Episode released on: 20. September 2021
CX Goalkeeper with Shep Hyken – E40 is about AMAZING experiences and the Shep's latest book: I'LL BE BACK – How to Get Customers to Come Back Again and Again – Customer Experience Goals with the CX Goalkeeper
The CX Goalkeeper had a smart discussion with Shep Hyken
LinkedIn Headline: Customer Service and Experience Expert | Keynote Speaker | NYT Bestselling Author | Shep helps companies deliver AMAZING customer service experiences!
You will learn:
- The definition of AMAZING
- The Green Egg Story
- Where does Shep buy cars
- how to connect history based measurements and future customers behaviours
- How to meet customer’s expectations by giving the shortest customer service speech in the world
- a 6 steps process on how to create I’ll be back experiences (part of latest book)
… and much more
Shep’s Golden Nugget:
Customer service is not a department. It is philosophical, it is cultural.
The best companies to do business with are also the best companies to work for.
Customer service is not a department. It is philosophical, it is cultural. Indeed, the best companies to do business with are also the best companies to work for. @Hyken on the CX Goalkeeper PodcastTweet
How to contact Shep:
– www.hyken.com (subscribe his newsletter, great content and amazing comics)
Thank you, Shep!
#customerexperience #leadership #askshep #cxgoalkeeper
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Gregorio Uglioni 0:01
Ladies and gentlemen, welcome to the CX goalkeeper podcast, your host, Gregorio Uglioni, will have a smart discussion with experts, thought leaders, and friends on customer experience, transformation, innovation and leadership. I hope you will enjoy the next episode.
Ladies and gentlemen, this is a big, big pleasure. I cannot believe it to have Shep Hyken is with me on my podcast, Hi Shep.
Shep Hyken 0:32
Hey, Hi, believe it. I’m here in real life. It’s me.
Gregorio Uglioni 0:38
Thank you very much.
Shep Hyken 0:39
Thank you, I mean, I’m flattered that you feel that way. thank you,
Gregorio Uglioni 0:43
I am really a big fan of your books or of what you’re doing, not only to the books, but to all your shows. It’s really outstanding to follow you. I think you already brought eight books, or the eight books will come out. But before starting the discussion around your books, and which one is the best one? Shep, could you please introduce yourself?
Shep Hyken 1:04
Sure. Well, my name is Shep Hyken, who you know that, I’m a customer service and experience expert. The best way if you’re if you’re sitting next to me on an airplane, and you say, hey, what do you do for a living? I’m not gonna say I’m a customer service experience expert, I think I’ll simply ask a question, if have you ever walked away from a company or business, gotten off the phone with somebody and you thought, wow, that person or that company is amazing. That was an amazing experience. And almost everybody goes, yeah, yeah, that’s happened and go Well, that’s exactly what I helped my clients achieve. And then if they want to know more, I’ll tell them that. And I’ve written a number of books, I’ve written training programs on customer service experience, and I am hired to go around the world and talk about it either myself and doing keynote speeches at events, or we have our trainers that go out and deliver the content. That’s what I do for a living. And that’s the best way to describe it. I do believe I’m as much of a media company as I am anything else. And that my goal is to put out lots of content related to service and experience. And I believe the more you give, the more you get, which means I don’t really hold anything back. Everything that I’m thinking at the time, I write an article, I write my own newsletter I write for Forbes, I write other columns, every once in a while I put videos out every single week, I hold nothing back. And it’s just all out there. So that that’s what I do. That’s me.
Gregorio Uglioni 2:33
And that is also what it’s correct in this customer service or customer experience community that people are sharing everything they know. But I think if you’re flying, you’re always saying that you’re reading books or article stuff, I think people don’t want to disturb you asking you what you’re doing.
