『Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders』のカバーアート

Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

Customer Service Revolution | Customer Experience & Employee Experience for Business Leaders

著者： John Dijulius - Customer Experience & Customer Service Expert
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The Customer Service Revolution Podcast is for CEOs, CXOs, COOs, CMOs, CHROs, customer experience leaders, employee experience leaders, and business owners who want to build a service culture that drives referrals, loyalty, employee engagement, and market share. Hosted by The DiJulius Group, the show features John DiJulius, Denise Thompson, Dave Murray, and industry leaders sharing practical insights on customer experience, employee experience, customer service strategy, leadership, service culture, and operational consistency. Each episode gives leaders actionable ideas to transform how customers and employees experience their organization, whether they operate in B2B, B2C, healthcare, hospitality, financial services, professional services, retail, or any business where experience is a competitive advantage. Customer service and employee experience, done right, can become your company's single biggest competitive advantage. This is not just a podcast. It is a movement to overthrow conventional business mentality and help organizations create experiences customers and employees cannot live without.2020 The DiJulius Group マネジメント マネジメント・リーダーシップ 出世 就職活動 経済学
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  • 263: Crisis Management: What Customers Remember Most

    263: Crisis Management: What Customers Remember Most
    2026/07/23
    Crisis Management: What Customers Remember Most A company may not have caused the crisis—but it still owns the customer experience surrounding it. In this episode of The Customer Service Revolution Podcast, Denise Thompson and John DiJulius examine what leaders should do when customers may be at risk, facts are still developing, and the organization's reputation is suddenly on the line. Using recent food-safety concerns and well-known brand crises as examples, they explain why silence, defensiveness, and rigid policies can magnify the original problem—and how a fast, transparent response can help preserve customer trust. The Four Principles of Customer Experience Crisis Management John outlines four actions organizations should take when a crisis occurs: Address the situation immediately.Make the highest-ranking leader the visible face of the response.Take full responsibility for protecting the customer experience. Overcorrect to demonstrate that the organization genuinely cares. Customers do not separate a company from its suppliers, franchisees, distributors, or employees. They remember the brand name connected to the experience—and how that brand responded. What Successful Crisis Responses Have in Common Denise and John revisit several high-profile corporate crises, including Johnson & Johnson's response to the Tylenol poisonings, Domino's reaction to an employee-created viral video, Chipotle's food-safety challenges, and JetBlue's response to severe travel disruptions. The strongest recoveries shared several characteristics: Customer safety came before short-term profits. Leaders communicated quickly and frequently.The organization took visible, decisive action.The crisis led to meaningful operational improvements. Customers were shown what would prevent the problem from happening again. Why Service Recovery Cannot Depend on the Employee You Reach The conversation expands from large-scale crisis management to everyday service recovery. John explains the service recovery paradox: when a company handles a problem exceptionally well, the customer can become more loyal than if the problem had never occurred. But that outcome requires a consistent recovery process. TDG's LEAST model helps employees respond effectively: Listen Allow the customer to explain the situation without interruption, defensiveness, or debate. Empathize Acknowledge what the customer experienced and demonstrate genuine concern. Apologize Take responsibility for the inconvenience or impact, even when the employee or company did not directly create the original problem. Solve Resolve the issue or take ownership of finding someone who can—without forcing the customer to repeat the story to multiple people. Thank Thank the customer for bringing the problem to the organization's attention and creating an opportunity to make it right. Stop Hiding Behind Policy Policies can protect consistency, but they can also prevent employees from using sound judgment. John shares the story of a longtime salon client who was charged for a missed appointment after her husband unexpectedly died. When she questioned the charge, the manager responded, "Sorry, that's our policy." The problem was not an uncaring employee. It was a system that had trained the employee to enforce a rule without giving her the confidence or authority to recognize an obvious exception. Leaders must decide whether onboarding primarily teaches employees what they cannot do—or prepares them to serve customers and one another with judgment, empathy, and ownership. Key Takeaways A company may not have caused a crisis, but it owns the customer experience of that crisis. Customers judge brands by what they do next. Silence allows speculation to control the story.The highest-ranking leader should be visible during a significant crisis. Taking responsibility is different from accepting legal blame. Overcorrecting can demonstrate that customer safety matters more than short-term costs. Employees need a clear service recovery process and enough autonomy to use it. Every transfer forces the customer to relive the problem and often increases frustration. Policies should provide guidance without eliminating judgment and empathy.A crisis can strengthen trust when it produces transparent action and lasting improvement. Memorable Quotes "Customers don't experience your supply chain. They experience your brand.""A company may not have created the problem, but it still owns the customer experience of the problem." "It's never what happens that is the worst thing. It's the cover-up." "Customers rarely judge a brand by whether something went wrong. They judge it by what the brand did next." "Listen like you're wrong." "Whoever gets the initial complaint owns it." "Every time customers have to retell their story, they get angrier." "Remove the word 'policy' from your company's vocabulary." Chapters 00:49 – When your company's name becomes part of the crisis 02:22 – John's ...
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    37 分
  • 262: Who Really Owns Customer Experience? (part two)

