John DiJulius opened a small hairdressing salon in 1993 that treated their customs very differently to the majority in the industry and from there has gone onto becoming one of the world’s leading authorities on customer service working with huge corporations such as The Ritz Carlton, Starbucks and Harley Davidson.
In this episode John tells us:
- How he made the salon so different
- How to compete when the competition is much more established, has more money and more customers
- How to make price irrelevant
- What is “The Secret Service Allowance Programme”
- The difference between on-stage and off-stage and how your employees might be damaging your brand
- What is FORD and how it can help you in business relationships
- Why we should all “Beat The Greet”
- and why “Give More” are John’s favourite words
Here are some of the books written by John:
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Promo on todays show: The Genuine Chit Chat Podcast
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Welcome to the show about creating exceptional experiences for your customers. The guests on the show typically have the mindset of loving to over deliver on their customers’ expectations and giving them just a fantastic experience, which ends up in getting great testimonials and lots of referrals. You also spend less time and money on marketing and advertising. In this week show, we talked with John DiJulius. the author of the book, “The Customer Service Revolution”. I read this book about two months ago, it’s a really good book. In this episode, we’re going to explore many things like how John started from a tiny hairdressing salon to becoming a customer service consultant with huge companies such as the Ritz, Carlton, Harley Davidson and (Inaudible) world cup , the whole country, how to compete against competitors, who are far more established than you, who have more money and more customers, how to make price irrelevant. The Secret Service allowance program, we’ll find out what that is, and much more as we speak with John DiJulius but right now, he’s a promo for another podcast called the genuine chit chat podcast.
Mike: Hi, I’m Mike from the Genuine Chit Chat Podcast where we have honest conversations with interesting people. I speak to a wide variety of guests, from travellers to musicians to those afflicted with mental or physical illnesses. There’s really no subject is off limits from movies to politics, and even controversial topics ranging from sex to drug reform the political practice. If you still believe in the art of conversation are intrigued by healthy debates with different ideas, perspectives you may not have thought of, and what to podcast where every episode is brought something different with a variety of guests. This may be the podcast for you. You can hear us on YouTube true, but all your favourite podcast apps, and follow us on Twitter, Instagram, and Facebook. If you want to hang out and listen to honest conversations with interesting people and come to genuine chit chat. Well, I’m your host, Mike Burton.
Tony: We have another edition of exceeding expectations and today I speak to John DiJulius, how you doing, John?
John: I am doing great. Thank you for having me.
Tony: I’ve really been looking forward to this. I read your book. What was it about six weeks ago? it was really it was fascinating. How many books have you ever written?
John: I’ve written four and I have a new one coming out in the middle of 2019.
Tony: Okay, I’m, what’s that one about that?
John: Well, they’re all about customer service. I’m a one trick pony. The one you read, I’m assuming is The Customer Service Revolution.
Tony: That’s the one Yeah
John: Okay, good. This one is the relationship economy.
John: Yeah. It’s just that with the digital disruption that’s going on and won’t ever end, it’s about relationships, right. Everyone has an account number and dealing with chatbots and everything, but the real disruption is going to be the companies that really make an emotional connection. I like to say, today’s illiterate, are the ones that can’t make that emotional connection. we’re all in the touchscreen era, and the touchscreen era isn’t a generational thing, right? We have grandparents on Facebook, and as a result, our people skills report. The new generation of employees doesn’t have the people skills that a lot of us inherently were given. The best companies, build systems that allow them to build an emotional connection and rapport with their customers.
Tony: Do you tend to get a certain type of person buying your books? I mean, what kind of feedback do you get from the books that you’ve written?
John: I mean, fortunately, all have made bestseller, they hit the bestseller list, but it’s a executive, sea level people, it’s, I mean, it’s salespeople, it’s anyone that’s has a customer, which, you know, to me, everyone has a customer, whether it’s the person in a cube next to you, that’s reporting to you, the person in the warehouse, or obviously, the external customer, that you’re serving.
Tony: Have you had any really sort of surprising reviews of the book or anything along those lines?
