get back to this, John.
• 30:19
  Signature experience design.
• 30:22
  You talk a lot about creating your signature brand experience.
• 30:26
  And when you talk about that, what separates a merely good company from one that has a memorable signature experience?
• 30:34
  Well, we all suffer from sameness, right?
• 30:37
  mean, any bank, any law firm, any salon, any, you know, they all do the same thing.
• 30:44
  And with the technology is so important, but technology doesn't differentiate you, right?
• 30:52
  Technology just keeps you pace.
• 30:54
  And so,
• 30:55
  You know, how are you truly?
• 30:57
  mean, you know, if you just want to do the same and again, you know, every airline.
• 31:03
  You know, every app, Delta, American Airlines, you know, they're all the same, you know, I mean, I can't tell the difference.
• 31:11
  Uber, Lyft can't tell the difference.
• 31:13
  They board you, check you in, you come through the aisles.
• 31:16
  Everything is the same.
• 31:19
  So that doesn't make price irrelevant and.
• 31:22
  It doesn't make them a brand you can't live without.
• 31:25
  So the true best in class brands, Apple, Amazon, know, all those, Nordstrom, they have a signature experience that you recognize they do.
• 31:39
  And if any of their competitors, you know, try to do it, you know that they're just trying to knock it off and they usually don't do it as well.
• 31:47
  that's, mean, you know,
• 31:48
  I'm going to say this, you know, I'll probably say it every time.
• 31:51
  This is my favorite.
• 31:53
  You know, creating a signature experience.
• 31:55
  It's journey mapping.
• 31:56
  It's looking at every touch point.
• 31:59
  You, your customer comes in contact with you.
• 32:03
  From the, I can't stress this enough, from the customer's vantage point, not from ours.
• 32:09
  Ours is, well, it's easy if we ask them every time 10 different ways when we transfer them for their account number, they're this, they're this, to, you know,
• 32:17
  That's not easiest for them.
• 32:19
  So from the customer's vantage point, you know, and then we break it down into three categories, the service defects, what can ruin the experience from the customer's vantage
• 32:30
  point when they call, when they email us, when they walk in, you know, when they're waiting for a proposal, whatever that touch point is, what are the service defects that we
• 32:42
  and our industry are guilty of?
• 32:45
  And then the middle section is what we call non-negotiable standards.
• 32:49
  That's really where the signature experience starts because a lot of those non-negotiable standards are operational.
• 32:55
  Everyone's doing operational.
• 32:57
  You check into a hotel, they're gonna ask you for your name, reservation, ID, credit card, have you sign the agreement, initial the price.
• 33:08
  data departure, and then hand you the keys.
• 33:11
  Every hotel in the world is gonna do that.
• 33:13
  Gotta do it, but operational isn't memorable when it's done, it's only memorable when it's not done.
• 33:19
  So that's where you want the experiential standards in there too, that you use their name, you beat the Greek, you do the five E's, and then the above and beyond is their third
• 33:29
  column that your CRM system
• 33:31
  you know, flags that she's been here before.
• 33:34
  welcome back, Miss Thompson.
• 33:36
  You know, it's great.
• 33:37
  You know that, you know, I look at your ID and see that you flew in from Cleveland, you know.
• 33:43
  how is Cleveland this time of year?
• 33:45
  You know, and, you know, and, you know, you're a Bonvoy, you know, whatever status and, you know, do you want the points or would you like?
• 33:54
  this, this and that, know, whatever.
• 33:55
  it's that the, the, the, the service defects we can't do the non-negotiables and the above and beyonds is where the signature experience starts happening.
• 34:04
  Okay, and our next commandment, zero risk.
• 34:08
  You teach companies how to become a zero risk organization.
• 34:12
  What does zero risk truly mean from the customer's point of view?
• 34:15
  So, you know, I like to, you know, all the companies I've said, Apple, Amazon, Nordstrom's, I believe there's zero risk to do business with.
• 34:26
  I know there's zero risk to do business with as a customer and as a consultant.
• 34:31
  What zero risk doesn't mean is that they never drop the ball.
• 34:33
  Of course they drop the ball.
• 34:35
  They drop the ball a lot less than anyone else.
• 34:40
  So that's the first step in to be zero risk.
• 34:43
  And it goes back to the signature experience of they know and they've put systems in place to reduce them from dropping the ball.
• 34:51
  But the second and real part of zero risk is when they do drop the ball, they are empowered to make it right and make you more loyal.
• 35:03
  And it's the 18 year old hostess, know, 21 year old sales clerk.
• 35:08
  the 25 year old account executive, whoever, and they don't have to say, sorry, it's against our policy.
• 35:15
  That's above my pay grade.
• 35:16
  I may have to transfer you, all those things.
• 35:19
  So, knowing where you drop the ball the most, how to put systems in place to reduce it, and how you have service recovery and avoid all those things and really.
• 35:32
  become a zero risk company that you can do business with us and you don't have to fight, argue, get an attorney, you all those things that it's it's not going to be that
• 35:41
  difficult.
• 35:42
  Yeah, recovery systems, I think, are where a lot of companies fall short.
• 35:45
  Do you have an example of a great service recovery system?
• 35:49
  Yeah, mean, you know, like Nordstrom's or I mean, all the companies I said, so I'll use the one at Amazon.
• 35:54
  I might have said this on a previous episode.
• 35:57
  A couple of years ago, many years ago, I bought, I don't know why I did it in August, because it's so unlike me, but I bought a digital viewer, you know, a digital screen that
• 36:10
  shows pictures.
• 36:11
  Yeah, yeah, yeah.
• 36:12
  So I bought it for
• 36:14
  you know, grandma Joyce and maybe some other people, you know, for the kids.
• 36:18
  But I, it was a Christmas present.
