John DiJulius | Customer Experience Blog

5 steps to a successful Customer service initiative

Every company is guilty of having a bunch of great ideas and incredible initiatives born in a meeting room only to eventually fizzle out and die, leaving the management team frustrated and cynical and the employees skeptical about what is the next program of the year, flavor of the month, or management by best seller.

  1. Create it – Whether your are creating your Customer Service Vision, your Non-negotiable Standards, Secret Service Systems, or your Service Recovery (Zero Risk) Protocols, you need to have a team that is tasked with this project. They are most commonly known as a steering committee, ideally composed of 12-18 people. This group should not be all management personnel, rather representative of nearly every department the company has, as well as some front-line employees. This will ensure the group as a whole is working for the best interest of the entire company.  This project also needs to have a leader, a champion (CXO), someone who reports to the CEO/President and will lose sleep at night over the success of this project at every stage; not just in the short term, but 6-18 months from now. When creating an initiative, the project champion needs to get the steering committee together for a workshop initially, and a follow up at a minimum. Homework and exercises need to be created to create the absolute best outcome possible. In between physical meetings, the project leader will need to manage regular communication between the steering committee through emails, conference calls and webinars to ensure everyone is collaborating and staying on target with outcomes and deadlines.
  2. Sell it – Creating your initiative can be exhausting. It should be exhausting, otherwise it won’t be taken seriously. Now the hard work starts. The only thing that is nearly as important as executive sponsorship is front-line sponsorship. Here is where a major mistake is commonly made. The steering committee can assume that everyone in the organization will have the same passion and commitment to this initiative, but no one else outside of the steering committee has been immersed in it for weeks, debating with passion what will help take the company to the next level. So there is typically a dis-connect between the group that gives birth to the project and the audience (rest of the organization). That is why it is so important to have a launch that gets everyone on board and able to understand why this initiative is so important to the company’s success, the Customers’ well-being, and employees’ future. A launch involves communicating with everyone, and in that launch, there needs to be a story told. Every story has a villain and a hero. The villain is what’s wrong with the way it is currently being done. The villain may be the competition, the status quo, price cutters, or the pain the Customers are experiencing. The hero is easy; the hero is our initiative and how it will change the company, the industry, our Customers’ lives, and solve their problem. You have to be able to sell the purpose of your initiative to all your employees and get them to rally around it, rise up to defeat the villain.
  3. Implement it – This is where most plans, projects and initiatives fail — at the implementation phase. You can create the greatest idea and get everyone to rally around it, but if you don’t have a solid implementation plan, it will be another good idea that never amounted to anything, because no one made sure there was a plan to roll it out effectively after the pep rally. Implementation is a roll out calendar of phases: crawl, walking and running. This calendar needs to be timed with training and support materials. This is also where creating an extension to the steering committee comes in, i.e. Secret Service Agents, who are traditional front-line employees who help roll out the initiatives and act as front-line ambassadors.
  4. Measure it – Just like the project leader needs to lose sleep at night over the success, now every department, manager, and employee needs to know the key metric that measures the success of this initiative, i.e. retention rate, number of referrals, resign rate, closing ratio, conversion rate, Customer satisfaction score, or NPS. Not only do they need to know what it is, but what it has to be, and they need to see it daily and know exactly what impacts it. Management and employees need to obsess over this metric. The ones hitting the goal need to be celebrated loudly, the ones who are underperforming need to be coached and convinced that this is the way we are operating now and forever. Live it, love it or leave it.  
  5. Sustain it – Be relentless. There is no ribbon cutting ceremony for a world-class Customer service organization. You never arrive; you just need to keep improving. And steps 1 thru 4 need to be constantly repeated, even for the same initiative. Customer service systems evolve, some things work, many things need tweaking, better training, support, technology, better communication, and awareness. The steering committee needs to continue to meet regularly to develop new systems as well as evolve the existing ones, constantly evaluating progress and defects. Most of all, all the work done and rolled out needs to be part of the new employee orientation and training so the future generations get it, provide consistency and understand the legacy the company is built on.  Then your company’s Customer service will be your single biggest competitive advantage. 