John: All were good. I mean, a lot of people, I guess it puts me and my company on the map, and from, writing the books- my first business that I started 26 years ago, was a salon and spa. My first book came out in 2002 and I went from being a salon owner to a customer service consultant, almost overnight and, great companies like the Ritz Carlton and Starbucks, and Harley Davidson and Nordstrom they started calling and it just changed pretty much overnight when, when the book was a success.
Tony: You wrote the book before you became a consultant?
John: Correct. When I was- before my first book I was a very successful, salon owner that the salons were growing, and because of our customer service people would start asking me to speak about customer service, and I would… nearly the extent. When I started speaking, I decided to write a book, and not knowing that it would take me completely out of the Salon and Spa industry. Now we have a firm with, you know, several consultants that travel all over the world teaching our methodology to different companies.
Tony: I love the story in your book about how you started the salon and about the way that you saw that you needed to compete against the other salons in (inaudible). Would you mind repeating that story for the people who haven’t read the book?
John: Yeah, I mean, when we started back in 1992, like everyone that starts a business, you could throw a rock, and hit 10 of our competitors. I mean, there was just- like, probably yesterday, there’s salons up and down the street. We didn’t have money, we didn’t have employees, and we didn’t have customers when we first opened. we couldn’t build a nicer place at the time than anyone else and technically, we had a couple of really good hairdressers, one being my wife. I can’t say that we had, better hairdressers than any other salons, up and down our strip. But the one thing that we could do was build an incredible customer experience. we didn’t want to build a great customer experience for a hair salon, we wanted to build an exceptional customer experience, compared to any experience, our customer may have that day, because I mean, the problem that I think too many businesses get into is they say, we are head and shoulders above our competition.
Well, that’s not the right thinking, number one, but number two, let’s say it was true, I don’t care what if you’re-if you do printing, you do, you know, websites, you’re a lawyer, that may be true and great, but it really doesn’t matter. Because if you’re using, a lawyer and accountant, a printer or a hair salon, you then don’t go across the street down the streets and use their competitor, and then say, “Oh my god there’s so much better or worse”. you don’t need to use their competitor because you’re using them, but you’re using other businesses for other things. That’s why it we couldn’t be benchmark just against our industry. After women left our salon, they’d go to the grocery store, they’d go to the dentist, they’d go to lunch, they go shopping, whatever that looks like, and we want it every experience to be a disappointment after they came into us. 26 years later, we realize that’s still our best investment. We don’t advertise, we don’t market, we just create an incredible customer experience that has customer evangelists that send us in so many customers, and stay with us for many years.
Tony: what kind of things did you do that we’re different from the other salons at that time?
John: We’re still doing it. It’s funny. 26 years old, but yeah, so we looked at every touch point a customer could have, which is today more technically known as journey mapping, and we look at, right when a customer called in, when they physically walked in, right, when they had their hair cut, manicure, whatever that was when they checked out, and then how we followed up and we define that process, but it wasn’t just operational processes. It was experiential processes operational, everyone’s doing the operation, everyone’s getting your name. Everyone’s Schedule your appointment. Everyone’s I mean that’s not the operation was only memorable, when it’s a mistake, right? So an operational is if you come in on Wednesday, for your three o’clock haircut with Suzanne you come in and say, “Hi, I’m here for my three o’clock with Suzanne” and we say “Yes, we got you down, she’ll be right up”. You’re not doing somersaults. That’s what you expected. The only time operational is memorable, is when you come in and say “: Hi, I’m here for my three o’clock with Suzanne”. We said, “Oh, no, that was yesterday, or that’s at a different location, right?” That’s when operational processes are memorable is when they go wrong not- We have to blend in experiential. On the phone, you may mention something that it’s your anniversary tonight, or you’re taking your wife out to dinner. When you come in, we can congratulate you and we have white capes and black cape. If you come into any of our salons, you’re going to see a bunch of people get their haircuts. you’ll see, let’s say eight, or nine in a black, John Roberts haircut in Cape, and one or two and a white John Roberts hair cutting cape, not to you, the customer. That just means we have black and white capes to anyone that works at the salon. We know that black cape means you’ve been here before and white means you’ve never been here before.
