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224: The Six Components of a Five Star Experience · Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

0:03
Welcome to the Customer Service Revolution podcast.
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I'm Denise Thompson, and I'm here with my co-host, John DiJulius Today, we're diving into a framework that separates good companies from iconic brands.
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To create customer evangelists, the kind of loyal fans who come back, refer others, and defend your brand, you must excel in six key areas of the customer experience.
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Physical, atmosphere, functional, technical,
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operational, and hospitality.
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John, you've spent decades studying world-class organizations and training leaders to elevate every touch point.
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In this episode, I'd like you to break down each of those components, give us some real-world stories and practical steps for auditing and improving the customer's
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experience.
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So whether you run a small team or a global brand, these six categories are going to be your roadmap to building loyalty that price can't touch.
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Today's episode is brought to you by the Customer Experience Executive Academy.
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This is a part-time year-long academy likened to a master class in developing leaders to design and manage the customer's experience.
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For information on how you can enroll, visit cxeA.org, that's cxeA.org, or schedule a call at tdg.click forward slash Claudia.
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Done.
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How you doing?
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How wonderful.
1:35
Hey, you've said before to create customer evangelists, companies must operate at a high level in six areas of business.
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Why isn't it enough to just focus really hard on one or two areas?
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Well, cause when we're talking about the customer's actual experience, there's so many things from, you know, where you're located, if you're brick and mortar, you know, you
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think about different things that you can complain about or why you choose to do business with it is I don't go to that place because the parking, there's no parking or, you know,
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we've
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had one of our salons, uh you couldn't turn left to get into the streets.
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You couldn't turn left or right, left to get out.
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So it was just so frustrating besides parking or where you place it.
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there's literally six things that encompass a total customer experience.
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when you're doing business with someone.
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And when you look across industries, which of the six components do you see leaders consistently undervaluing?
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And what does it cost them in terms of brand loyalty?
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Yeah, you know, it's hard.
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They're all, um you know, very important, as I think you'll see.
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I think the the sixth one, and it's not sixth because of the ranking, you know, importance, but the hospitality side um is is how you make someone feel.
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um You know, so when you go into other businesses, I think, uh you know, banking or uh
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legal or professional services or manufacturing.
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I don't think people think that they're in a hospitality business, but that's a component of how I make you feel.
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And I think that's the least, uh, you know, trained, uh, new employee, uh, you know, doesn't get trained.
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Now, a lot of these other things, you know, an employee, you know, employees don't get to decide the building.
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which is physicals first, right?
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Brick and mortar building, uh freeway access, parking, signage, that's not physicals.
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That's something you could change today, right?
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mean, moving or knocking walls down or anything like that, um that's obviously from uh a planning, um that's not in the employee's hands, leadership hands, CEO's hands, CFO's
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hands.
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But a lot of other things are controlled by the employee.
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So you just talked about the physical experience.
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So physical excellence often gets overlooked until it's a problem, whether it's paint chipping on the walls or just things that we overlook because we see them every day when
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we're working in that environment.
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What are some subtle physical details companies miss that send the wrong message to customers?
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Yeah, you know, like you just said, uh allowing your place to uh decay.
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ah You know, my own salons, when I visit them, mostly for haircuts now, you know, I'll walk in and.
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You know, I don't know why I'm I'm light sensitive, but I can tell immediately when a light is out.
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you know, and I look up and it's like, why, why is it darker in this spot?
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That drives me crazy.
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So, you know, that's where, um, you know, or, or, or, uh, you know, something is, is not working or shipped or, you know, all the little things, uh, that, uh can, know, just send
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a message of uh poor attention to detail.
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The other thing about physical now, I don't want people to think that
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This is only for brick and mortar.
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Where you're located, B2B, where Amazon has its storage places centrally located to make sure it could get to any customer same day or within 24 hours or whatever it is.
