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Joey Coleman helps companies keep their customers. He is an award-winning speaker. He works with organizations around the world ranging from small startups to major brands such as Deloitte, Hyatt Hotels, Zappos and Whirlpool. His first 100 days methodology fuels the remarkable experiences his clients deliver and dramatically improves their profits. His Wall Street Journal number two best-selling book Never Lose a Customer Again: Turn Any Sale into Lifelong Loyalty in 100 Days offers strategies and tactics for turning one-time purchasers into lifelong customers. When he's not speaking to audiences around the globe, Joey enjoys spending time with his amazing wife and two young sons in the mountains of Colorado.
Questions
Highlights
Yanique agreed that his background is eclectic as it is sure to form great stories when he’s speaking to these different people throughout the world being able to draw on different experiences from different industries. Because it kind of pulls it together because at the end of the day even though he has worked in so many different areas we're still human beings regardless of where we're from or what we do.
Joey mentioned that he is a big believer that regardless of whether you see yourself in a B to B (Business to Business) or a B to C (Business to Customer) or a B to G (Business to Government) environment, whether you're an entrepreneur or a business owner or an employee no matter where you fall in kind of the different things you do as part of your job or career, you're interacting with other human beings and the better we can understand the journey that our fellow humans are on and meet them where they're at the more we will be able to achieve the goals that we have for our business or for our life or for our growth.
Yanique mentioned that she was lucky enough to be one of the persons that Joey sent an advanced copy of his book to Never Lose A Customer Again and she has been reading it and it's been so amazing because it feeds her soul because this is all that she cares about. She’s passionate about customer experience and customer service and there's some valid points that he has in it.
Yanique mentioned that she liked the fact that Joey noticed this straight A’s theme. She thinks it's so important to recognize that they cannot become evangelists or advocates of our business unless they've gone through some process. She stated that people think that people are going to walk and speak great things about our organization just because we've sold them an item once or we've sold them an item twice. And it's so much more than that, there's a process that goes through that will convert that person from just feeling like, “Okay, I just did business with an okay company” versus “I just did business with a great company and I need to tell everybody else and I want my friends to shop from them and I want my family members to shop from there.”
Joey stated that all too often he thinks we ask for those referrals too early in the process immediately. For a while it was very popular especially in e-commerce settings when you bought something online for after you went through the checkout cart, they would hit you with a pop-up screen that said, “Who else do you know that would be interested in our product or service?” And they wanted you to enter an e-mail and he’s thinking to himself, “I haven't even received the product or service that I signed up for and you already want me to be sharing it with other people.” It's way too soon. It's kind of like being on a date with someone and you go on a first date and before the waiter takes your order for what you want for dinner your date says, “So, I'd like to meet your mom and dad.” It's too fast it's going to make me anxious I don't want to order then. It’s too early in the relationship. He doesn’t think you should be asking for referrals until the customer has accomplished their goal. That phase 6 level where they achieve the goal they originally had when they decided to do business with you. He thinks after that is when you start to ask for referrals and additional business because they have proven that their investment has had a nice return.
Yanique agreed and stated that it's definitely more of a proactive approach as it relates to customer service and of course customer experiences taking everything into account, more of a holistic approach and not just from a face to face point of view but just every possible touchpoint or channel that the customer could possibly have an interaction with you.
Yanique agreed and stated that internal customer service is very important. The health of your organization not just the health of the employees but how they feel about the business is so critical. One of the things that we say in workshops or she’ll ask the participants if their company sells a particular product or service, I always ask them if they're actually a user, do they actually consume this product or service because that to me is a key indication if they believe in the company that they work for.