    262: Who Really Owns Customer Experience? (part two)
    2026/07/16
    How to Build the Teams That Make Customer Experience Stick Episode 262 of the Customer Service Revolution Podcast Launching a customer experience initiative is one thing. Building the internal structure that keeps it alive is another. In this episode of the Customer Service Revolution Podcast, John DiJulius continues his conversation with Dave Murray, Vice President of The DiJulius Group, about the stakeholders required to successfully launch and sustain a customer experience transformation. They focus on two groups that can determine whether a CX initiative becomes part of the culture or quietly disappears: the customer experience steering committee and CX ambassadors. Dave explains who should serve on a CX steering committee, how often the group should meet, what responsibilities it should own, and why representation must extend beyond customer-facing departments. John and Dave also explore how frontline employees can become influential CX ambassadors who reinforce standards, build peer-level support, and help organizations identify future leaders. Related: Building an initiative that lasts Why a Customer Experience Steering Committee Matters A CX steering committee serves as the governing body of a customer experience initiative. The group helps select workshop participants, shape implementation priorities, review ideas, approve realistic next steps, and turn workshop content into usable training materials, playbooks, standards, and tools. The strongest committees include representation from both customer-facing and support departments. Sales, customer service, operations, training, finance, accounting, logistics, and other internal service providers all influence the experience customers ultimately receive. The committee must also be able to evaluate what can be implemented immediately, what requires additional technology or funding, and what should be scheduled for a later phase. Who Should Serve on the Committee? Most steering committees include managers, directors, department leaders, training professionals, and employees who understand how work moves across the organization. Members do not need to meet constantly. During normal periods, a monthly virtual meeting may be sufficient. During rollout or content-development phases, the group may meet weekly until key deliverables are complete. The goal is not to add another meeting. It is to create accountability for the customer experience. How CX Ambassadors Build Frontline Buy-In CX ambassadors are often frontline employees who participated in the original customer experience workshops and want to remain involved. They may not hold formal leadership titles, but they have influence among their peers. They understand the initiative, believe in its value, and can explain how it will improve the experience for customers and employees. Ambassadors help communicate what is coming, reinforce new behaviors, identify obstacles, share best practices, support individual locations, and keep the initiative visible after the formal rollout. John and Dave also explain why organizations should consider including respected skeptics and informal influencers during the development process. When these employees understand the purpose behind the initiative, they can become some of its strongest advocates. Related: How to get company wide buy in CX Ambassadors Should Support, Not Police One warning from the episode is especially important: CX ambassadors cannot become the "gotcha police." When ambassadors visit teams only to identify mistakes, the program becomes associated with punishment rather than improvement. Effective ambassadors recognize what employees are doing well, provide constructive coaching, replenish resources, answer questions, and help teams succeed. Their role is to support the culture, not inspect people into compliance. Customer Experience Has No Finish Line The most successful organizations continue meeting after the initial initiative has launched. Steering committees should review customer experience metrics, recognize employees, update standards, identify emerging service defects, and ensure CX training remains embedded in onboarding and leadership development. Ambassadors should continue sharing observations, comparing results across teams or locations, and identifying practices that can be adopted throughout the organization. Customer expectations, internal processes, technology, and business models change. Customer experience standards must evolve with them. CX Programs Can Help Identify Future Leaders A strong CX ambassador program creates another valuable result: it reveals which employees are ready for greater leadership responsibility. Employees who volunteer, coach peers effectively, reinforce standards, and take ownership of the experience demonstrate many of the behaviors required of successful leaders. Organizations can also reduce the number of accidental managers by allowing aspiring leaders to experience leadership training ...
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    32 分
  • 261: Who Really Owns Customer Experience?