John: Anyone walking by you could say, Hey, welcome to your first experience at John Roberts. Can I refresh in your coffee? Hey, I’m in if you’re in a black cape, it’s great to see you again. Right? It’s a visual cue, a silent and visual cue.
Tony: You mentioned that this when I asked that you said that, and some of your competitors still aren’t doing some of those things. Does that surprise you that they haven’t caught on to some of those, like, very small little things that you did?
John: Listen, ideas are easy to come up with execution implementations are the hard part. I’ve written you know, as we said, for books, I’m not too worried about competition stealing them it’s hard enough to get my employees to buy into it. To really be a world-class, Customer Experience Company, is a commitment. It’s not something you could do annually, you can’t just have everyone read a book in January, and talk about it and then expect it to be a change, it has to be something that the leader the person running a company is passionate about, and has to visit literally every day it just could be a pre-shift title, it could be let me tell you, we have a VIP, Tony, when you’re coming in today he’s proposing tonight-whatever those things may, but it has to be something that is constantly being reminded of how important the experience is, and holding people accountable. To a lot of people, that’s just too much work.
Tony: What would you say? gave you the kind of attitude or thought to do these kinds of things in the first place? When you first open a salon? Was it something that you’ve seen before from your family, or from a different business?
John: If it was desperation, right, I mean we didn’t know how else we would be different from anyone else. Again, there was nine at the time, when we opened, there were nicer salons that we couldn’t build out as pretty as everyone had really technically strong hairdressers and nail technicians. While we could compete, it that wasn’t going to make a standalone, but back then and it’s still the case, and I’m not even talking about the salon industry, the only thing that could differentiate ourselves was the customer experience we offered because people can copy anything, they can copy technology, they can copy the products and services, they can even you offer it at a cheaper rate, but they can’t copy culture, and they can’t copy experience. That comes from just long term in grain from hiring to training to ongoing and from doing that, we were able to become the brand, our customers couldn’t live without literally. We were able to make price your relevant. That is why how am I speaking and consulting propelled because other industries wanted to know, how they could? Be the brand their clients can’t live without, and how they can make price or relevant. Making price irrelevant doesn’t mean that you can double your prices, or even raised them 30% and not lose existing or future customers.
What it does mean is based on the experience your customers consistently receive by your company; they have no idea what your competition charges, right, they’re not out price checking you. Sometimes they don’t know what you charge, right and that’s the biggest compliment you can get is some you’re bragging to someone about a company you use, and someone says, Well, hold on, right? Let’s say you’re talking about your handyman that comes over and repair stuff and fixes things. Right? Someone says -you got to use, you, my handyman. He’s excellent, He’s really good. Someone says, Well, hold on, how much does he charge per hour? Because my current handyman charges 75, right, whatever. the best thing is someone says, Well, I don’t even know what he charges, probably. It’s not because I can afford anything. I just thought I’d have to go look at his last invoice. I don’t care. He’s worth him, he saves me money, he’s on time, he always does it right. If he sends someone else, it’s right. I’m not interested. If he’s $20, more or $20 less, I’m not shopping him to the lowest bidder.
Tony: One of the things you mentioned in a book was about the Secret Service allowance program?
Tony: One of the things about this podcast is we’re always trying to give people ideas about how they can over deliver. I love that the idea behind that. Would you like to explain that?
John: Yeah. So there’s a company that I work with in Toronto, Canada, called Benson Clearly, and it’s a Financial Group. They do the Secret Service allowance to their account executives who are dealing with people over the phone, their clients, and they have to, it’s not like optional, their account executives have to spend $25 a month on their clients. Now you can change it, the people listening can change it to $25 a quarter, it doesn’t matter. What happens is if you’re dealing with someone over the phone, you are listening intently, because as a customer service rep, I have to figure out how I can spend my $25 this month. I’m hoping that in our conversation, you come up with something that I can now send you flowers or send you a $5 Starbucks card or something to congratulate you. It’s a great way to pay attention to making an emotional connection and listening to people. You might hear a baby crying in the background and say, Oh, my God, is that a baby? Oh, yeah I just had a baby to two weeks ago, or my daughter just had a baby two weeks ago, and I’m watching my granddaughter and all of a sudden you start hearing and seeing things that you never saw before.
