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

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.

What’s Love Got to Do with It? - How to Conquer Customers’ Hearts

In this week’s blog, Dr. Michelli discusses the role of love in business and why you should seek to conquer customers' hearts.

Customer Experiences Beset with Bows - How to Celebrate and Delight Every Time

In this week’s blog, Dr. Michelli discusses ways to heighten anticipation and the sensory experiences of your customers. 

Stop Your Customers From Leaving - 5 Things You Urgently Need to Fix

In this week's podcast, Dr. Michelli explores the top 5 reasons customers complain about service and what you can do to head them off.

Thanks for the Complaint – 4 Tips for Jaw-Dropping Customer Experience Fixes

In this episode, Joseph discusses ways to turn complaints into loyalty-building customer experiences.

Do Rewards Programs Produce Loyalty

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.

Return on Experience - The Pot of Gold at the End of the CX

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.

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?