#295 Mail-Right Show Special Guest Shep Hyken
Real Estate Agent’s 5 Ways to Create a Real Customer-Centric Culture
More About Shep Hyken the one statistic that matters most is if the customer comes back. You see, customer loyalty is not about a lifetime. It’s about the next time… Every time! So, what are you doing, at every point of interaction you have with your customers, to ensure that they come back the next time they need what you do or sell?
Meet Shep Hyken, CSP, CPAE is the CAO (Chief Amazement Officer) of Shepard Presentations. As a customer service and experience expert and keynote speaker, Shep works with companies that want to build loyal relationships with their customers and employees. His focus is on delivering amazing customer service, customer engagement, managing the customer experience, and creating customer loyalty. He is a hall of fame speaker (National Speakers Association) and a New York Times and Wall Street Journal best-selling author.
When you hire Shep to present a customer service or customer experience speech, your audience will leave with tools, ideas, and concepts that they can put to use immediately. Shep combines important information with an entertaining and engaging style to create exciting programs for his audiences. Shep promises to deliver one of the most exciting and memorable speeches you and your audience will ever experience!
Robert Newman: Ladies gentlemen, welcome back to the mail Right show. We are incredibly lucky to have one of America’s top speakers with us today. It’s Shep Hyken, Shep is a master of all things related to customer service topics. He’s spoken for more, notable fortune 500. Just the list is too big to actually go through in terms of who he’s talked to, but he is a master of the customer service experience. He’s agreed to come on with us briefly today on the mail right show and talk to us about how real estate agents might create a great customer-centric culture. With no further ado Shep, why don’t you go ahead and introduce yourself to our audience?
Shep Hyken: Hey, I’m Shep Hyken customer service experience expert, and I’m honored and flattered to be here. So I’ll answer any and all of your questions that I’m capable of answering.
Robert Newman: Lovely. And then we still have my amazing co-host Jonathan Denwood, who is the master of ceremonies for the Mail right system, which is a real estate marketing system that focuses on Facebook. Go ahead and Jonathan.
Jonathan Denwood: Yeah, thanks for that Robert just going to keep it brief. Like I’m the founder and CEO of mail right, and we just really, know Shep is tight on time and he’s really very popular and we just want to really delve in and get his knowledge and share it with our audience back to you Robert.
Robert Newman: I can be your mystery host for the day, to save us a little bit of time. So, Shep, we found you, at least our ears perked up when we saw a piece of content that you produced called the real estate agents, five ways to create a real, customer-centric culture. I personally am a big fan of [Inaudible 01:58]. So you know that our audience is real estate professionals. And obviously, in today’s world, it’s going digital and it’s getting a little bit complicated in terms of how do you establish a customer service experience when so much of what is happening, isn’t necessarily being in front of somebody. So what is the advice that you give let’s just pretend is that your aunt, uncle, brother, sister is a real estate agent and, and they come to you and they say, Hey, you’re the master of all things, customer service related. What do you tell them to do in terms of creating a great customer experience for their clients?
Shep Hyken: Sure. So there-, boy, that’s a loaded question. We can talk, I’ve written eight books on this now I thought you’re going to ask [inaudible02:42]
Jonathan Denwood: It’s only a small question [Interposed talking02:47] I think my influence is growing on Robert because I’m notorious for those types of questions.
Shep Hyken: Here is a really interesting concept I would ask, you know, I would like to give people just rather than just give you information. I want to give you something of actionable, but I mean, I’ll tell you some of the things that clients in the real estate industry want and they want fast response. They want to know that their agent knows who they are and what they’re about and what drives them. Because if you’re going to sell me or show me homes, I mean, we know it. If you show me 200 homes, you’re going to confuse me. If you show me 20 homes, I’ll be less confused. Show me four or five of the perfect homes and then I’m going to buy something because I understand you know, me and you, it triggered. So know me, know me well enough to be able to make the right recommendations and anything less than that’s going to give you a mistake.
Rapid response, quick response. That’s really important if I call you, you got to get back to me. So you determine, I mean, I kind of have an idea of what I would like from the standpoint of the speed of response, but you need to determine what your lowest expectations are and make sure they’re always exceeded and make sure that those low expectations are in line with the customer’s regular expectations. So those are just a couple of things. Something else that I would suggest is information. Information is key. So I want to take you through a process if I can. This is a way, I mean the real estate world is a very competitive world. There’s no doubt about it. I mean, you’re vying for listings. You’re vying for homebuyers to do business with you.