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If customers come to you from a B2B or you got to go to customers, it's where it's located and things like that.
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So and then when we go beyond physical and we look at atmosphere, you've said everything speaks.
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So can you share a story of a company that mastered atmosphere so well that it transformed the customer's emotional connection to the brand?
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Yeah, I mean, the first thing I think of is Chick-fil-A.
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When you go there, um they, you know, from how they orchestrate their drive-throughs, and they'll have two people out there and running two lines with an iPad.
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And, you know, that's part functional and part atmosphere.
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But when you walk in, um they pump the smell in to as soon as you open the door.
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and there's like that double door, you start smelling and all of a sudden you're hungrier than you realized.
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And what the surroundings look like.
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Negative cues, they remove negative cues and negative cues could be signage, it could be stupid signage and can't use the bathroom unless you paid for something or if you bounce a
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check.
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But there's also other negative cues that Starbucks works really hard at reversing.
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Starbucks years ago, their new machines were so tall that you couldn't see the barista.
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And that's a horrible experience that they had to reverse, an expensive uh investment they had to reverse.
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We talk about negative cues a lot of, you
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you know, what you're doing physically, what you're wearing, but it's also going into the bathroom and there's no toilet paper or the garbage is overflowing.
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Like just being all over that.
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Too much clutter at the front desk, sign it, sign it, sign it.
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And the signers might be not negative cues, but it might be, you know, 10 different promotions.
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ah that they're trying to tell a sign up for our membership rewards thing and you can get two for one on this and this it is and listen if you have More than three signs probably
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more than two signs.
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You have no signs It's just it's just billboards.
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I'm not reading any of them
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I love that what you brought up in the beginning about the smell of Chick-fil-A.
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I associate even hotels, um different brands with a smell and there's that connection to it.
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Yeah, yeah, yeah.
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And Apple is so good at this and the clean, the cleanliness and everything's just sharp and the way they, they, uh, does, you know, design, you know, I had to run the Lululemon
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yesterday and Apple's next to it.
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And I wanted to go into Apple so bad.
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I didn't need anything, but I, I, I made a good decision not to cause it's just, it's just a toy store for me, but it's the way they merchandise and
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isn't there?
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Is it out?
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I probably should have But Nordstrom's compared to Macy's, Dillard's, all those things.
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Macy's and Dillard's, in my experience, you can't even get things off the rack because there's so many products shoved in there.
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And you can't walk between the racks because they're so close to one another.
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And then you go to Nordstrom's and they have probably
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one twentieth of the product.
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And, you know, it seems like there's only a few, uh you know, they're merchandise.
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You can see them.
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can, you, me and someone else can walk next to each other in between the racks.
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You know, it's just laid out and it's so, uh you know, easy and attractive.
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Does merchandising fall under atmosphere or functional or where would you put that?
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Um, that's a good question.
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That's a really good question.
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I would.
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don't think you have to be high end like Nordstrom even.
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I mean, if you walk into Target, Target I think does a great job of merchandising.
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You want to buy things because of the way they're displayed.
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Yeah, I would lean towards uh atmosphere.
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know, atmosphere is the five, six, I don't how many senses there are.
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How many senses are there?
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Smell, know, taste, you know, all that signage, you know, and your merchandising and, you know, all that and the look and the feel.
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And so then when you go to B2B, that's might be over the phone or on your website.
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You know, same stuff can happen when you go to a website and it's so noisy and crazy and like, you know, I've left websites just because it's overwhelming versus, you know, you go
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back to Apple, go to Apple's website.
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It's simple, you know, and it's clean and it's easy to navigate.
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And again, you probably want something that that's not why you went there, but
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you know, now you're looking at the headphones or whatever it may be.
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The next component I want to talk about, functional, is all about that, the ease of doing business.
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Where do most companies unintentionally make things harder than they need to be?
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So I just uh heard this this week, someone was complaining that they're trying to get one of their children into a specialist because they need a specialist.
