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Most organizations are still using a one-size-fits-all approach to meeting different expectations.
But your customers, employees, and partners are all individuals and they all have different expectations.
That means that if you offer the same service to everyone, you may delight one person even while disappointing another.
The result? Missed opportunities, annoyed customers, and frustrated employees.
So what’s the solution? First, you need to understand what those varying expectations are.
Different price points, different cultures, a different time of the day… All of these (and more) influence someone’s expectations at any given time.
Second, you must empower your leaders and teams to interpret and respond to these diverse expectations intelligently.
How do you do this? By creating a culture of continuous improvement. When your team seizes every interaction as a chance to learn and improve… your organization naturally evolves and grows.
It builds momentum. And it remains ahead of market demands – and ahead of the competition.
Hear more from Ron Kaufman in this interview with Ashen Joseph on the Business Detective Podcast: https://www.youtube.com/watch?v=WPqUpgsC0go
#VideoPosts #CustomerService #ServiceInnovation
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Below is an Autogenerated Transcript
So, let’s take an example of an airline where they, you know, it’s a luxury airliner, it’s a high five-star world-class airline. And they’re doing international routes with big aircraft, and they’re going to have economy, and then they’re going to have premium economy, and then they’re going to have business class, and then there’s going to be first class. So, you’ve got four different customer segments there. And let’s be honest, the people that are flying economy don’t expect to receive champagne. But they do expect a friendly, clean, responsive experience while they’re on board. They do expect a certain degree of flexibility, for example, in terms of menu options or what kind of drinks are available. But if you bump it up to premium or you go all the way to business class, people are paying more and so they have a different set of expectations. And a first class, of course, a whole ‘nother set of expectations.
So when you hear companies say, “Well, we’ve got to give everybody a wonderful customer experience”, you have to be careful because you need to calibrate the experience with the expectations and not just say everybody should get the same thing. We saw a company once do a real, a real booboo, where they’re all over the world, and there was an account manager who had a customer and brought that customer some warm chocolate chip cookies as a gift. And in that particular culture, which you asked about warm chocolate chip cookies was like, that was a home run. By the way, you can kind of tell which culture I’m talking about, given that baseball analogy I just used.
Well, you know, the customer wrote a compliment. The compliment got up to the CEO. The CEO is somewhere else in the world. And then the CEO sent out a directive, bringing all of our customers warm chocolate chip cookies. Yeah, but wait a minute. If you go to Thailand, that’s not what the customer appreciates in their culture. If you go to Japan, that’s not what they in their culture. And so what they really should have done is said, “Let’s create a surprising and warm experience for all of our customers.” But you have the authority and the freedom in the cultural environment that you are to interpret what that means, be creative and figure out what that next action is that will create that kind of warm value for the customers you serve.
