THE ULTIMATE CUSTOMER EXPERIENCE
- DISCOVER WHAT CUSTOMERS REALLY AND TRULY WANT
- UNDERSTAND THE 4 CORNERSTONES OF DISTINCTION
- DEVELOP YOUR COMPANY’S HOLLYWOOD HIGH CONCEPT
- USE CLARITY, COMMUNICATION & CREATIVITY TO YOUR ADVANTAGE
- LEARN THE 5 ELEMENTS OF THE ULTIMATE CUSTOMER EXPERIENCE
- AND MUCH MORE…
ABOUT THE SEMINAR
It’s not enough anymore to just serve customers. Every professional and each organization must develop the kind of connection with its customers that a blockbuster film or compelling television series creates with its audience! We have become a culture that expects an “experience” to be an integral part of doing business. An equitable transaction is no longer enough to keep people coming back. Therefore, those organizations that understand how to execute the strategies necessary for creating compelling relationships thorough the customer and employee experience will find themselves leading the pack. This program is highly recommended for all entrepreneurs, sales representatives, managers, and customer service professionals.
Scott McKain is a bestselling author, commentator, and highly sought-after seminar leader. He is the co-founder of the Value Added Institute, a “think tank” exploring the role of customer experiences, and developing new methodologies for higher customer retention. He is the author of three Amazon.com #1 business bestsellers, including What Customers REALLY Want, ALL Business is Show Business, and his latest book, Collapse of Distinction. Being one of the most in demand speakers in the world, he has presented his business building programs in all fifty states, as well as fourteen foreign countries. In addition, Scott McKain has been honored with induction into the Professional Speakers Hall of Fame.
So what I’m suggesting to you is simply this. If you can differentiate a dollar, if you can differentiate coffee, if you can differentiate water, please don’t suggest to me that you cannot differentiate what you do. I believe that all of us can find a way to stand out and move up, to separate ourselves from the pack, to stand above our competition. We just have to know the strategies and the formulas of doing so. That’s what we’re going to be about … What we have to do is to break it down, separate it, because there are three distinct levels at which all of us here interact with our customers. The reason this is so important is because we need to pull them apart and work on each of these three levels as opposed to lumping everything together and saying, “Oh, that’s a customer experience, that’s customer service, it’s all the same.” The other important aspect of these three levels is that they are progressive. So in other words, if you haven’t taken care of me at level one, what do you for me at level two and three has no traction. You’ve got to get level one down before I consider what you’re doing at level two. So here are the three levels and think about how we can pull them apart and what you need to do to make your business more distinctive in each of these three levels. Level one is what we call processing … So notice what we’ve got going on here. We’ve got copycat competition where we’re paying more attention to our competitor than our customer. We have more and tougher competitors that the internet is dropping in, and this global competition is changing for us so times have gotten tougher, and we’ve also got the fact that we take our best customers for granted and they seem to take us for granted. Individually, each one of those creates a difficult challenge for business, but collectively they create a collapse of distinction. What we have to do are to find ways that we can stand out and move up. So one of the things that I did was to study the businesses that I’ve had the pleasure of working with or working for and talking to them about their customers, and interviewing their customers, and working with their customers to try to find out truly what customers really want. What we found was pretty interesting. There were six basic dimensions of what customers seek in today’s marketplace, but here to me was the most astonishing aspect of the study that we did and that’s simply this. Customers do not … So I fly into Newark, I rent a car from Hertz, I drive up to Princeton, give them a speech. The next morning I wake up, I become a Manhattan rush hour commuter. How these folks can drink their Starbucks, talk on their cell phone, drive with their knees, honk the