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We'll just leave it at that.
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And these specialists are only available like nine to three.
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It's when kids go to school.
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You know, how inconvenient is that for you to take your kid out of school?
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It might be one of the reasons why they need a specialist ah to get them in with a specialist.
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So it's the hours of operation.
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It's how easy are you to do business?
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um know, it's it's um you know, how well are you staffed?
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It's policies and procedures and and you know, payment options and.
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you know, all those different things.
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It's just how, basically it's how easy are you to do business and do you make it harder or easier for people to work with you.
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And the next one, technical.
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Customers expect competence as a baseline.
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How can technical excellence be a differentiator rather than just a requirement?
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Well, the first thing that's obviously huge now is all the technology and are you on the cutting edge and self-serve kiosk.
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I don't need to call and wait and hold.
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You go to Apple and I'm having something wrong with my computer and literally I believe it's 90 seconds I can book an appointment with a genius.
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um If you go to the Apple website, I that's awesome.
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Now I need to speak to someone when I bring it in and transfer my pain and you don't understand what I do and I need my computer and blah, blah, blah.
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But the technical that that that's that's the great.
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So it's your it's your software.
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It's, know, the your your ability uh speed of technology.
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You're sitting waiting, waiting state of the art.
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uh going to their website, but it's also the uh level of expertise of your employees.
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They're technical and that's huge.
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I mean, that is so huge.
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And you know, when you're dealing with someone that doesn't really know and is kind of, know, uh fumbling, um can't answer certain things or, my God, I got the smartest person
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I've ever met.
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uh around this topic or thing.
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So all those things fall under the technical side.
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All right, and now let's talk about details that happen behind the scenes, operational.
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So cleanliness, prep systems, how do you help leaders see these invisible details through the eyes of the customer?
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Yeah, and operational and a lot of stuff is being brilliant at the basics.
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um I actually think this is the one that uh of the six that they probably spend the most time on.
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And for good reason, you got to be brilliant at the basics.
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um And, you know, it's, know, the cleanliness, the dress code, the tasks, uh inventory, ah the processes.
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And that's very, very important.
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um The functions of the job, duties.
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uh The problem with operational is the only time it's memorable is when they failed.
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So if you call up to make a doctor's appointment for next Thursday at 1 p.m.
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and you walk in at five minutes to one,
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and check in and they have you down for your one o'clock.
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You're not like, oh my God, you're not calling Ken and saying they had me, right?
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That's operational.
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The only time that's memorable is if you walked in at 12 55 and they say you're an hour late or your appointment was yesterday or you're at the wrong location.
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You know, we booked you downtown, not, you know, East side, West side.
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And so that's with a lot of things.
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It's being brilliant at the basics, but most companies, you know, focus exclusively on those.
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And you got to be brilliant at the basics, ah but you need the other things that by itself, uh your competitors are doing very well.
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ah And so that by itself, you're not differentiating.
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You don't have a signature experience.
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You know, when we talk about operational, makes me think there are um certain titles, certain positions that really lead some of these components, but maybe not all of them.
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So it's one of those things that companies have to delegate probably who is accountable for this component.
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Well, mean, operations comes to mind because you have somebody generally speaking that's in charge of your operations, right?
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yeah, yeah.
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But you may not have somebody, or you probably have somebody who's in IT, but atmosphere, who takes care of the atmosphere, who's looking at physical, who's looking, big one,
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hospitality.
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You started off with that one saying most companies are weakest in hospitality.
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um
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about all the others so far, we've dove a little deeper on physical, atmospheric, functional, technical, and operational.
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None of those talk about how you made me feel, right?
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There was parking, I could get in and out of your, I don't know, strip center, um you know, the atmosphere, you know, was attractive, um you're easy to do business with, your
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employees are smart, um you know, the inventory's there.
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That's all fine.
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And that's all really important.