Joey agreed and mentioned that it's shocking how rare it is. In his experience he asks a very similar question and he’s always amazed at how few of the employees use the product or service and what he’s even more amazed by is that the businesses don't make it easy for their employees to use the product or service. For example, because he travels a lot, he finds himself in restaurants often and one of the things he always like to ask the waiter or waitress when he’s in a restaurant getting ready to order is, what are the two or three things on the menu that are your favorites, what do you like here, what do you recommend or what are the best things. And it never ceases to amaze him how it's very clear the way they describe things that they haven't actually tasted the dish they're recommending. If he ran a restaurant he would have it set up so that every employee in their first month on the job sampled every single dish we serve. And then they had a context and then about every three or four months he’d run them through that cycle again. And he’d give them the chance to try the specials and to try the regular items and to develop kind of their own palate as it related to the menu. It's not just restaurants, this can apply in every business on the planet, “Are your employees actually users of your product or service and customers of your business?” And if they are, what are you learning from them and creating opportunities for them to speak more intelligently about what you offer.
One of the interesting things is we ask our employees to create remarkable customer experiences but many of our employees have never had a remarkable customer experience. He explained that he was at an event recently doing a workshop for a company and the CEO told him, “I want to have first class service. I want to have Ritz Carlton service. I want to have white glove service and create those type of experiences for our customers.” He said, “Okay.” So they got the whole company together and he said, Here's the deal, how many of you have heard the CEO talk about the importance of a Ritz Carlton first class, white glove experience?” and every hand in the room went up, he said great. Let me ask you a few questions. Number one, “How many of you have ever flown first class?” and the CEO proudly raised his hand and the CFO raised their hand and no one else in the room raised their hand. And I said, “Okay, how many of you have ever spent the night at a Ritz Carlton?” and the CEO proudly raised his hand, the CFO put his hand down and still none of the other people in the room had their hands up and then I said, “Okay, one last question. How many of you have ever eaten a meal that was delivered by waiters wearing white gloves?” And no one put their hand up. And he turned to the CEO and said, “It's really difficult to expect our employees to deliver a world class customer experience when they've never had a world class customer experience.” So, if there were one piece of advice that he would give to business owners listening it would be make sure that your employees have a context and a framework for the type of experience you're asking them to provide for your customers.
Yanique reiterate by saying that the gap that exists why there's constantly motivates human capital is the leadership influence that drives that whole engagement. So, recruitment is critical because you have to hire the right people. But after hiring them, there are things that you need to do to sustain their interest in what they're doing everyday so that they can be motivated.
Joey agreed and stated that you need to sustain your interest. He thinks part of the challenge we have in HR is that it's run like many businesses are run with their external customers. We spend all this time courting, marketing and selling, filling the funnel trying to convince someone to come work for us, trying to get them in the door and then they start, and they show up for their first day on the job and we don't have a desk for them. They don't know what they're supposed to be doing, they don't know anyone to go to lunch with or maybe if we do an onboarding program it's a day or two and then we kind of leave them to fend for themselves. We need to hold our employees’ hands, especially through the first 100 days of the employee relationship. What are we doing to make sure that they're achieving the goal they had when they came to work. Lots of times we don't even ask our employees, “What's your goal? Is your goal to get a cheque? Is your goal to grow a career? Is your goal to explore something new that you haven't thought about before? Is your goal to put to work the things you studied in school and have that be compensated for what you learned?” Every employee has different motivations and by the way those motivations change, they evolve over time. And so, what did motivate them to take the job in the first place six months in might not be the motivation anymore. Employers and managers need to have a finger on the pulse as to what's going on with their employees and that's how you get motivated employees.
Twitter - @thejoeycoleman
www.joeycoleman.com
Joey also mentioned that the Nike tagline “Just Do It” is probably if not the best one of the best taglines in the world. He’s not a big fan of taglines because most taglines are watered down platitudes that could easily be given to any company, you could take the tagline and apply it to another company without anyone missing a beat. But he always points to Nike's Just Do it as one of the best out there.
Yanique agreed and stated that it can be applicable to any industry or any area, even in kids going to school who are trying to advance themselves athletically or academically, just let them know that at the end of the day the only thing that's holding you back is your own fear. So “Just Do It.”