• 36:20
  So I must've been buying one and I just figured buy three more and I'll give the three, you know, away at Christmas.
• 36:26
  Well now that's August, now it's December.
• 36:27
  I opened it up and got to install it and, you know, give it to her and wrap it with the pictures on it.
• 36:32
  And it wouldn't turn on.
• 36:34
  And I'm, totally screwed.
• 36:35
  Like I almost didn't even reach out to Amazon because it's been four months.
• 36:40
  You know, know, you know, typical warranties are 30 days.
• 36:44
  but I did just in case.
• 36:46
  And Amazon was amazing.
• 36:49
  They said, we'll send you out another one.
• 36:51
  They didn't say, well, you bought this, you know, four months ago, they didn't say, send us it back.
• 36:55
  And then we get it and test it.
• 36:57
  They said, keep it.
• 36:59
  Maybe you can go to a radio shack and maybe it's the plug.
• 37:03
  Next one will arrive in the next couple of days.
• 37:05
  And it did.
• 37:07
  I that's, know, I get to give you 20 examples of Amazon.
• 37:11
  That's why I do business with Amazon and people, you know, maybe not really.
• 37:15
  Amazon's not the cheapest by far anymore.
• 37:18
  But man, I love dealing with them because, you know, everything's great.
• 37:22
  And if it's not, they'll make it great.
• 37:24
  That's awesome.
• 37:26
  Let's get one more in here on the customer experience.
• 37:29
  Above and beyond culture.
• 37:31
  Companies want more above and beyond moments, but many struggle to actually scale them, especially if you have multiple locations.
• 37:39
  How do you build a culture where these moments can happen naturally?
• 37:42
  Yeah, the Above and Beyond, it is a culture.
• 37:46
  It's definitely a culture that it's harder to teach than you think because, and you've been on both ends of this in employee and previous jobs and as a leader doing the training
• 38:00
  for our companies and other companies, is just telling people go Above and Beyond.
• 38:05
  What does that mean?
• 38:06
  What does Above and Beyond mean?
• 38:07
  You know, and so that's where you go back to the signature experience and you're teaching them the most common ways when someone calls in that you should be listening, that may, it
• 38:18
  will give you above and beyond.
• 38:19
  If you hear a dog barking in the background, a baby crying or her saying that, you know, she, you know, mentioned something off the cuff, hear that you could follow up, you know,
• 38:29
  use it the next time, send a card, you know, follow up next week and say, how did the surgery go?
• 38:35
  or anything like that.
• 38:37
  teaching them head on a swivel, to pay attention, look for, not just focused on checking them out, checking them in, booking their appointment, but other things.
• 38:46
  Above and Beyond is also the most rewarding to team members.
• 38:49
  I think it's more rewarding to team members than it is to customers.
• 38:53
  Customers love it, but team members usually don't have the autonomy to go Above and Beyond.
• 38:58
  So you gotta train it.
• 39:00
  You got to celebrate it.
• 39:01
  You got to remove policy.
• 39:03
  And even after you do all that, employees still will be fearful because they've all worked somewhere else and someone got fired, you know, in trouble, written up for, you know, not
• 39:14
  charging someone or giving them a complimentary dessert because they were upset that their steak wasn't cooked, prepared the same way and they had to wait and get another one, you
• 39:25
  know, and
• 39:25
  What we always say is, you'll never get in trouble for something you do, you only get in trouble for something you don't do.
• 39:30
  That Amazon example is an above and beyond.
• 39:33
  They didn't have to do that.
• 39:34
  And I wouldn't have argued that they didn't, know, set after four months, you know, and so many people say, people are gonna take advantage of you.
• 39:42
  You know, it's silly, you know, and I doubt it was factored in, but they probably looked up my history and saw that he,
• 39:49
  never complains, never asks for returns and spends a great deal of money with us.
• 39:55
  Maybe, maybe that's the case, but if it wasn't the case, it's going to be the case going forward.
• 40:01
  But above and beyond, culture is just, it is top of mind awareness.
• 40:05
  It is celebrating every day.
• 40:07
  Hey, let me tell you about what Denise did for a client yesterday.
• 40:10
  That then starts permeating in FOMO and becomes a positive peer pressure of that's who we are.
• 40:18
  I could have done that.
• 40:19
  What Denise did, that's happened to me three times, but I never thought to do it.
• 40:23
  And so the biggest restriction we have with our employees is they've worked somewhere else and they've been pre-programmed and suspicious and trained not to let customers take
• 40:33
  advantage of them and policy, policy, policy.
• 40:36
  And that's a hard habit to break.
• 40:38
  And you're not going to find enough employees that come with that above and beyond mentality.
• 40:44
  So, but it's amazing.
• 40:45
  They become daymakers.
• 40:47
  They go home and they brag to their family and spouses that they were allowed to do that.
• 40:53
  And it just really gives them a fulfillment in their job.
• 40:58
  Yeah, I think with Above and Beyond, that's where storytelling becomes so important too.
• 41:02
  Everything.
• 41:03
  Yeah.
• 41:04
  And we talked about that in a previous episode.
• 41:06
  I think the answer is yes.
• 41:07
  What's the question?
• 41:08
  You know, and how to advertise and keep it top of mind that, you know, that's who we are.
• 41:15
  Do it.
• 41:16
  Make things happen.
• 41:16
  The bigger the better.
• 41:19
  All right, listeners, we still have more to go.
• 41:21
  We have the employee experience part of it and training and implementation that we want to talk about too.
• 41:28
  We're going to save that for next week.
• 41:30
  So thank you for listening and join us next week when we finish talking about the 10 Commandment Methodology.
• 41:36
  Thanks, John.
• 41:38
  Thank you!
• 41:39
  Thanks, Revolutionaries!