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But none of that talked about if your employees are nice, um you know, if they like what they do and they make it obvious, they build a relationship.
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And that's where the hospitality comes in, the customer engagement, how you make them feel that you build a rapport, that you have compassion and empathy, that you have uh the
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ability, the want and the permission to make a brilliant comeback.
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if we drop the ball, right?
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That's all in the soft skill and uh the experiential and the above and beyond opportunities.
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So that one, as you mentioned, a lot of people are weak in a lot of organizations.
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So why do companies struggle to train for hospitality?
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And what's one step to start closing that gap?
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So hospitality is behavior and the rest are just task oriented.
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When you come in, make sure you come in 30 minutes before we open, turn all the lights on, put music on, get the cash register up to speed.
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Those are tasks.
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Important.
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ah But that behavior is the hardest.
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um
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you know, it goes back to the service aptitude.
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Most people don't have the service aptitude ah that a good company expects and requires.
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So, ah good companies know that and, you know, they'll interview it hoping, you know, that there's certain soft skills that they look for.
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uh But they also know that a lot of the soft skills ah
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can be trained and will be trained in their new employee.
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But I always ask, I love asking this question and I'm using Bo, my son Bo in all my presentations, because he's 23, right?
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So I say, if you're a higher Bo, who's a senior at John Carroll, to be in a customer facing position, on the phones, checking people in, checking people out, whatever your
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business model is, how much training would you give them?
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before you allowed him to working with your customers.
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And some people say two days, two weeks, two months.
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All right, great.
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That's not the answer I'm really looking for.
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Of the 4,400 or 4,000 hours you're gonna put Bo in, how much is technical, operational, processes, how to ring someone up, how to book, how to get their insurance, how to take
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multiple payments, all those things, schedule it.
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correctly fulfill the order blah blah blah and how much is soft skill the service aptitude skill that He greets the person the way you want that person to be greeted.
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He uses their name to a martyr here reduces himself He says is there anything else I can do for you today?
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uh Miss Thompson before you know the interactions done uh He has compassion and empathy and understands
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what you might be dealing with, you know, as a customer and why you need both his presence that he's, he's, you know, making you feel seen and heard and his expertise that if he
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doesn't, you know, give you the right product or recommendation or booking with the right person, the impact that could have on what you're trying to accomplish in, in, in, in your
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job or in your life.
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and most people,
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And I hope all our people listening and watching do this math.
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Most people, whatever it is, 40 hours, 400 hours, 4,000 hours, it's way over 90 % operational processes.
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And the less than 5 % soft skill is just like, hey, Bo, our mantra here is we're customer obsessed.
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We go above and beyond.
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Go do that.
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If you tell 500 people that any of those, you're going to get 500 personal interpretation.
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So world-class customer service companies remove personal interpretation.
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They define what that looks like.
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And so the answer or solution is not it needs to be 50-50.
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If you're training them on 400 hours, it doesn't have to be 200 on soft skill, 200 on technical operational.
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And that obviously...
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industry specific that can get a lot more, you know, that can change.
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But there has to be a strong representation of soft skill training that they have to be certified.
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The best companies certify them.
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Just like you would never allow someone to apply to cook at your restaurant, chef, whatever it is.
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And, you know, do you know how to cook this, this, this?
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Yeah.
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Okay.
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You wouldn't do that.
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You'd say, all right.
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This is how we prepare our steaks or fish or hamburgers or fries.
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And you'd make them do it and you'd test them out.
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Great companies test their employees out on the soft skills, the non-negotiable reoccurring things, and all the things we just talked about.
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important stuff.
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Yeah, yeah.
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Yeah.
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Well, how do you close the gap when you're weak in hospitality?
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Yeah, yeah, it's making sure that you have a representation.
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So do the math.
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You're gonna hire someone when you hire someone, how much training do you give them?
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And then of that training, how much is soft skill versus hard tactical?