So I wrote a book, it actually doesn’t come out for a little while. It’s called, I’ll be back how to get customers to come back again and again, shameless bug wants to learn more. I’ll be back book.com. Buy the book today. You get the eBook immediately, even though the book doesn’t come out till later. Here’s the galley copy and in chapter 15, there’s a process. The process is about how you are comparing yourself to others, but also looking at people outside of your industry to become, world-class not just well-known within cause that’s what your customers expect today. They’re not comparing you to another real estate agent. They’re going to compare you to the very best service they’ve ever gotten. If another organization completely unrelated to real estate has super-fast response time they want that same response time from you. So here is a six-step process. You didn’t read this article, but it’s not five ways. Its six ways here it goes.
Shep Hyken: Yeah. Six is. I’m giving you extra value, but really there’s simple. Number one, sit down with your team and ask, why would they do business with me instead of them? Okay. Or us instead of them, what differentiate you? And don’t say, because we’re really good at what we do, because we’re really good at service. That’s exactly what your competitors are saying. Do you have some niche areas that you specialize in? That’s going to be really important to certain customers. That’s different than a typical competitor. That’s what you’re looking for. Number two. What would your competitors answer that question? What would you think they answer? What is it that they’re doing that maybe you’re not doing? Number three, keeping pace means if what they’re doing is something you should be doing, start doing it, but do it differently because you don’t want to be a copycat because all you are as a commodity and then, wow, how are we going to compete? Well, I’ll tell you what, we’ll drop half a point on our, listing. And you know, you don’t want to compete on price. You want to be very, very strong. So that’s number three, keeping pace.
Number four. I want you to go outside of your industry. And I want you to look at other companies that you love and the easiest way to do this, to say with your group, hey, what are your favorite businesses? Like? Who do you love to do business with any business, big, small doesn’t matter. And I’ll ask you guys, what do you think the number one response is when I say any business that you love doing business with, what do you think that that company is? Any guesses?
Robert Newman: Crispy cream
Shep Hyken: Oh man nobody’s ever said crispy cream, but it’s not because of the service. It’s because of the donut.
Robert Newman: Yeah, no, for me it’s personal. It’s because you get to watch them be made. I go to the Crispy cream factory and then you get to stand there in awe as the little donuts are made. I love it personally.
Shep Hyken: Yeah. And you know what, and I get it. There’s some emotional something going on. It’s teasing your brain, your stomach, your heart. And you’re getting a sugar fix. I don’t know, you know how you vacillate the, or salivate over, not vacillate, salivate over, you know, gosh, that, that steak, I can’t wait to get that steak. And all of a sudden it’s like, endorphins are kicking in. Most people say Amazon because what we’re looking for is what is it that a company like Amazon, or maybe it’s the restaurant down the street. Maybe it’s a shoe repair. Maybe it’s your favorite salesperson at a manufacturer that if you’re in a business where you’re B2B, what is it that they’re doing that you love?
But you’ve got to read between the lines, for example, when we talk about Amazon, a lot of people say what I love is As soon as I placed the order. I know the order went through. Cause I get an email. And then a couple of hours later, another email they’re shipping something to me and they give me the tracking info. And then two days later, or one day later, I see that picture of the item leaning against my door. It’s not that Amazon emails really, really well. Amazon gives you great information ongoing as you need it. And you know, especially if I’m in a process where I have, I’m just, you know, I’ve gone through the home buying and home selling, a number of times, I’m not an expert in your field from the standpoint of having a real estate license. But I know this is what I love about the process is when my agent tells me every single day, since that person signed the contract, they’ve gotten their financing approved. They’ve set up the inspection. This is what I’m going to expect.
It’s that constant flow of information. And by the way, Amazon does it. Great. Well, that’s what we learned from Amazon. Maybe it’s that shoe repair center, that repairs shoes, they tell me it’s ready by Tuesday, but they call me Monday and say, guess what were they early? You know, they’re always exceeding my expectations somehow. To find out from other businesses, what you can learn and that’s step four. Five is to say, what can we start doing of those both? Not just the other businesses outside of industry, but even our competitors. If we’re keeping pace, is there something that we could add to what we, you know, at the beginning of this process we’re asking, why should someone do business with me? Well, now we’re going to start adding additional reasons. And you come back in the step six is simply to go back to step one and ask now why would somebody want to do business with me? And you’re going to start to look at your competitors and look outside of your industry to create some best practices that are going to blow away your clients.
Robert Newman: I love that point that you made. And I like the fact that, that you’re using the analogy of, of Amazon in terms of a customer experience. I agree with you that our expectations are raised based on what we experience, in verticals that may be unrelated to what we’re doing. So you’ve said a lot of really great stuff, and I may want to make some minor comments of some of the analogy is it used to, but John you’ve been silent. Go ahead, weigh in.