There’s only one boss, the Customer, who can fire everybody in the company
 from the chairman on down, simply by spending his money somewhere else

  ~Sam Walton                    

John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading Customer experience consulting firm in the nation. He blogs on Customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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11 Rules to World-Class Customer service

World-Class Customer Service Mindset Below is the acid test if you, the leader, truly want to create a world-class service culture.  You must have the following mindset, 100% with no wavering. If any of these 11 rules are difficult to swallow or you don’t fully agree, you are not there.

  1. Customer Service Top Four Priority It cannot be “flavor of the month” or “program of the year.” Customer service has to be as important as finance, sales, operations, and technology. It needs to be talked about at board meetings, strategic planning sessions, with leaders and everyone else in the company including front-line employees. For more information see past eService, Executive Sponsorship.
  2. Pick a Path – I love seeing existing companies’ Customer service training manuals (the companies that have Free book them).  It typically is a hodge-podge of numerous resources, often in different books. Or, depending on what year employees were hired, it is the trend they were trained on (management by bestseller).  If you were hired in 1997, you read Raving Fans; if you started in 2000, you read Fish; in 2008, What’s the Secret? Listen, they are all great, but your company needs to pick a path and stick with it — from terminology to philosophies to what we use to train our employees.  For more information, see past eService Implementation & Execution.
  3. Service Aptitude is the Foundation – This is a person’s ability to recognize opportunities to exceed Customer expectations regardless of the circumstances. How good your (or any company’s) Customer service is comes down to the service aptitude of every single employee, including and especially the leader. For more information see past eServices Service Aptitude & It isn’t their fault, they don’t know any better.
  4. Service Aptitude is the company’s responsibility to train regularly, reinforce daily – No one is born with this, no one graduates from any school with high service aptitude. You can’t hire it. It can only be trained. The objective of your new employee training and existing employee training must be to be to dramatically increase service aptitude. Not only in training but every day through various internal communications (signage, intranet, stories, pre-shift huddles, what gets recognized, measured, etc.)  For more information see past eServices Pret A Manger & Who is to blame?
  5. Customer Service is not common sense nor should it be left to personal interpretation. The “golden rule” is the worst thing you can use as your compass for your Customer service. I don’t want my 20-year-old, front-line employees to be treating all our Customers like they want to be treated. Totally different people with completely different sets of expectations. For more information see past eService Never & Always.
  6. What we sell (our products & services) is a commodity – There are people who sell what you sell, perhaps just as good and for less money. It is not just the front-line employees who need to increase their service aptitude and more soft/people skill training. I have worked with hundreds of organizations and professionals such as accountants, financial advisors, consultants, lawyers, programmers, and doctors, who are extremely skilled and are trained technically, but have extremely low service aptitude. Every employee needs Customer experience training. For more information see past eService  Proficient or Nice?
  7. Employees must see things from the Customer’s perspective (walk in their shoes) – Many employees have never been their own Customer, have never needed the services and products their company provides, cannot comprehend what the Customer’s mindset is. Therefore they cannot empathize, be compassionate and anticipate their Customer’s needs. For more information see past eService Walking in the shoes of your Customer.
  8. Everything is our problem – If you really train everyone in your company to have the mindset that EVERYTHING is your problem and responsibility, and you remove the victim mentality of “it is our Customer’s fault,” your company’s Customer experience will elevate to new heights. You’ll find solutions that eliminate the problems and make your company more efficient, and your Customers happier.  For more information see past eService Everything is our problem.
  9. Be naïve, NEVER paranoid – Don’t punish 98% of the Customers for what you are afraid 2% will get away with. We need to stop threatening and punishing the Customer. The result is, you win the argument but lose the Customer. For more information see past eService Foot Traffic.
  10. Employees need to be empowered and 100% fearless – So often leadership is disappointed with the front-line employees’ lack of above & beyond efforts and actions. The key reason?  Your employees are scared! For more information see past eService Are your employees fearless?
  11. Everyone needs to lose sleep at night over the Customer satisfaction scores – Regardless of your company’s size, someone in your organization has to be in charge of the Customer experience and all that goes with it.  For more information see past eService Who is losing sleep at night over the Customer?