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And I think you're gonna be disappointed uh in how heavy the technical operational is and how little.
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And so just raise that, crawl, walk and run, raise it.
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Make them read a book, make them know you're non-negotiables, have your nevers in all ways.
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Ideally, if you're listening and you have been listening, you have a customer experience action statement, make sure that's clear and they know what that means and the pillars and
25:35
your signature experience of what should happen at each touch point.
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And if you don't have those things, um it's a good time to join the Experience Revolution membership.
25:47
And you can go to our archive where creating your signature experiences in there.
25:55
Service Vision is in there, I believe.
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If not, it's coming up.
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em I believe Service Vision is in there though.
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And you actually can workshop.
26:06
Thank you.
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service vision, if it's not, ah shame on us.
26:12
Let's look at the, uh if it's not coming up, do they get access if we did it already?
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Yes, they do.
26:18
Yes, they do.
26:19
With your membership, you get access to all past workshops and you receive a year's worth of live stream workshops live with Dave and John.
26:30
All right, so I'm looking up December uh 1st.
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Our next live stream workshop is creating an onboarding experience.
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So this is, you know, from the moment you offer and they accept the job, you know, for the first 90 days and how important that is.
26:51
uh Q1 of next year, March uh 9th is breaking down silos, cross department.
27:01
Yeah, cross-department collaboration, clarify handoffs and promote empathy and teamwork.
27:06
uh June 2026 is a day in the life of a customer.
27:11
Oh, there you go.
27:12
September 2026 is creating a customer experience action statement.
27:17
What each employee should be intentionally doing every time they interact with another human being, whether it's a customer, coworker, stranger, vendor.
27:29
And then the fourth quarter of 2026, December, is building and developing future leaders.
27:37
Great topics, great topics.
27:38
So register now at thedjuliusgroup.com forward slash membership.
27:44
You can find that link in the show notes as well.
27:48
John, I want to go back to um the components here.
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So there is a lot of overlap within these six categories.
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Can you give an example where a failure in one area hurt the others or where Harmony across all six created a true wow experience?
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Going back to.
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So, you know, lot of overlap is in functional, operational, and technical.
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Atmosphere and physical, there's more of a, what I always say, you know, how to distinguish if it's physical or atmosphere is if it could be fixed, resolved today, it's
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probably more of an atmosphere.
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physical is the building, the parking lot, the access, all those things that isn't something you can get someone out here and fix today.
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But, all right, so you're saying the overlap and ask me again, I'm sorry.
29:15
So because they overlap, do you have any examples of where maybe you're bad in one and it hurt the others or where someone has harmony across all six and it creates a true wow
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experience?
29:31
Yeah, mean, think if you look at the best retailers, they really master these.
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Whether it's Apple, Starbucks, and back in the day, Lululemon, all these great retailers are gonna make sure they're in the best shopping centers that have abundance of parking.
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When you walk in, you
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restaurants, great restaurants are good at this.
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They're easy to do business with.
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They make sure their employees are, you know, brilliant technically and that they have the uh equipment to do their job.
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I mean, there's nothing more frustrating.
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That's why, you know, we had a conversation a couple of weeks ago about I was afraid some of our
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consultants and employees needed new laptops.
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And, you I never want, I don't know, budgets or whatever to impact that because, you know, that's their tool.
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And when you have to wait or reboot, you know, it'd be like a plumber not having, you know, the latest and greatest to get the job done.
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You have to, you
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There's nothing more frustrating than not having the equipment tools to do your job and then have someone looking over you or trying to ring someone out and the computer's slow
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or the software sucks and it's outdated.
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You feel stupid.
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And the customer thinks it's you.
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And that happens all day, every day.
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You don't want to work there.
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Your boss is cheap.
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you know, and the company's cheap.
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um But, you know, and the operational, but they're nice.
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And that's the surprising thing.