Links
Mastering Customer Experience and Increasing Your Revenue Online Course
5
3131 ratings
Joey Coleman helps companies keep their customers. He is an award-winning speaker. He works with organizations around the world ranging from small startups to major brands such as Deloitte, Hyatt Hotels, Zappos and Whirlpool. His first 100 days methodology fuels the remarkable experiences his clients deliver and dramatically improves their profits. His Wall Street Journal number two best-selling book Never Lose a Customer Again: Turn Any Sale into Lifelong Loyalty in 100 Days offers strategies and tactics for turning one-time purchasers into lifelong customers. When he's not speaking to audiences around the globe, Joey enjoys spending time with his amazing wife and two young sons in the mountains of Colorado.
Questions
Highlights
Yanique agreed that his background is eclectic as it is sure to form great stories when he’s speaking to these different people throughout the world being able to draw on different experiences from different industries. Because it kind of pulls it together because at the end of the day even though he has worked in so many different areas we're still human beings regardless of where we're from or what we do.
Joey mentioned that he is a big believer that regardless of whether you see yourself in a B to B (Business to Business) or a B to C (Business to Customer) or a B to G (Business to Government) environment, whether you're an entrepreneur or a business owner or an employee no matter where you fall in kind of the different things you do as part of your job or career, you're interacting with other human beings and the better we can understand the journey that our fellow humans are on and meet them where they're at the more we will be able to achieve the goals that we have for our business or for our life or for our growth.
Yanique mentioned that she was lucky enough to be one of the persons that Joey sent an advanced copy of his book to Never Lose A Customer Again and she has been reading it and it's been so amazing because it feeds her soul because this is all that she cares about. She’s passionate about customer experience and customer service and there's some valid points that he has in it.
Yanique mentioned that she liked the fact that Joey noticed this straight A’s theme. She thinks it's so important to recognize that they cannot become evangelists or advocates of our business unless they've gone through some process. She stated that people think that people are going to walk and speak great things about our organization just because we've sold them an item once or we've sold them an item twice. And it's so much more than that, there's a process that goes through that will convert that person from just feeling like, “Okay, I just did business with an okay company” versus “I just did business with a great company and I need to tell everybody else and I want my friends to shop from them and I want my family members to shop from there.”
Joey stated that all too often he thinks we ask for those referrals too early in the process immediately. For a while it was very popular especially in e-commerce settings when you bought something online for after you went through the checkout cart, they would hit you with a pop-up screen that said, “Who else do you know that would be interested in our product or service?” And they wanted you to enter an e-mail and he’s thinking to himself, “I haven't even received the product or service that I signed up for and you already want me to be sharing it with other people.” It's way too soon. It's kind of like being on a date with someone and you go on a first date and before the waiter takes your order for what you want for dinner your date says, “So, I'd like to meet your mom and dad.” It's too fast it's going to make me anxious I don't want to order then. It’s too early in the relationship. He doesn’t think you should be asking for referrals until the customer has accomplished their goal. That phase 6 level where they achieve the goal they originally had when they decided to do business with you. He thinks after that is when you start to ask for referrals and additional business because they have proven that their investment has had a nice return.
Yanique agreed and stated that it's definitely more of a proactive approach as it relates to customer service and of course customer experiences taking everything into account, more of a holistic approach and not just from a face to face point of view but just every possible touchpoint or channel that the customer could possibly have an interaction with you.
Yanique agreed and stated that internal customer service is very important. The health of your organization not just the health of the employees but how they feel about the business is so critical. One of the things that we say in workshops or she’ll ask the participants if their company sells a particular product or service, I always ask them if they're actually a user, do they actually consume this product or service because that to me is a key indication if they believe in the company that they work for.
