Customer Experience University - Winning Loyalty & Engagement One Customer at a Time

New York Times #1 bestselling author, Joseph Michelli, Ph.D., shares customer experience, leadership, and business insights from Mercedes-Benz, Starbucks, Ritz-Carlton, Zappos, Pike Place Fish, and many more.



At The Michelli Experience, we help front-line employees, managers, and senior leaders deliver relevant and engaging service experiences. To that end, we provide keynote and workshop presentations, short-term and extended consulting services, and bestselling books to meet your needs.

In this week's podcast, Joseph discusses distinctions between customer loyalty and a rewards program and offers tips for building a successful customer incentive program.

This week Joseph explores a concept he refers to as ROE or Return On Experience.  He also offers a few research findings to help you see the “pot of gold” at the end of the tireless journey to Customer Experience (CX) excellence.

This is the final post in the series, "How to Drive Delight the Mercedes-Benz Way." 

In my book, Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way, I detail how Mercedes-Benz leaders transformed their customer experience through a clearly defined set of strategic objectives. The goal of those objectives was to transcend customer satisfaction and instead deliver customer delight. So, what are the differences between customer satisfaction and delight and why did Mercedes-Benz set delight as their goal?

Consumer research shows that up to 75 percent of customers who stop doing business with a company were satisfied or even “very satisfied” when they left. Clearly, when Mercedes-Benz dealers dissatisfy customers – those customers are likely to leave. Unfortunately, when Mercedes-Benz satisfies them - that didn’t ensure that they are going to return or recommend the luxury automaker. By contrast, when brands like Mercedes-Benz satisfy and deliver positive emotions, customers report higher engagement levels that predict repeat business and referrals.

Are you measuring customer satisfaction or delight?

This is the fourth in the five-part series, "How to Drive Delight the Mercedes-Benz Way."

In my book, Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way, I detail how Mercedes-Benz leaders transformed their customer experience through a clearly defined set of strategic objectives. One of the target areas pursued by leaders was to fuel process and technological change to enable customer delight.

What process improvement/technology integration programs have you launched in the last six months to a year? What integrations are on your roadmap?

This is the third in the five-part series, "How to Drive Delight the Mercedes-Benz Way."

In my book, Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way, I detail how Mercedes-Benz leaders transformed their customer experience through a clearly defined set of strategic objectives.

One of the target areas pursued by these leaders was to ensure every employee at every dealership was trained and equipped to drive customer delight. Mercedes-Benz approached this training on two levels – an initial orientation and a follow-up immersive training experience. Before developing any training, Mercedes-Benz leaders interviewed and surveyed all stakeholder groups, including 3,000 employees in Mercedes-Benz dealerships. Those inputs served to position the orientation training curriculum. After developing the orientation course, 20 trainers delivered customer experience content to 11,000 people across 24 cities and 355 dealerships within 90 days.

Before developing training programs, do you routinely seek input from your trainees regarding content opportunities?

This is the second in the five-part series, "How to Drive Delight the Mercedes-Benz Way."

In my book, Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way, I detail how Mercedes-Benz leaders transformed their customer experience through a clearly defined set of strategic objectives. One of their focus areas was exploration and improvement of customer interactions; particularly, at high-value touchpoints. 

Specifically, at Mercedes-Benz, the customer experience team mapped various customer journeys.

Do you have a systematic view of your customers' actions as they move through their journey with your brand?

For context and based on requests, I'm in the process of presenting key concepts from my ten McGraw-Hill customer experience and leadership books. This is the first in the five-part series, "How to Drive Delight the Mercedes-Benz Way."

In my book, Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way, I outlined leadership and customer experience strategies that catapulted Mercedes-Benz USA from 22nd on the JD Power Customer Satisfaction Index to the number one position.

As a consultant who worked on the Mercedes-Benz customer experience transformation, I'll offer an inside look at the key leadership actions that pushed Mercedes-Benz to service greatness.

Have you assessed the current state and envisioned your optimal customer experience?

This is the final post in a 5-post series about my book Leading the Starbucks Way: 5 Principles to Connect with Your Customers, Your Products, and Your People.

In the context of Cherish and Challenge Your Legacy, I asked, then CEO of Starbucks, Howard Schultz what he wanted his legacy to be. He responded, “I want to build a lasting brand that elevates lives one cup at a time.” Upon his retirement a few years ago, it was clear to me that Howard’s legacy was intact. But that outcome wasn’t always certain. In fact, Howard had to return to the CEO position from his role as Chief Global Strategist to execute a bold transformational agenda that I chronicle in Leading the Starbucks Way. Howard and his leadership team had to also make difficult choices and invest wisely to ensure they stewarded a “lasting brand that elevates lives one cup at a time.”

What do you want your leadership legacy to be?

Dr. Michelli discusses five things customer service professionals should always say...

This is the fourth in a 5-part series and we're continuing on through the business concepts in my book Leading the Starbucks Way: 5 Principles to Connect with Your Customers, Your Products, and Your People.

In the context of my principle, Mobilize the Connection, I talked with, then CEO of Starbucks, Howard Schultz about digital transformation. He noted, “We started before there was a digital revolution; the third place was our stores. Our mobile focus has evolved to the point where everyone is getting primary information and communicating in a way that was nonexistent before. I don’t think any enterprise or organization can exist in the future without having a primary relevant position in the minds and hearts of people through a digital platform. Many brands will come and go in terms of relevancy and trust in the digital world, as trust and relevance will be harder to maintain digitally than through a physical presence.”

Does your digital strategy integrate multiple approaches to engage people across a mass-market and individually?

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