Driven to Delight

PODCAST: Amping up Delight - How to Actually Maximize Customer Pleasure

Dr. Michelli discusses how to enhance customer pleasure or delight by sparking customer discovery, sensation, fantasy, or camaraderie.

PODCAST: Are You in the Delight Business? How to Mix Pleasure into Every Customer Experience

Dr. Michelli outlines 12 forms of pleasure or delight you can design into your customer and team member experiences.

PODCAST: Stick the Landing - How to Use the Peak End Theory to Amaze Customers

In this episode, Dr. Michelli offers 6 tips for leveraging the peak-end rule to your advantage.

PODCAST - Will You Still Love Me Tomorrow? How to Guide Customers Through Transitions

In this installment, Dr. Michelli offers 5 tips for helping customers navigate transitions along their journey with you and your business.

PODCAST - Moments of Truth: How to Master What Actually Matters to Customers

In this week's podcast, Dr. Michelli defines Moments that Matter Most and how the concept applies to driving belonging.

PODCAST - So You Want to Measure Customer Effort - 3 Things You Must Know

In this week's podcast, Dr. Michelli explores when to measure customer effort and the difference between "active" and "passive" effort.

PODCAST - Are You Easy? How to Drive Loyalty by Reducing Customer Effort

Are you measuring customer effort?  In this week's podcast, Dr. Joseph Michelli explores the "why" and "how" of assessing customer effort.

Target Delight Instead of Satisfaction | How to Drive Delight the Mercedes-Benz Way

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?

Fueling Process and Technological Change | How to Drive Delight the Mercedes-Benz Way

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?

Training for Delight | How to Drive Delight the Mercedes-Benz Way

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?