Tony: What I liked about that, it made me think, well, if I allocated 5% or 10% of the total invoice in buying some kind of a gift afterwards or given them some kind of a surprise that would be Yeah, that’s a great way of marketing and giving a better experience,
John: Thank you- the highest compliment we can get is a referral from a family or friend? Right? I think that’s great, because it’s constantly putting that in front of people in a non-soliciting way, but if they like working with you, they know how hard it is to build a business. They want to help you in that way.
Tony: You mentioned in the book about the on-stage off-stage, which I thought was pretty interesting. I never thought of it in that way before is you would you like to explain that?
John: Yeah. So in 98 I attended the Disney Institute, which was in Orlando, Florida, and I got to go underground and behind the scenes at Disney and see how they do it is it was phenomenal. So Magic Kingdom, one of their parks has a whole underground where cast members punch in and punch out and ice and take breaks. As I was touring it back in 1998 I literally see Snow White about 15 feet away from me, on a break smoking a cigarette, complaining about her boyfriend, like holy cow, right? This is Snow White. Five minutes later, she comes back in, she freshens herself up, she punches back in, then she goes up the stairs through these Bush’s and she reappears a Magic Kingdom ground where, you know, 15, five, six, and seven-year-olds come charging at her. She turns back into this beautiful angelic Princess, posing for pictures, signing their books, you know, but downstairs in the parking lot on break, she was a 21-year-old girl that had a jerk for a boyfriend or a dwarf or whatever he was. Disney does such a great job of teaching her the part that she plays in the guest experience. They do such a great job of teaching their shuttle bus drivers and housekeeping that they know that listen, the customer is not paying for your experience, they’re paying for their own, you gotta leave yours at the door, whatever that may look like, or leave yourself at the door. Even like where let’s go to my business and this is common in a lot of businesses. Our employees will forget when they’re on stage, and I’m not talking about they know they’re on stage when they’re in front of a customer, right? When they’re dealing one on one with a customer. But they forget that they could be off but they’re still on-stage right? They in my business, they’ll walk up to the front desk. Now they just got off, it could be a hairdresser, she just got off. she walks up to the front desk, because her best friend is working on the desk and she wants to know if when her you know her best friends getting off, because they’re going to meet out later for dinner or drinks or whatever it is, but her best friend is checking in three people checking out three people and she has a herd of people. The hairdresser goes up there and waits and she pulls out a phone and she starts texting. Because she’s pretty sure there’s a sign above her head that says I’m off work up here. You as a client, see two people behind the desk, one helping and one texting. You just think we have very unprofessional employees. They have to understand what on-stage looks like and what on-stage doesn’t look like right. There are many, many scenarios of you know, onstage offstage.
Tony: It’s something that I guess a lot of people don’t they’re not doing that purpose. Yeah, it’s just something I haven’t really thought about. I would imagine. When you’re advising companies on ways to go about improving their customer service, and so on, has there been any sort of small things such as that, which they were just totally unaware of? It’s made a big difference?
John: Yeah, listen, all of this is typically not the employee swap. It’s a lack of training by the company and we have to teach them what onstage and offstage is, right. Even like-we say, smile, is part of the uniform. and we’ll send someone home for being out of uniform, will go up and say, Tony, you don’t look happy? “You’ll say I am” and will say you are and you say, yeah, and we say, Well tell your face, your face has no idea, right? We have to teach and educate our employees and their service aptitude, what is professional, what is what the customer sees, and that’s the biggest disconnect, is everyone’s customer experience is looked at from the company side. That’s the biggest mistake, you got to look at, from the customer side, what the customer is seeing when they walk in, what the customer seeing, hearing listening to when they go to your website. One of the best things we do in our companies and for other companies, is we do a day in the life of their customer. we create a three-minute story, video slideshow, but it’s what has happened to your customer, from the moment they get up. They go to bed, that it might not have anything to do with dealing with you Then you see Holy cow, this, this poor guy, this poor woman, she’s dealing with a lot our kids are giving her a hard time her boss is given are hard time she has ageing parents, and she has a demanding customer that wants x by and now she picks up the phone to call us and we have a chance to come to the rescue, we have a chance to be present and show compassion and empathy, instead of looking at her as next are 530 our eighth appointment of the day, our third last one. Till we can get the heck out of here. It’s so important to look at it from the customers vantage points and teach our employees so they’re more present, they don’t become numb to you know, the next person they’re serving. They can have compassion and empathy.