Shep Hyken 2:50
You want, What am I reading? Is that what you asked? Yes. Oh, boy. Well, first of all, I read articles every single day, we have Google Alerts and filters that allow us to, and actually Cindy in my office will go through these and say okay, this would be a good one for Shep to read. And she sends over every day, she sends me articles to read. I actually I love that that keeps my education going. In the last year and a half or so there have been almost a year and a half, there’s all been hardly any meetings happening where I could go to a conference and sit in the audience and listen to a CEO or, or CXO or maybe some other expert talk about what they’re doing or their latest ideas on the service and experience world whether it be digital chatbots or something is rudimentary and simple as how we train our our customer service reps to just manage the experience better. I love to hear all of that. So since I’ve been missing that live, I’ve turned a lot more to to reading these articles. However, I don’t know if you can see but there’s a stack of books behind me over here. And I’m constantly receiving new books and reading them buying them and now that I’m starting to travel again, a lot more I’m back to doing about one book every week or so is how much I read.
Gregorio Uglioni 4:08
That’s not that’s that’s really outstanding. I think this is outstanding, because you can learn really a lot and perhaps also for my audience that they start knowing you and understanding what you’re explaining you already use the word amazing several times that
Shep Hyken 4:26
I am I don’t understand why would use that word.
Gregorio Uglioni 4:31
Could you please define amazement from your point of view?
Shep Hyken 4:35
Sure. Sure. And, and by the way, I am the chief amazement Officer here at Shepherd presentations. Amazing is within the grasp of everybody. And by the way I’ve been writing about this. Well foundational content in my book is about creating this moment of magic versus a moment of misery, positive experiences versus negative experiences. Those are my names for then I also have the moment of meeting equity, which is just average or satisfactory. And so that’s foundational content. And I’ve added in the last couple of books, the concept of amazement, as foundational content. And by the way, in every one of my books, I put chapters just as a small, tiny percentage of the book, we’ve got to get you up to speed, or give you a refresher course. So there’s usually, you know, a few words written about that. But amazement is within the grasp of every individual and every company. The idea is that you’re not over the top where you, like, create this experience that just blow me away. But when people walk away, they go, you know, that was an amazing experience. Why, you know, they were so friendly, they were helpful. They were knowledgeable. I mean, these are expectations that every customer has of anybody they deal with. And at the end of the day, this is what our customers actually want out of the people that they talk to, and get help from, and maybe the salesperson that they’re experiencing. And by the way, this doesn’t matter if it’s b2c, or b2b, it’s everywhere. So here’s what amazement is, it’s if on a scale of one to five, one is lousy, and five is amazing. If you want to get a five, you need to be consistently better than a three, which is average, and not much better. Even horse Schultz, the co founder and first president of the Ritz Carlton organization said, if you’re just 10%, better than average, you will achieve amazing ratings. Okay, so think about that one to five, three years average. 3.3 is 10%, above average. So this is what you want your customers to say, as they learn what you’re about. And they get in alignment with, you know, the type of company you are, you want them to say, I like doing business with them why they’re always knowledgeable, they always get back to me quickly. They’re always friendly, they even when there’s a problem, I know, they will always take care of me the word always followed by anything positive. What you don’t need to hear is, you know what, they’re always so amazing over the top, they blow me away. That’s unrealistic. That will happen. When it falls in your lap. You read all these amazing stories about, you know, like, the Ritz Carlton stories and Nordstrom stories and Zappos stories, all the great Amazon stories, great companies have these stories, they are actually focused on incidents that happen. But the best companies are consistent and predictable. With those above average experiences. That’s what I believe that is capable for anybody.
Gregorio Uglioni 7:34
Thank much for this explanation. But then I’m not so sure that you’re the chief amazement officer, because you are from one to five, you are five.