The better the experience, the less price becomes an issue



John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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Complete Nutrition’s Service Vision; Paradigm Shift of a leader; Secret Service Summit SOLD OUT


Complete Nutrition’s Customer Service Revolution – Recently I started consulting with Complete Nutrition, a rapidly growing nutritional supplement chain store. In just barely four years of franchising, they already have over 150 locations across the US and are growing.  They are a great organization with great young, energetic leaders with incredible vision.  The DiJulius Group has been helping them with the initial phases of developing a world-class customer service culture, and one of the critical steps is creating their Customer Service Vision.  We did a two-day workshop with their steering committee, which is made up of senior leaders, home office team members, and a few key franchisees.   It was a great, exhilarating process that included terrific ideas and passionate debates. We finally came away with Complete Nutrition’s customer service vision.  This was going to be rolled out at their annual franchisee convention about two months later.  Anyone who has ever worked with a franchise company knows that if you do not have the buy-in of the franchisees, you have nothing.  And in order to get all the franchisees to buy into the new service vision, we needed to make sure the top franchisees that attended the workshop were bought in.


Wish more leaders thought like this – One of the top and biggest franchisees of Complete Nutrition is Austin Schweitzer, who was part of the workshop. I really enjoyed Austin’s knowledge, experience and insight. He really gets it and is very passionate about building an incredible brand.  Still, when the workshop ends, as a consultant, you are never completely sure who is on board with the new direction the company is taking.  To my surprise and delight, the day after the workshop, I was copied on an email Austin sent to all the GM’s of his locations. His honesty and passion were inspiring to me.   Here are some excerpts from his three-page email:


From: Austin Schweitzer
Sent: Saturday, August 25, 2012 1:15 PM

As an owner, I am here to tell you that over the last three years I have mislead a lot of you on how our model should work.  I have focused too much of my effort on the Sales to customers and not Service we are providing.  For instance, we all call around and ask “What are you at for the day” or “How are sales?”  NOT ONCE have we called around and asked,  “How are your employees doing with customer service?”  “Do you feel like your staff is giving good enough service to retain customers?”  The wrong Leadership style by me has lead to a domino effect through all of you with our culture and how we train your employees and run our stores. 




I have been on the wrong path, thinking if you micromanage your employees and go through steps 1-? it will give great service, and customers will come back.  If there were steps 1- ? on how to keep customers, everybody would do it in the retail industry.  Service IS NOT A LIST OF STEPS.  IT IS A CULTURE THAT YOU CREATE AND A STANDARD WE SET WITH INTENSIVE CUSTOMER SERVICE TRAINING.

How are we going to measure customer service you say?  We will now be pulling customers’ Retention by Employee and by market.  This metric will be our NUMBER ONE FOCUS.   PROMOTIONS-PAY- COMPANY ADVANCEMENT will now be mainly concentrated on the people the have and create high customer retention from here on out.  It will be the number one metric we look at everyday and the number one thing everyone will focus on with training and store visits.