Tony: When you in I’m guessing from what you’re saying, you’re dealing with a lot of different types of industries, different types of companies?
John: All everything. I mean, b2b manufacturing, even governments, we’ve worked with anti-terrorist groups that they’re training countries and governments and companies how to counterterrorism and then obviously, the hospitality. One of the new projects that we’re really excited, is we’re helping the entire country of Qatar and the Middle East, to prepare for the 2022 World Cup. We’re Wow, yeah, we’re training there everything from airport security, immigration, taxicab, drivers, hotels how to prepare and to just deliver a world-class visitor experience, They can capitalize on being on stage, and then turn that into a place that people want to visit and talk about for years to come.
Tony: That sounds like a mammoth project. I mean, how long is that taking?
John: Well, it’s going to be four years.
John: yeah, we just started and it goes be till 2022.
When you approached by a company, in an industry where you haven’t done anything for that industry before, how would you prepare for that? How would you look at all the different possibilities that that company maybe should be thinking of? How would you go about that?
John: We have a whole discovery phase? We look at, you know, obviously, what their, their model is, how they interact with their customers? What are the touch points, right? There’s usually a sale cycle, and then there’s could be six months, it could be years whatever they, however, they interact with their customers. Then we look at how we can make that difference. We don’t have to become experts. At the technical side. That’s what they do. We want to bring in the experiential side and a lot of times clients hire us because we don’t have industry-specific experience. I know that sounds odd, but like we’ve had a huge bank, hire us. Because we didn’t work with a lot of banks up until that point, because they don’t want to think like a bank, they want to think like a hospitality company that has financial services. That’s where the genius really comes is when you could be a world class hospitality company that happens to have the best digital services around or financial services, but too often we look at how everyone else does it in their industry, and it goes back to being the best in your industry, typically, nothing to brag about.
Tony: A lot of the listeners of this show are small businesses, maybe 1,2,3 people, what do you think are the typical areas company businesses of that size can improve the service that they’re given to the customers?
John: I absolutely think smarter businesses have a huge advantage, right? I mean if they take advantage of it so mom and pops are, it’s easier for them to create a personal relationship with their customers, they know their customers, they don’t have 50,000 frontline employees and call centres and all these things, that are just them. Shame on them if they’re not – we were like, excuse me, we were like this 26 years ago, right. This is what differentiator says we got to know our customers; we got to know their kids. It’s about building report. As I said it earlier, today’s business illiterate, are not the ones that can’t read and write It’s the ones that cannot make an emotional connection with everyone they come in contact with One of the things I love the relationship economy book is all about how you can build a report instantly. With it’d be, Customer, coworker acquaintance or a total stranger. I love to ask audiences, how many people really feel they’re really good at building a rapport with total strangers, and 80% of the people raise their hand. I call bs on that. I said, just because you just had a conversation with someone right at the break that coffee wherever, for 15 30 minutes, doesn’t mean you built a report, you could have been talking about yourself for that whole 15 30 minutes.
Here’s how anyone proves to me, including my employees, including myself, that you built a relationship with someone after you’ve had a conversation, you have to be all told me two or more things of the other person’s Ford, F O R D. Family, are they married? Do they have kids? How old are their kids? Occupation? Right?