Shep Hyken 7:45
Thank you, that’s because I’m consistently at least a 3.3. By the way, that’s the point, if you’re always a little better than average, you’re gonna get those five ratings on one to five. And you know, here’s a, here’s a no brainer, it’s so easy. Just call somebody back. You know, here’s the thing, if you leave a message, if a customer leaves a message, and they get an email back in a couple of hours, the customer goes, Wow, that was quick. What you don’t want to do is have somebody wait on on hold for two hours, okay. However, if I call you and our lines are busy, and I know this is more customer service and support than anything, but it still works, no matter what, if our lines are busy, I tell you, it’s going to be at least an hour. But here, give me your phone number punch in your phone number, and I’ll call you back at this appointed time, you’re not going to be upset with me for having to wait an hour because I’ve given you that option. And by the way, an hour is reasonable. There. I just did an article not that long ago for Forbes where I talked about, specifically the hospitality industry. But it applies to all industries. And I even said that I said, you know, this is just hospitality. But if you think about it, every industry has their numbers, it appears that about I don’t know 30 35% or, or whatever, those of these companies would respond in a way that made the customer happy, which means, you know, 70% or 65% are not doing the job. Well, that’s a shame, some don’t even respond at all of you email them or reach out to them on a social media channel. So it’s not that hard to be considered amazing because the bar has been lowered by the laggards. But I will tell you, the expectations have been raised by the rockstars in our business who who create a consistent and above average experience.
Gregorio Uglioni 9:33
Sure. 100% agree with you. And I don’t want to prove that I’m reading your books or I read your books. But do you still have your barbecue? are you happy with it?
Shep Hyken 9:45
the Big Green Egg. I love the big green egg. And I can tell you the truth is I wish I had it. We moved into a community we were in a condo building and it said oh yeah, you could have a barbecue pit But what they didn’t tell As you’re not allowed to have an open flame in a community where you live with neighbors and connect, so I, it broke my heart, I even said to my wife, if I knew this, we would never have moved here. So one day, I will have a big green egg again.
Gregorio Uglioni 10:15
I’m so sorry. And the next question I would like to ask, it’s then what are you buying your cars?
Shep Hyken 10:23
Well, actually great question. So I have bought it. Well, we found a dealership that I’d been buying a car for about 20, almost 25 years from another dealership, this particular dealership, and this is out of the book, that convenience revolution, they, they did something amazing This was before COVID, they would bring a new car for you to try out, they would pick up your car when you needed service, the dealer told me you never have to come to our showroom if you don’t want because we will always come to you. And they they it’s by the way, same price even a little bit higher happy to do that. Now, I recent my wife, still we have a car at that dealership, and will continue to buy from them. I just recently bought a used car for fun from somewhere else and or from a private individual. But it’s not that brand. So I had to go to another dealer. And I mentioned to the dealer, I just had my first service appointment, maybe a month or month and a half ago. And I said to them, I said, Wow, I forgot what it’s like to actually have to come to a dealership, drop off my car, go in talk to the service manager about what I wanted to leave my keys, fill out paperwork to get a car that I can drive for the day while my car’s there, then I’m wondering when the car is going to be ready. And when I have to go and make the you know, trade it back in. And I’m thinking I just can’t tell you how much I appreciate that other dealership even more now.
Gregorio Uglioni 11:53
And I think at the end, it’s all about and I was for sure I was knowing your answers. And therefore I created these questions. I think you’re really speaking from your heart that it’s extremely customer service is extremely important. Your are saying customer service. It’s not a department. It’s a philosophy.