Austin Schweitzer
MO Nutrition
Complete Nutrition Franchises


Complete Nutrition’s Customer Service Vision & Pillars – 






 It takes months to find a customer, seconds to lose one

John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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“Creating Smiles by Making Lives Easier”: Speed of service up, friendly down: Alan Lovelace presenting at the Secret Service Summit


Creating Smiles by Making Lives Easier Think about the last time you ordered pizza to be delivered to your home. Why did you do that? When helping one of our consulting clients, RPM Pizza, (the largest U.S. franchisee of Domino’s Pizza,) craft their Customer Service Vision, it was critically important for their employees to truly understand the “why” piece. Were they hungry? Yes, but they could get food from thousands of places to satisfy their appetite. Why pizza, and why Domino’s?  Typically there are three reasons why someone would order pizza to be delivered from Domino’s. 1) Pizza makes everyone happy! Trying to get a bunch of family or friends to decide on what to order is a struggle. Pizza is always a simple answer. 2) Domino’s makes great pizza.  3) In today’s crazy hectic world, we sometimes find ourselves out of time. Domino’s gives us that time back. Instead of cooking dinner or going out to a restaurant, we can now spend that time helping our kids with their homework, being able to chill out, relax, and connect with people close to us. Hence, it was vital that every employee understood that they were not just making and delivering food/pizza, but their purpose, (what their customer’s truly needed from them,) was easy and simple: Domino’s pizza being brought to your door, exactly how you ordered it, promptly, by someone smiling with genuine hospitality. Thus the customers smiled because their lives were made easier.  It is a great customer service vision that is measurable, accountable and trainable.  Their three pillars are Operational Excellence ~ Customer Delight ~ Deliver the WOW. You can see their credo card that explains what each pillar represents.


Speed of service up, friendly down – In 2011, RPM Pizza made major improvements in its already best-in-class speed of delivery service by improving its percentage of on-time pizza deliveries by 17%. However, according to independent third-party mystery shopper surveys, RPM Pizza ranks last among its major competitors in hospitality.  In the past 12 months, with the help of The DiJulius Group, RPM Pizza began a journey and relentless commitment to be a world-class hospitality company.  They started with creating a customer-service vision and pillars, creating a day-in- the-life video of a Domino’s customer, and then rolling out their non-negotiable standards.


Alan Lovelace  is extraordinary at turning great ideas into implementable and simple executable systems, where every front- line employee can deliver it consistently. He has been a key reason why RPM Pizza is Domino’s top franchisee in the United States. The DiJulius Group is excited to announce that Alan is one of our brand executives presenting at the 2012 Secret Service Summit.  Alan will be sharing how his company is in the process of transforming a company’s culture that historically solely focused on speed and quality of food, into one that will also be known for world-class hospitality. 








Customers are not always right; however, they are never wrong.


John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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Singular focus, less customers, huge results – cj Advertising; Arnie Malham Speaking @ Summit; The Weather Challenge continues

Singular focus, less customers, huge results –

cj Advertising, headquartered in Nashville, Tennessee, is an advertising firm exclusively serving personal injury attorneys. It is not difficult to figure out why they are known for world-class client service. First, they only work with law firms. If you are an accounting firm or doctor’s office and you want to hire them to do your web site or a marketing project, they will have to turn you away. Their clients, the law firms, can trust that cj Advertising knows the legal industry and the legal complexities of advertising and marketing better than their own law firms do. And second, they offer market exclusivity with every client. They do not have or will not take on as clients, two law firms from the same city that compete against each other. That’s the kind of vendor/partner you want for your business.  While cj Advertising is known for the excellent customer service they deliver to their clients, they are also an amazing company to work for and have a fine reputation with vendors as well. They have many internal standards they deem non-negotiable. For example, the following are just a few of the standards that relate to job candidates and employees:

  • Return all phone messages within same day.
  • Return e-mail messages within same day.
  • If a job candidate is rejected by cj, send him/her correspondence and provide the names of the other top agencies in Nashville to check out.
  • When job candidates come into the office, offer them a beverage as they wait.
  • Validate all parking for interviewees.
  • Answer employee benefit questions the same day they are received.
  • Hand out paychecks by 3:30 pm on the Thursday before payday.