What do they do? What’s our title? how long they be doing it? Recreation? Right? What do you like to do with their free time? Are they runners exercises kids, sporting events and dreams, what’s on their bucket list? Ford is such a great tool, because it helps yourself, your employees, even your kids, focus on the other person during conversations and not yourself. Because we’re all genetically coded to be self-absorbed, that’s not a bad thing. It’s just how we are, it’s my flight, it’s my back that’s hurting, it’s my flat tire that I have. When you can create a system where you constantly focus on other people’s Ford, you’re building an emotional connection. The magic happens because when the person leaves they’re feeling and just really gotten to know them. Now, you’ve created something, and any I collect that and you write it down, you put it in your software, you put it in your phone, even my boys, I teach it to when we go trips, for vacations, I have three boys, and we play the Ford game. Because I don’t want them to be your typical kids who, you know, just talk about themselves. We’ll go on vacation, and Whoo, all three of all four of us will be drilling the poor Uber driver, right, asking him questions are the valet at the hotel, because we’re playing a game of who can find out the most information from total strangers and that’s how businesses need to operate. The best ones do that.
Tony: Because in your book, you mentioned about beat the great, and you talked about how your sons were doing that as well and I like that idea that was doing you want to mention that?
John: Yeah, I love that you gotta-no one is allowed it so this is in companies and in families, right? No one is allowed to say hi to you first. Right? Someone walks in your place of business, I don’t care if it’s a co-worker, a stranger, the mailman, the FedEx or a potential customer, you say hi to them. We say there’s a 15-5. 15 feet, you smile and nod five feet, you come in with contact with anyone five feet, you say something to them. Again, me and my three boys play that beat the greet game. When we travel-we the person you see. you have to say hi to total strangers right at the airport, at a resort. If so one, whoever says hi to the guy, the person walking towards us, they get a point. The rest of us have to say hi first, even though we won’t get the point because if someone else in our groups that hi but if someone says hi to us first we lose 20. Right? it’s something we keep score on the whole time. Then you get extra points If you see someone from the military, a policeman or a fireman, you thank them for your service. It’s just ingraining in our employees, ourselves, our kids just to how to have that hospitality. Another thing that all my employees have to do is the five E’s. The five E’s take less than five seconds to do the first three, take one second to do simultaneously. eye contact, enthusiastic Greek (inaudible) smile. Right? You could do that all at once. I see a Tony, right eye contact enthusiasts to greet (inaudible) smile, engage, right? Then educates. When you engage with someone, it’s about them to use their name, it’s using their forte and then the last E is educate. Every time you deal with someone on my team they better be making you feel when you walk away. There is no one smarter at their job than they are.
Tony: When you were talking just now about how your three sons and you have the competition and you might be (inaudible) or so on. You’re trying to do beat de greet I could imagine there have been some funny situations where when you’ve done things like that?
John: Oh, it’s hilarious. Like I said, if someone says hi to us, first we lose 20 sometimes I will step off the elevator and turn a corner and bump into someone, they’ll say hi, and like will be all like, I’ll be all mad, and the person doesn’t know why I’m mad. It’s because I just lost 20 points or we’ll see someone like 50 yards away from us and will yell them hi and you know, then I’ll say, Hey, I got him his mind. So it’s fun. It’s fun.
Tony: I wouldn’t when we were, we’ve gone a half an hour already. It’s amazing how time goes. I want to respect your time. Before we finish, you mentioned about the new book you’ve got coming out. Was it next summer? Did you say
John: summer of 2019 “The Relationship Economy”?
Tony: Is that book finished
John: It well I have the next two weeks, blocked off. To finalize. It’s about 90% finished and I’m putting the final touches on it and it’s due at the end of the month to the publisher, and so they can get it out by the summer of 2019.
Tony: How do you go about when you decide to write a new book? How do you decide what stories to include? how do you collect the stories and so on?
John: Well, so every week, I write an article that’s like we have about 50,000 subscribers, we call it an East service or a blog that people sign up for it. I have to write an article every week and which is both tough to always be disciplined to do, but it’s the best thing I do, because I have to constantly be researching reading, interacting with my clients finding best practices, which keeps me relevant, it keeps me cutting edge, make sure that I’m studying the latest customer experience trends. Then after a couple of years, I have a new book that I’ve worked out in the past couple of years by creating new content every week. I get lucky working only really good companies hire us. A lot of times they teach us as much as we’re teaching them because great companies do great things, and we get to learn from them as much.