Shep Hyken 12:13
It’s a philosophy, it’s embrace everybody, it’s embraced by everybody in the organization. That’s the only way it works because people internal, who never have any connection with an outside customer needs, they need to recognize their impact on the customer or on somebody that is dealing with the customer. You know, I just got back from a trip yesterday. And I checked my bags one of the very, very few times I’ve ever probably checked my bags two times three times a year and I take 75 trips a year. It’s usually because I have golf clubs or something like that. Well, this time I had an opportunity to play golf with clients. So we did that. And coming back. I thought about this. If the baggage handler puts my golf clubs on the wrong cart, it goes on to the wrong airplane. And I don’t see the golf clubs when I arrive. Guess who I go to I go to that poor individual I called the poor soul who sits behind this counter all day long. In an office it’s called baggage claim this and by the way, nobody’s coming in there to say hey, thanks, I got my bag, you guys are awesome. They’re coming in there to say you lost my luggage. And they have to deal with people who are upset with them all day long. So that person behind the scenes who never sees the customer, not only let me down if they put my golf clubs on the wrong baggage cart, which goes up to the wrong plane, but they also let their internal customer who has to now deal with me. So I years and years ago and this will be dating myself there was a TV commercial with the washer dryer, Maytag the Maytag repairman, the the the commercial was the Maytag repairman, sitting there by himself lonely, the most lonely repairman in the world. Why? Because he never had to go out to make a repair, because everybody else was doing their job putting great product out there, managing the customers expectations, selling them a quality product at a quality price. And the Maytag repairman, very lonely. That’s what we want that baggage claim person to be, you know, I want our customer support people to be lonely customer support people because nobody needs to call them. Jeff Bezos years ago, said when people in Amazon were talking about creating the Customer Support Department, it goes what do we need customer support for? We need to be so good that we don’t need to have that department. But it’s true that once the books or whatever products leave the warehouse at Amazon, oftentimes they’re taken care of by a third party, FedEx ups, United States Post Office, if one of them loses the package, who are we gonna call? We’re gonna call Amazon. That’s one of the reasons they said you know what, we probably ought to have people here answering the phones and answering questions,
Gregorio Uglioni 15:02
at the end lead to what you’re saying the best service is no service.
Shep Hyken 15:06
The best service ideally is no service . But but let’s say the best service doesn’t need support is probably a better way of saying it. Because to me everybody’s part of that best service. Ultimate is the customer feels like there’s no need for that extra service.
Gregorio Uglioni 15:24
Sure, they wrote a book about that. And you are in your in your talking. So you’re also explaining that if service is needed, because sometimes service is needed, then the employees need to act like a small business owners because they need to own what what they are doing. And how is it possible? I’m not speaking perhaps about cultural point of view, but how can you ensure that these employees understand it?
Shep Hyken 15:53
Great question. I think it starts by the way of the fine it is culture, there’s no way to get around it. But you have to define what it is you want your culture to be. If you are a, you know, in the hotel business, like the Ritz Carlton, where ladies and gentlemen serving ladies and gentlemen is their nine word phrase to describe exactly what they want to achieve. And when you go to work there, when you go to interview, when you just walk through the doors, the very first time you are taught that it’s part of I mean, right away, it’s what you’re trained to Disney does an amazing job where they start to get you into their culture, in the interview process, when you just come to fill out the application, you start to experience what they refer to as the Disney difference. When you are brought in at that level, and you are taught the expectations from the very beginning. And they properly hire and then onboard you, and then sustain it with reinforced communication and additional training if necessary. That’s how you create that culture. That’s how you get employees all in alignment pointing in the same direction of taking care of your customers, clients, guests, whatever you want to call them.
Gregorio Uglioni 17:01
I think you are using examples that are worldwide relevant and coming from from another region from Europe, in particular Switzerland, and via customer service, the average engine time the average speed of answer are more important KPIs. And it’s starting out speaking about NPS and so on. What’s your view on that? If you’re measuring an employee on the ever changing time? How is it possible?.