Arnie Malham – cj Advertising and Legal Intake Professionals was established in 1995 by its founder and President, Arnie Malham.  He launched cj Advertising, which has since grown into the largest full-service advertising agency in the country, to exclusively serve personal injury lawyers. cj Advertising’s vision is a team of marketing professionals who come to work every day and focus completely on growing their clients’ businesses. In 2000, Arnie launched Legal Intake Professionals (LIP), a 24-hour call center, to answer phones just for law firms.  Today, more than 70 specialists serve more than 140 law firms throughout the U.S. with empathy, compassion, and intelligence on every call.  With answer rates, engagement rates, and customization unrivaled anywhere in the call center industry, LIP is truly unique in the marketplace.  


Arnie believes that different is better than good, that outliers are fascinating, and that mindset is everything. Arnie’s favorite quote is, “If it’s worth doing, it’s worth doing wrong,” and he has no problem with the concept of getting it wrong until he gets it right.  Don’t miss his captivating presentation on Establishing a World-Class Internal Culture at the 2012 Secret Service Summit.


The Weather Challenge continues – One of the most popular and circulated eServices I have written was the I wrote three weeks ago called, “The Weather Challenge,” which was about calling your own call center anonymously just to ask what the weather was in another state and see how they handle the opportunity to go Above & Beyond.  The following is an email sent from Chad Hall, GM at Restaurants on the Run, to all his employees, after reading the eService;


Dear ROTR Team:


Please take a few minutes to read the below article sent from The DiJulius Group and send me your number one learning

 After reading this article, Sean Bates called me and suggested that we have someone call in and test our Call Center.  I agreed and Sean had a friend of his call in and ask for the temperature in Denver, CO.  Despite having six calls waiting in queue, HOLLAND TASHER was more than helpful in looking up the weather and assisting this caller.  The customer called back and said, “Holland picked up and provided me with the weather information and was very helpful!”


Thank you, Holland, for continuing to provide World-Class Service to all our customers!







John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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The Burden of the Brand

Commandment III:

Non-Negotiable Standards

Experiential Standards Everyone Must Follow



Burden of the Brand – Would you ever expect to see a Disney cast member, in full uniform on break, chewing tobacco and spitting on the ground near the front entrance where guests are walking by? Doubtful. Or would you ever think a Ritz-Carlton employee, when asked, “Where is your ballroom room A?” to give a response like, “No, I work in housekeeping.” Highly unlikely! One of the most effective ways to elevate your company’s customer service level is by instituting Non-Negotiable Standards. (Commandment III in What’s the Secret?) I like to call them the Burden of the Brand


Never & Always list: If anyone is going to wear your uniform, name tag or represent your brand, there needs to be a small set of 6-12 actions/standards that your employees live by. These non-negotiable standards are also referred to the Never & Always list. They are actions that are more “universal” to your customer’s experience, meaning they are NOT tied specifically to any direct point of contact (i.e. phones, check in, check out) and they may or many not occur. The critical importance is, if they do occur, you have to be confident enough that your employees recognize and understand these non-negotiable standards, and you can bet the house that 100% of the time your employees would “never” do this and “always” do that instead.


If your company does nothing other than institute these, make everyone aware of them, and rarely see a “never” occur and consistently see an “always” occur, you are in the top 5% of customer service organizations! As you read through the list, you will see they are all simple and use common sense, but the majority of businesses and front-line employees execute the Never List and do not do the Always List. The following are some examples from The DiJulius Group consulting clients’ Never & Always list:


Exemplis Corp. is a leading U.S. manufacturer of contract furniture for commercial, healthcare, hospitality and office markets.




The Maids, the only professional housekeeping company for residential cleaning services throughout the country.




John Robert’s Spa top 20 Salon/spa in America




The DiJulius Group THE Authority on World-Class Customer Experience




Action Plan – With your Secret Service Agent team create a small set (6-12 actions/standards) that match the following criteria:

  • The standards are 1 – 3 words
  • Do not need any additional explanation
  • Not stage specific (i.e. do not apply towards phone, check in, check out, etc.)




What stress? Every night I sleep like a baby…
 I wake up every two hours and cry my eyes out!