Joey agreed and mentioned that it's shocking how rare it is. In his experience he asks a very similar question and he’s always amazed at how few of the employees use the product or service and what he’s even more amazed by is that the businesses don't make it easy for their employees to use the product or service. For example, because he travels a lot, he finds himself in restaurants often and one of the things he always like to ask the waiter or waitress when he’s in a restaurant getting ready to order is, what are the two or three things on the menu that are your favorites, what do you like here, what do you recommend or what are the best things. And it never ceases to amaze him how it's very clear the way they describe things that they haven't actually tasted the dish they're recommending. If he ran a restaurant he would have it set up so that every employee in their first month on the job sampled every single dish we serve. And then they had a context and then about every three or four months he’d run them through that cycle again. And he’d give them the chance to try the specials and to try the regular items and to develop kind of their own palate as it related to the menu. It's not just restaurants, this can apply in every business on the planet, “Are your employees actually users of your product or service and customers of your business?” And if they are, what are you learning from them and creating opportunities for them to speak more intelligently about what you offer.
One of the interesting things is we ask our employees to create remarkable customer experiences but many of our employees have never had a remarkable customer experience. He explained that he was at an event recently doing a workshop for a company and the CEO told him, “I want to have first class service. I want to have Ritz Carlton service. I want to have white glove service and create those type of experiences for our customers.” He said, “Okay.” So they got the whole company together and he said, Here's the deal, how many of you have heard the CEO talk about the importance of a Ritz Carlton first class, white glove experience?” and every hand in the room went up, he said great. Let me ask you a few questions. Number one, “How many of you have ever flown first class?” and the CEO proudly raised his hand and the CFO raised their hand and no one else in the room raised their hand. And I said, “Okay, how many of you have ever spent the night at a Ritz Carlton?” and the CEO proudly raised his hand, the CFO put his hand down and still none of the other people in the room had their hands up and then I said, “Okay, one last question. How many of you have ever eaten a meal that was delivered by waiters wearing white gloves?” And no one put their hand up. And he turned to the CEO and said, “It's really difficult to expect our employees to deliver a world class customer experience when they've never had a world class customer experience.” So, if there were one piece of advice that he would give to business owners listening it would be make sure that your employees have a context and a framework for the type of experience you're asking them to provide for your customers.
Yanique reiterate by saying that the gap that exists why there's constantly motivates human capital is the leadership influence that drives that whole engagement. So, recruitment is critical because you have to hire the right people. But after hiring them, there are things that you need to do to sustain their interest in what they're doing everyday so that they can be motivated.
Joey agreed and stated that you need to sustain your interest. He thinks part of the challenge we have in HR is that it's run like many businesses are run with their external customers. We spend all this time courting, marketing and selling, filling the funnel trying to convince someone to come work for us, trying to get them in the door and then they start, and they show up for their first day on the job and we don't have a desk for them. They don't know what they're supposed to be doing, they don't know anyone to go to lunch with or maybe if we do an onboarding program it's a day or two and then we kind of leave them to fend for themselves. We need to hold our employees’ hands, especially through the first 100 days of the employee relationship. What are we doing to make sure that they're achieving the goal they had when they came to work. Lots of times we don't even ask our employees, “What's your goal? Is your goal to get a cheque? Is your goal to grow a career? Is your goal to explore something new that you haven't thought about before? Is your goal to put to work the things you studied in school and have that be compensated for what you learned?” Every employee has different motivations and by the way those motivations change, they evolve over time. And so, what did motivate them to take the job in the first place six months in might not be the motivation anymore. Employers and managers need to have a finger on the pulse as to what's going on with their employees and that's how you get motivated employees.
Twitter - @thejoeycoleman
www.joeycoleman.com
Joey also mentioned that the Nike tagline “Just Do It” is probably if not the best one of the best taglines in the world. He’s not a big fan of taglines because most taglines are watered down platitudes that could easily be given to any company, you could take the tagline and apply it to another company without anyone missing a beat. But he always points to Nike's Just Do it as one of the best out there.
Yanique agreed and stated that it can be applicable to any industry or any area, even in kids going to school who are trying to advance themselves athletically or academically, just let them know that at the end of the day the only thing that's holding you back is your own fear. So “Just Do It.”
Links
Mastering Customer Experience and Increasing Your Revenue Online Course