Shep Hyken 17:28
Yeah, you know, Hey, can I put in a plug for the new book because it’s kind of tied to that which have a brand new book coming out right around now. It’s called, I’ll be back. Here it is. I’ll be back how to get customers to come back again. And again, we talk about measurement specifically in the book. And by the way, you can get the book on Amazon, you can go to Alby back, book.com. But here’s the thing about measurement, whenever you’re measuring, and by the way, I love that you say, a very high KPI Key Performance Index indicator is average halt a call time handled time, if you will, how many transfers you have to make, you’re trying to create this number that we want to keep it below a certain amount. Average call time bothers me because it means you’re trying to get the customer off by a certain time. But average transfer time we’re trying or transfer trying to keep that number low, too. We don’t want to transfer people it costs money. So I like the idea that we would want to, I’d like to abolish the call time, within reason, okay. But I’d like to emphasize how many times you transfer somebody how many times a customer has to call back, we want to mitigate or eliminate all of that. But here’s the thing about measuring. If you’re going to do the best measurement, I think and I know we’re getting off, you know the KPIs, but if you want to look at a real important KPI about the customer, not about how you handle the experience internally, is does the customer come back? And if so, how often. Now, what I want you to do is look at that number. And I want you to recognize what a repeat customer looks like, what a loyal customer looks like. They’re different. They’re I love repeat customers don’t get me wrong. But loyalty might be coming in more often they might be spending more repeat customers typically do spend more than every so often or one time customers anyway, I’m talking about per visit per average. And I also want to know when I call the company for any reason, be it support, be it just a general question. I have a problem complaint you want me to I need you to fix for me. I want to know what my experience is going to be. I’m going to be looking at ratings I’m going to be looking for you know, as a customer, I’ll research sometimes that information I want to and I want to also see is there a social media posts a Yelp post, any type of review site where I can see somebody who complained and how the company handled it. So all of these are really important. So if you want to rush people off the phone, because you want the average call time to be under X number of seconds or minutes or whatever, watch what happens to your KPI of customer satisfaction, you’ll start to see it pop up in social media, you’ll see it pop up in a change in sales, perhaps a change in retention, so you’ll have higher churn, all of these are really important numbers to look at. And I will tell you customer satisfaction numbers, NPs Net Promoter Score, you know, likelihood that you’d recommend, all of these numbers are a history lesson. And we learn from history, we learn what’s working and not working. So we learn what we should get rid of, and what we should continue to do. Very important measurement by said at the beginning, I want to know what the repeat and loyal customers do, do they come back, let me put this to you, in the most simplistic terms, an example. And by the way, this is what I love to do. When I write books. I use examples and stories. That’s why you asked me about, you know, Kirkwood Adi, the car dealership, the big green a bag, and you know, any other, you know, examples that I use, they’re the ones that I think we can all relate to. So where was I going, Oh, I can’t necessarily relate to this as much as others, because I don’t have any hair. But can you believe they hired the bald guy to come in to talk to franchisees who owned hair salons?
And in my interview, and prepping for the speech, and that’s one of the things I do is try to understand the audience, I do my homework, I was actually talking to the CEO. And he talked about how he measured actual behavior. And I said, Well, tell me about that. He goes, Well, we know from experience, that men are different than women as far as the typical hair treatments they do. And but typical, I say typical, so you can drop buckets of a woman that has long hair, a woman has short hair, a man that has short hair, a man that has longer hair, a man that gets his face trimmed, a woman that gets color. So there’s all types of different buckets, you can drop your different customers into. And you know what they need, you know that somebody with this style is going to come back on a monthly basis. So if they break that journey, and they come back three months from now, where did they go the other two months? Okay, why didn’t they come back to us? Well, once we understand the cadence of that type of customer, we can measure what the behavior is. And our goal is to push the one time customer, the first time customer the once in a while customer in the cadence of a repeat customer. Now, once we get a repeat customer, we want to create a loyal customer, which means why are they coming to us? That’s what I want to know first, is it because we’re more convenient than another salon down the road, which means they want their hair cut? Not because I get a better haircut, but because it’s more convenient. That’s real important for me to know. Because if my competitor moves to blocks in closer my client, I’m going to lose that client. Okay, but knowing that will allow me to say what can I do to make sure that that client, even if a competitor does and by the way, the client may say, I come here because it’s convenient, yeah, the people are nice. But you know what, at the end of the day, I don’t want to drive five miles I want to drive to Okay, well, if somebody gets closer, what do I need to save that client from walking away? That’s why we have true loyalty programs, which sometimes they are marketing programs that look like loyalty. But what am I doing if all the points went away, and all, you know, come to my place here, 10 haircuts, the 11th. one’s free? What am I doing to ensure that if all that went away, that customers still going to want to come back and do business with me? Because that’s why we want them to say, I’ll be back.