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that's the, you know, the frosty on the cake that these people are nice and they know, you know, you know, how to help you and guide you and they educate versus sell, you know,
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those, those key little things.
31:53
I know recently you had a significant experience at NemaColon and you talked about how great their service is right now and they're doing everything right.
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How would you rate them across the six components?
32:11
You know, five or six years ago, well, it was my favorite place.
32:17
They they their physical atmosphere.
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was behind.
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I it's such a massive place, but you can tell that as nice as it is, they they're getting a little outdated.
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You know, I remember uh speaking there one time in the room I speaking with, you know, had, uh you know, the ceiling stained from leaks, you know, and it's just stuff that you
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didn't want.
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They have literally put in a half a billion dollars into the place in the last couple of years.
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And so I've gone and
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They're nailing it everywhere.
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Like it's beautiful.
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It's mind boggling.
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Their customer experience, their young kids, uh kids, like they're all in college that are working bartenders, waitress, know, whatever thing you go to is just, uh they're so nice.
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And if they don't know, tell you, I just started, but I'll find out, which
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I don't know about you, like makes me want to help them even more.
33:26
And like, you know, no, you know, but I've always loved, I've always thought a good idea is, you know, if you have a name tag, you know, Denise, um, it should say in training.
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And some people think that's like over sharing.
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I don't cause like, I know what it's like, and I remember how that sucked.
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And so like, I'll have so much more pay.
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Oh, don't worry.
33:49
Don't worry.
33:49
I think it's that button.
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here that you're supposed to press.
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But if it doesn't say in training and you're clueless to me, I just think I got the dumbest employee that works here.
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And I'm like, Jesus Christ, how do you not know how to process this order?
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I love, because I think most people are understanding and.
34:14
and have empathy for new employees and they want to help them be successful.
34:18
Right now, sixth, Nema Colon is crushing it in every category.
34:25
I the physical is just mind blowing, everything.
34:30
I don't think there's a weakness right now, at least my most recent experience.
34:38
In the past, there's been...
34:41
there's the weaknesses in all of them, but they've really upped their game.
34:46
How do you recommend companies audit themselves across the six categories?
34:52
So if we can put the, uh there's a blog, if you have it, if we can, that really breaks down the, not only description, but what to look for, like technical, employee level of
35:07
experience, speed of your technology, computer, state of art of technology, ability to use your website, equipment, phone system, software.
35:14
So each of the six categories have lists.
35:19
And I think you just do an audit.
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And someone should own each of these.
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And if you're big enough, you probably have someone that owns each of these.
35:29
And just first, what's glaring?
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What needs attention?
35:38
This is a great checklist audit report card to see where you're at.
35:44
And constantly, just don't do it one time, right?
35:46
Constantly, ah this is what your...
35:50
location managers should be auditing and, you know, the CEO should never walk into a location and why are there six lights out?
36:02
Why is the, you know, the water cooler broken?
36:06
Right?
36:07
I mean, you know, we should be on top of it.
36:09
Now it's fine.
36:10
I sent you an email, you know, they're coming out tomorrow.
36:13
That's fine if, but no leader should be surprised.
36:18
they should know what they're walking into.
36:23
So we'll put that in the show notes, links to that blog.
36:26
um We can make that a download for people.
36:31
So you can look for a link for that to download the six components of the experience and your own little checklist to go through and audit your company.
36:42
um If there are listeners, leaders, let me start that over.
36:50
If a leader is listening today and they could only improve one of these six areas right now, which would give them the quickest lift in customer loyalty?
37:04
Well...
37:07
It's hard
37:10
Assuming they're good at everything, that's easier.
37:13
I mean, if they have something glaring, right?
37:17
Like that's bad, that's exposed.
37:19
They have to sew that up.
37:22
You can't have a, you know, coming in and you're building as, you know, old carpeting and old desks and old furniture and technology isn't working.
37:35
I mean, first you have to make sure you don't have any
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real weaknesses in any area.