John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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Apple’s Customer Service Secrets

Customer Service Course

Customer Service in the Classroom – I can’t believe it! I stumbled upon a school that offers a course on customer service. Get this: it is not a university, but a high school. West Nassau High School in Callahan, FL, offers an elective in orientation on customer service where students can develop their ability to interact with others face-to-face, personally and professionally. Read the article

Apple’s Customer Service Secrets – Apple stores have more people visit in one single quarter than all the people who visit Disney’s four major theme parks in one year. How do they do it? One reason is they are known for delivering fantastic customer service. An article appearing in The Wall Street Journal shared some insight on Apple’s steps of service training; which are spelled out as A.P.P.L.E:

  • Approach customers with a personalized warm welcome
  • Probe politely to understand all the customers’ needs
  • Present a solution for the customers to take home
  • Listen for and resolve any issues or concerns
  • End with a fond farewell and an invitation to return
Read the entire article

Five Regrets of Dying – I recently read a good article by Bronnie Ware titled “Top Five Regrets of the Dying.” It is my belief you can never read this type of stuff enough. The number one regret that really shocked me was, I wish I’d had the courage to live a life true to myself, not the life others expected me to live. This is really a sad statement, one obviously shared by many — too many. Check out this short article and make sure you don’t have any regrets before your time comes.

Touché Customer Service Vision Statement – With each of The DiJulius Group’s consulting clients, we always start at the most important place: Commandment I — Service Vision (of the 10 Commandments to Building a World-Class Customer Experience Organization).   The Customer Service Vision Statement and Pillars are critical if you are truly creating a customer service revolution in your organization. I have been fortunate to work with many successful companies, including some that are on the Fortune 500 & 100 lists.

However, I recently worked with a small business, Touché Salon, in Liberty, Illinois. As I was helping them create their customer service vision statement, they already had a draft they wanted to share. Typically, (actually always) the first draft of a company’s service vision statement is so far off the mark it does not come close to what the guidelines of a solid statement needs to be: measurable, actionable, trainable, and easy for employees to understand. When Debra Marinis shared their draft, “Happy People making People Happy,” I immediately went into autopilot and started to politely explain why that doesn’t work, until I was having a hard time explaining what was wrong with it. It was so simple, but was it actionable and more importantly, measurable? Let’s look at the first part, “Happy People…” is that measurable, are our employees smiling, do they have positive attitudes, are they excited and engaging with the customers? Yes! Let’s look at the second part, “…making People Happy,” is that measurable and actionable? Are our customers smiling, happy, and satisfied with their experience? Yes! I felt like I wasn’t providing value as a consultant because I didn’t have anything to add, suggest or tweak about their statement. It was perfect. They nailed it! The Service Vision statement is the “what” we need to provide to our customers, and the pillars are the “how” we do that.

One of the biggest problems successful companies experiencing rapid growth encounter is they stop thinking like small companies. Keep it simple!

Secret Service Certification – be part of the next select few who become a Secret Service Certified facilitator. Registration is now open to our next, one of a kind, customer service training program taught by THE authority on world-class customer service John DiJulius. This July 19 & 20 become one of an elite group of Secret Service Certified Agents.


These train the trainer programs are based on the ‘Secret Service’ methodology by John DiJulius. Taught by him EXCLUSIVELY, this 2-day class will provide the tools necessary for you to become a specialized customer service trainer in any industry. You will:


  • Become a Certified Secret Service ™ Agent and train others to provide world-class customer service
  • Learn to facilitate the Customer Experience Cycle™ Workshop to companies in any industry
  • Receive all tools necessary to create your own keynote
  • Gain rights to the use of the Secret Service logo™, facilitator guides, and handouts
  • Get unique agent discounts and incentives on educational conferences and resources like books and online training


Download your application HERE and submit it via email to or fax it to (440) 919-0306. With any questions call us at 440-443-0022.





 A complaining client is giving us the opportunity to make things right.
It’s the silent ones that kill us. Because they don’t stay silent once they leave your business.



John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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