Gregorio Uglioni 23:53
Sure, and I think this is this is great. Before we start speaking about about the book, I will be back. Could you please explain me something? You wrote eight books, but you were able to do a speech of two minutes. why do you write eight books?
Shep Hyken 24:11
Yeah. So So and this is I wrote a chapter in the new book, I’ll be back called the shortest customer service speech in the world. And that was it was actually less than two minutes. It was about four seconds. Maybe by the time I would walk on get the applause. Wait for the pause to die down. Say what I had to say and get off stage might have been maybe 10 seconds, you know, 510 foot actually three, four seconds words. So what happened is I was hired to be the closing keynote speaker and the client said, I don’t care what time you go on. You have to end by this time. I think it was like 430 in the afternoon because all of the attendees have to get on a bus and go somewhere. We can’t be late. Those buses are waiting. I don’t care if you if you if you have to start 20 minutes late, you got to still in on time. Oh, so what happens if I go on 20 minutes early? Doesn’t matter. Just end on time. Okay, well, I could see the speaker’s ahead of me. We’re running over there a lot of time. And finally, it’s my turn. And I look at the client. He goes, we don’t have time for you. I said, Well, you got me here is two minutes left, there was two minutes left. And I’m thinking, Could I do this? Could I do this? I said, let me go out there. And let me let me say something really go for it. And I walked out in the first thing I said, is after the applause, thank you. Thank you. I know, we’ve got to be out of here now. And just a little less than two minutes, and you’re probably thinking, What could I do in under two minutes? Well, I’m about to do the shortest customer service speech of all time. So pretend I was just introduced. Let’s hear the applause again. Are you ready? Go for it. They’re clapping. I see. Thank you. Thank you, thank you. I then look out and I say, be nice. And I turned around, I started to walk offstage. And everyone was like, a last few people even smattering of applause. Then I stopped, I turned back around, went over to the microphone, I go, Okay, I realize I’ve got about a minute left. And let me just say that being nice, it sounds so simple. But sometimes simple is not easy. It sounds like common sense. Sometimes common sense is not so common. But here’s the thing about being nice. It’s foundational, because I could be a restaurant. And if I’ve got the best food in the world, and I’m not nice about the way I serve it, I don’t create that pleasant experience. You’re not coming back. So foundational. Be nice. build from there. See you next year with more information. Good night Drive safe. Tip the servers. I don’t know what I said. But watch upstage. And that was the end of that shortest speech ever gave. But you know what? It was a powerful thought, wasn’t it?
Gregorio Uglioni 26:41
It was it was outstanding. And I think it’s I am I already bought your book. I will be back. And my question also to your new book. You don’t need to explain all the secrets in the books. But perhaps do you have one, two or three? favorite ideas out of your book example or concept that you want to share? And may ask one question before you answer. Should you use your sunglasses?
Shep Hyken 27:07
Oh, yeah, here we go. There you go. You didn’t know I would have these so close to me. All right. First of all, I’ll be back. It has a little Terminator field. As a matter of fact, this is actually a font that you it’s an available font. It’s called the Terminator font. Okay. And when I started writing this book, I had no idea that I would even come up with this. I just said, what do we want customers to do? We want them to come back. We want them to say I’ll be back and then do it. And then I started writing all this has got a Terminator, Arnold Schwarzenegger feel to it. And so I actually wrote a is the first article or first article, the first chapter, I called it, you know, when Arne and that’s when the customer says, I’ll be back.