Interviewer Just before we go, What advice or suggestions would you give people listening about exceeding expectations about over-delivering to their customers.
John: My favourite two words are ‘give more’, I wish I can get them tattooed on my forehead if it didn’t look silly, but we need to give more in every interaction, right, give more to our company, give more to our customers give more to our employees, our co-workers, our significant others, even our neighbours and our friends. We live in a very cynical society today. The deal is that you’re going to our agreement says our arrangement, whatever you want to call our contract, says that you have to do ABC. And I’m supposed to do XY and Z.
Too often people wait and make sure that the other party does their part first. What I try to teach myself, my employees, my clients and my three boys is, do what you promised. First, do XY and Z and throw in w even though w wasn’t part of it wasn’t included, and they weren’t expecting, always give them something they weren’t expecting. Don’t keep score. Don’t wait for them to do what they said and don’t have a good memory. What I mean by that is don’t remember three years ago, when someone didn’t do what they said they would don’t let that ruin it. giving more is one of the most selfish things you could do because of the way it comes back to you. Giving more we’re giving more to customers. It even means that if you borrow someone’s pickup truck to move furniture, you give them that pickup truck back cleaner, and with more gas, then they gave it to you.
Tony: I love that. Okay, well if people want to find out more about you wish you’d they go to
John: That dijuliusgroup.com. It’s D- I- J-U-L-I-U-S and then everything’s there from the products, services, seminars they can sign up for the weekly East service that goes out. There’s no charge for that.
Tony: Okay, but I’ll link put links to all of the things that you mentioned in the show notes of the podcast. And it’s been a real pleasure speaking with you, John, and thank you for all the great information you’ve given to the listeners.
John: My pleasure, thank you Tony.
Tony: Hope you enjoyed that episode there with John DiJulius next week at Episode 15 is Alan Berg. I’ve seen Alan speak a couple of different times. He’s an international speaker. He’s also an author. He’s written many books and he typically speaks to conferences for the wedding industry. What he speaks about is very relevant to any industry. He’s an expert on marketing and making your website work much better. That’s on next week with Alan Berg. Please do join our Facebook group, or you just search for exceeded expectations in Facebook, maybe starts a conversation about some of the points you’ve heard on this episode or any of the other episodes you’ve heard. Right now we’re going to hear a promo for a podcast called the genuine chit chat podcast.
Mike: Hi, I’m Mike from the genuine chitchat podcast where we have honest conversations with interesting people. I speak to a wide variety of guests, travellers to musicians to those afflicted with mental or physical illnesses. There’s really no subject is off limits movies to politics, and even controversial topics ranging from sex to drug reform the political correctness. If you still believe in the art of conversation are intrigued by healthy debates with different ideas, perspectives you may not have thought of, and what to podcast where every episode of that something different with a variety of guests. This may be the podcast for you. You can hear us on YouTube and all your favourite podcast apps and follow us on Twitter, Instagram and Facebook. If you want to hang out and listen to honest conversations with interesting people and come to genuine chit chat. Well, I’m your host, Mike Burton.
Tony: Thank you once again for listening. I hope you do join us next week for Episode 15 with Alan Berg. If there’s a particular person you would like to hear their story hear them interviewed on this show, please do get in touch. If you’ve read a book on customer service on over delivering, please do join in the Facebook group and maybe talk about that book, or talk about an exceptional experience, you’ve heard from someone that really surprised you. We’d love to hear about that in the Facebook group. Once again, thank you for listening to leave a review, we’d love you to leave a review. If you’re not sure how to leave a review for the podcast because I’ve had a couple of people recently say I’m not really sure how to go about this. I recently just written a blog post and created some videos, a video on how to do it on iTunes on your computer, how to do it on iTunes on your mobile and how to do on a non-Apple phone how to do it on Stitcher. Just some I’ll put links in the show about how to find those podcasts and blog posts. You do subscribe and leave a review and I look forward to joining you next week.
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