    261: Who Really Owns Customer Experience?
    2026/07/09
    Why Customer Experience Fails Without the Right Internal Ownership Every company says customer experience matters. But too many organizations launch CX initiatives without clearly defining who owns the work, who champions it, who keeps it moving, and who makes sure it becomes part of the culture. In this episode of The Customer Service Revolution Podcast, John DiJulius turns the tables and interviews Dave Murray, Vice President of Consulting at The DiJulius Group and co-author of The Employee Experience Revolution. Dave shares what he has learned from more than 13 years of helping organizations build world-class customer and employee experience cultures. The Three Core Roles Every CX Initiative Needs Dave explains that successful customer experience transformation typically requires three core internal roles: The Executive Sponsor This is usually the CEO, owner, or senior executive who sees the pain points and understands that customer experience is not a department problem. It is an organization-wide culture initiative. The Project Champion This person is usually a senior leader who is closer to the day-to-day business and is responsible for making sure the initiative stays visible, supported, and connected to leadership priorities. The Project Lead The project lead is the person, or sometimes a small committee, responsible for keeping the work moving. They coordinate logistics, involve the right people, communicate updates, support rollout, and help make sure the work becomes part of daily operations. Why the Project Lead Cannot Be an Afterthought One of the biggest mistakes companies make is assigning customer experience ownership to someone who simply has available time. Dave explains that the best project leads have credibility, communication skills, leadership experience, and enough influence to hold others accountable. The role does not always need to be full-time at the start. In many organizations, it may require eight to ten hours per week during active project work. But for the initiative to last, someone must continue owning the reinforcement, accountability, and ongoing momentum after launch. The Role of the CX Steering Committee A strong customer experience steering committee gives the initiative broader representation across departments. This group often includes leaders from sales, operations, contact center, finance, IT, marketing, HR, and other key teams. The steering committee helps shape the work, create buy-in, remove barriers, and make sure customer experience does not live in one department. Why Frontline Buy-In Matters John and Dave also discuss the importance of including frontline team members in the creation process. Leaders may know what should be happening, but frontline employees know what is actually happening. When frontline employees help create the systems, standards, and training, they become ambassadors for the initiative. They bring practical insight, build credibility with their peers, and help prevent the work from becoming another top-down corporate program. Customer Experience Is an Ecosystem The most successful organizations treat customer experience as part of a larger experience ecosystem. External customer experience, employee experience, and vendor relationships all influence one another. As John explains, companies cannot deliver a world-class customer experience without also creating a strong internal employee experience. The role of experience leadership has evolved beyond customer service and now touches hiring, onboarding, training, leadership, recognition, marketing, and culture. Key Takeaway Customer experience transformation does not fail because companies lack ideas. It fails because no one truly owns the execution. If your organization wants customer experience to become a competitive advantage, you need executive sponsorship, a project champion, a project lead, a steering committee, and frontline ambassadors who help turn the strategy into daily behavior. Links: Storytelling blog: https://thedijuliusgroup.com/how-to-be-a-more-effective-leader-by-learning-the-best-way-of-storytelling/ ROX Dashboard: https://thedijuliusgroup.com/rox-dashboard/ The DiJulius Group Methdology: https://thedijuliusgroup.com/x-commandment-methodology/ Company Service Aptitude Test: https://thedijuliusgroup.com/c-sat-forms/individual-c-sat/ Schedule a Complimentary Call with one of our advisors: tdg.click/claudia Ask John! Submit your questions for John, to be aired on future episode: tdg.click/ask Customer Experience Executive Academy: https://thedijuliusgroup.com/project/cx-executive-academy/ Experience Revolution Membership: https://thedijuliusgroup.com/membership/ Books: https://thedijuliusgroup.com/shop/ Contacts: Lindsey@thedijuliusgroup.com , Claudia@thedijuliusgroup.com If you want to learn how world-class organizations build cultures customers cannot live without, explore The Experience Revolution Membership. Inside the...
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    46 分
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