And so in the book in the movie Terminator, I’ll be back was not a good thing. The first Terminator I’ll be back, he came back, and he blew up the whole police station. And, and that was it. But in the second Terminator, and following up with other movies, he used that phrase, I’ll be back a number of times, just to it was almost just a call back. And sometimes it was funny, it usually meant something good. What I’d love to share with you from the book is what I think is probably the most powerful content from the book. I said, I don’t hold anything back. This is the final chapter, chapter 15. I call it where the rubber hits the road. And there’s a six step process to create the Alby back experience. And you do it by sitting down with your team and asking a series of questions and walking through this thought process. So let me give it to you briefly. Number one, ask yourself, why would a customer do business with me instead of someone else? By the way, customer client guest resident, whatever you want to call them patient? It doesn’t matter. It’s whoever does business with you, b2b b2c? Alright, first question, why and don’t say, because we have great service, because that’s what everybody says, Now, what are the true differentiators that you have? Is that we’ve got a bigger selection, is it our our products are higher quality, but make sure that it’s tangible, you can prove that to me, I dealt with a medical healthcare system. And they said, Well, we have a heart machine that nobody else in the area has, well, bingo, if I got a heart attack, I’m coming here, right? So that’s a differentiator. Number two, ask the same question about your competitors. Why would somebody do business with them instead of us? Write this down, work together to understand both all these questions, it’s a group exercise. And if you’re doing it, if they’re doing things that you aren’t doing, don’t say, Oh, we can do that. Don’t just copy it. Make it your own in some things. Yeah, maybe you have to copy because there’s no other way of doing it. But if there’s a way to make it your own, I’ll give you an example. years ago, some smart person in the hotel business said, Hey, let’s give our guests a newspaper, okay. And they’ll drop it off at the doorstep. And somebody said, Well, we need to give away newspapers to next thing, you know, everybody’s giving away newspapers. But then some smart hotel said, Well, we can do that. But let’s make it better. How can you make it better? And we’re delivering a newspaper to their doorstep. When we get up, they know, they go, why don’t we ask them? When they check in? If they’d rather have this newspaper or that newspaper, give them a choice of newspapers? Oh, brilliant idea. See, see, they just took the same example. And they made it different. And now, by the way, that’s somewhat common, and higher end hotels. Alright, so that’s number two. Number three, I call it keeping pace, which I just mentioned, if they are doing something that you’re not doing, can you do something similar and make it better? Number four, have the same question about your competitors. But let’s talk about people that aren’t in your industry. What other companies out there outside of our industry? Do we love to do business with any company doesn’t matter what kind of company companies like Amazon will always come up the local store down the street or a local restaurant, and some maybe it’s a manufacturer that’s got an inside sales rep. That’s just absolutely amazing. So they will come up with these great examples. And then you need to do the same thing, sit down and say, Okay, I have all these examples, by the way, doesn’t matter if we can or can’t do them. I want every reason why we like doing business with them. To come up on a on a flip chart on a whiteboard, whatever, I then want you to say, fifth part of it, what can we adopt from these other companies? Now? I’m gonna take off my glasses if that’s okay. Oh, wow. If you hear ideas, you need to read between the lines. And what that means is, let’s say from what do we love about Amazon. And this happens all the time. And we did this exercise in real time. Somebody says, Well, I love that the moment I placed the order, I get this confirmation, and they just send me an email. And then they let me know when it ships and they send me the shipping information. And then they actually take a picture of the item at my doorstep, and they email me, and somebody has said, I’ve heard this, right now, in real time, somebody says, well, we’re not an E commerce company. And, and we’re not going to take a picture of something lean. I mean, we’re a business to business company that doesn’t apply to us and I go, foul, it absolutely does apply to you. It’s not the picture of the item up against the door, you know, sitting next to your door, it’s the fact that they communicate every step of the way with you. Not long ago, I was talking to one of my clients who said, I ordered a half a million dollar piece of machinery, and it showed up unexpected and like nobody was ready for this to show up. We knew it was coming around this time. But wouldn’t it be nice if they emailed or called us in the new guy says, when I order toilet paper, or Amazon at least they send me an email to tell me it’s hot this way? Why can’t this company do it for a half a million dollar piece of machinery. So you have to understand it’s about the communication, not about the picture of the package next to your door. So read between the lines. Alright, so that’s number five. And number six is once you have gone through this process, and started to make your changes, go back and ask yourself the same questions you started at the beginning, which is why should someone do business with me? Now for my money? That is, I mean, we’ve got lots of great chapters in there. We’ve got a chapter chapter on culture, we’ve got a chapter on why 10 reasons customers would terminate the relationship get it, Terminator? I’ll put them back on your terminated. Okay, so
anyway, why they would terminate? Why would you want to terminate your customer, we’ve got three reasons for that we’ve got a number of different in the shortest speech in the world. But this for my money is the most important thing that we can do. So I would suggest people listening to our show today or watching your show, get out a pad of paper and write down those six steps or even better go to Alby back book.com or amazon.com or wherever books are sold, go there and get the book and by the way, at the end of each chapter, our study questions for you to sit down with your your team and go through and discuss these questions in these different chapters in a way that will actually bring them to life.