37:43
um assuming that you're good, assuming that you feel good about most of your areas, um I would do a hospitality audit and see uh what new employees mandatory, what they're getting
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trained on, and not only just getting trained on the soft skills.
38:08
how to build a relationship, how to show compassion and empathy, your non-negotiable standards, your nevers and all those things, but that they're being tested on it.
38:19
um And then, then existing employees, right?
38:24
You just don't train someone one time.
38:26
um So that's where the micro learning, have we talked about micro learning yet?
38:32
We can do that for another podcast.
38:34
Yeah.
38:35
So that's really popular today.
38:37
Micro learning is think TikTok, think YouTube Reels, less than a minute video that, all right, you've been working here, know, two years, five years, 29 years, but each day or
38:49
each week you're getting just a little quick thing to remind you.
38:54
And it's a quick video reminding you of the five E's, you know, and then ideally, you you have to answer.
39:01
ah
39:02
what the 5Es are or what Ford is.
39:05
um So it's just a quick hit in an environment of like, don't have to come in.
39:12
It's sent out to everyone's phones, iPads, computers, however they work.
39:21
And those are madly popular.
39:24
I think that's great, especially as employees come and go.
39:28
Having something like that for ongoing training to keep everyone on the same page is really important pertinent to.
39:36
that's different.
39:36
That's different than the initial training, right?
39:39
That's gonna be longer.
39:41
That could be, know, days, hours, whatever, but this is just a Toma, top of mind awareness, making sure we're hitting you, you know, weekly with something short, quick to,
39:53
you know, keep, you know, the experience you're delivering uh in the forefront of your mind.
40:01
All right, and finally, what's one thing our listeners can do this week to move closer to creating customer evangelists?
40:10
You know, it's probably the same answer, but it's getting your team members, asking them about their best experience.
40:18
I love starting workshops with this, is asking what's a brand you can't live without?
40:25
If I had the authority to say you could never do business with a brand.
40:34
um
40:36
again and you had to listen, listen to me, what is one brand you would be nervous I would take away from you?
40:42
And even going to front lines, they have brands.
40:45
uh They may not be as, you know, the same brands as executives have, but there's a reason.
40:53
you know, nine times out of 10, has nothing to do with price, but they're loyal to Dunkin' Donuts or they're loyal to Amazon or they're loyal to, you know, Target.
41:04
um
41:05
you know, whatever it may be or their local dry cleaner.
41:09
Why?
41:10
Why are you loyal?
41:11
know, I'm sure you can get it cheaper somewhere else.
41:14
That's not even near your house.
41:17
Why do you drive three extra exits?
41:19
And when they explain what those things are, oh, well, how can we be those things?
41:27
How can you be those things to a
41:31
how can we create the same thing?
41:33
So you're getting them and they're buying and them seeing the connection to it.
41:38
that.
41:40
Thank you, John.
41:42
Thanks listeners for joining us on this episode of the customer service revolution podcast.
41:47
Is John explained?
41:49
Brand loyalty doesn't come from one magic tactic.
41:52
It's the result of six interconnected components working in harmony.
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The physical environment, the atmosphere you create, functional ease, technical expertise, operational consistency, and most importantly,
42:06
hospitality that makes customers feel valued.
42:10
Here's your challenge for the week.
42:11
Choose one of these six areas.
42:13
Take a hard look at how your company is performing in it.
42:16
Where are you delighting your customers?
42:18
Where are you unintentionally driving them away?
42:21
For more tools and strategies, don't forget to go to our show notes.
42:27
For more tools and strategies, don't forget to go to our show notes.
42:31
Download the free white paper on the six components at thedjuliasgroup.com.
42:37
You'll find the link for that in the show notes.
42:39
And until next time, remember, customer service is not a department, it's your brand.
42:45
Thanks, John.
42:46
Thank you, Denise.
42:47
See you later, revolutionaries.