Gregorio Uglioni 34:13
Thank you very much outstanding and I learned also that because I was asking myself why did you choose I will be back book.com And I find out that I will be back.com It’s already used by Terminator it’s going to the Instagram of Terminator
Shep Hyken 34:28
Yeah, I’ll be back. I’ll be back is and it’s not I will be back it’s I so if you go to I’ll be back book. It’s there’s no apostrophe in websites, but I L L I’ll be back book. And if you type in I’ll be back in Amazon. I don’t know what you’ll get. But sometimes you’ll see my book but but definitely just look up my name Hyken or I’ll be back book might get it there. I know there’s a lot of anybody that says I’ll be back somehow another gets onto this Google search and
Gregorio Uglioni 34:59
I have myself to answer the next question for you. H Y K E N . C O M and all the social media. you are in there .
Shep Hyken 35:09
Yep. So yeah hyken.com H Y K E N dot com. And, and Shep TV .com is takes you to my YouTube channel, there’s over 600 videos there for you to look at. And so there’s lots of opportunity to learn and subscribe to my free newsletter. I have a cartoon every week I have clients emailing me all the time when I say clients, people who get the newsletter, Hey, can I use that cartoon for my next team meeting? Yes, yes, yes. That’s why I put it out there. I want you to use it. Let’s create this amazement, revolution. So as a matter of fact, that was one of my books, the amazement, revolution, and even read those amazing experiences that get customers to want to come back to evangelize you and talk about you to their friends and colleagues at work.
Gregorio Uglioni 35:57
We are running out of time, but I would like to ask you the last question. And this is your question from your podcast. Is they one thing to question the last thing that you would like to share?
Shep Hyken 36:09
The one thing? Yeah. Wow, nobody’s ever asked me that question before. And that’s the one I asked at the end of all of my interviews, I would say the one thing is to recognize that all that we’re talking about is not a customer services, not a department. It’s philosophical, it’s cultural, it’s built into the company. If you look at the best companies to do business with that are highest rated for customer service and experience, you’ll find out that they’re also pretty much the best companies to work with. And I mean, to work for to work as an employee. And that tells me it’s about the culture, the culture permeates what’s happening inside a company is felt on the outside. So don’t think about customer services department or customer experiences is a strategy. Think about it in terms of its cultural, you have a customer support department, you have a team of in the marketing department that will make your CX in your service experiences come to life.
Gregorio Uglioni 37:08
Thank you very much Sheo, it was really an outstanding discussion. I think it was eye opener to the audience enjoyed this discussion as much as I did. It was really an outstanding time. Thank you very much Shep .
Shep Hyken 37:18
My pleasure. Thank you very much. Appreciate it. Hopefully, call me up sometime. Because I’d love to come back. I’ll be back.
Sure. Thank you very much. And my really last question, and I already asked you to use the glasses, but could you please your signature to this podcast with your usual usual closing of all your speeches and all your podcast?
Oh, it’s just I always love to say
Thank you very much. My name is Shep Hyken. Always Be Amazing.
Gregorio Uglioni 37:52
Thank you very much. You didn’t my day. It was really not that outstanding. Thank you.
Shep Hyken 37:57
Thank you, sir. Thank you.
Gregorio Uglioni 37:59
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