Jonathan Denwood: I’ve just being blown away Yeah because I’ve listened to some other so-called experts, in this area and they give like you’re supposed to give them a gift, give the client a gift that they don’t expect. Or, and I always thought it was rather shallow, but I think-
Shep Hyken: that was my next comment.
Jonathan Denwood: But I think- I would just want to put something to you. Unfortunately any of the surveys that have been done about the experience of almost 70 and 80% of homeowners, they have been, they would say that you probably wouldn’t utilize the same agent, but you would look to utilize somebody else.
Shep Hyken: Is it that high?
Jonathan Denwood: I think it is.
Robert Newman: It is.
Jonathan Denwood: This isn’t jet science it is complicated it’s like a restaurant. You know, anybody can cook a meal in their home, but when you’re running a restaurant, it’s that consistency, you know, keep knocking out really good food for hundreds of people day in day out is a totally different enterprise than cooking a nice meal for your, spouse, isn’t it. And then I suppose the same is in real estate, it’s that consistency. You got any kind of insights, cause I think everybody, that’s got a decent heart that’s want to offer a decent service wants it, but few people can get that consistency. Isn’t it?
Shep Hyken: I Think you’re using a word that is very difficult for a lot of people to deliver on, but it’s the most important word you keep saying consistently. So we have a foundational concept that I’ve been talking about in all of my speeches for many, many years about creating customer amazement, client amazement, whatever you want to call the people you’re working with. The idea behind amazement is never going over the top. It’s being a little bit better than average consistently. You know, you want your clients to say they always, you know, call me back quickly. They are always knowledgeable. They always keep me informed the word, always followed by something positive is what you’re looking for. And if you can create that consistency, it’s not, you know- you’re right you use, jet science. I like that. A rocket science jet science.
It’s not rocket science. It’s actually common sense that unfortunately is not so common. If you are always trying to go over the top and blow me away with things, you’re going to be very, mentally, I guess it’s, you’re going to get the analysis paralysis or some brain freeze when you realize, or what I’m getting ready to do is I’m going to blow them away. I got to wait and make it better than that. You don’t need to do that just consistently and predictably a little above average. And when you do it right all the time that’s what your customers love. Now I will add that. Is there something you would do? Like I had a real estate agent when we sold our home and he knew we were moving into our new place before our other home was being sold and he said to me, if I don’t sell your home before you move, you will never have to come back to this home again. I will take care of everything you need it. Of course, I will have to pay for the lawn to get cut and you know, a limb to get, you know, trimmed or whatever, but he will make sure that I know how long longer have to deal with both home or the old home. I just have to deal with the new home.
I thought Wow. How does that work? What does that look like? And when he explained it to me, I said, well, that’s quite a great service. It’s that simple. And I, and that was one of his differentiation points. And it sounds like, well, an agent might do that. Yeah. But do they talk about it from the very beginning when they understand what their clients are getting ready to do? I knew I’m going to buy a home. I’m going to sell a home and I’m not waiting to sell my home before I buy my home. So I really don’t mind having two mortgages. I just don’t want to have two homes to be responsible for.
Robert Newman: So when we come back, ladies and gentlemen, we’re going to go to our break. We really appreciate everybody tuning in. And we know we’re going to get a lot of excitement for having Shep on the show. And we’re really excited about that. We’re going to talk about the process a little bit because I personally equate consistency with having a strong process. So, and that’s part of what Shep has been kind enough to share with us. Just the beginnings of a process with a six-step process that he opened up the show with. So we’ll come back and we’ll discuss that a little bit. Stay tuned.
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Robert Newman: All right. We’re here with Shep Hyken if I’m honest, I don’t remember the show number Jonathan you’re going to have to actually put that into the edit. I think its 2 93, but maybe –
Jonathan Denwood: No it’s 295.
Robert Newman: So we’re here with episode number 295. We’re talking to Shep Hyken who is a world, famous consultant, speaker, pretty much everything that you can think of that he’s talking about Customer service experience with us. And we just talked about the process. So I think, and the guys were talking about consistency now for me personally because I own a business it’s very small in comparison to Shep’s probably I’ve got about 20 employees. And one of the things that allow for consistency in my business is an incredibly strong process. And that also to me, feels like what Amazon does, like a strong process. They have step one, step two, and their steps are all about getting you whatever it is that you ordered online.
And like step three of the processes we notify the client that the thing has been picked out of our warehouse. Step four is we load it on a truck and the client gets notified. Step five is it gets delivered to your doorstep. And now we send you a text message saying, hey, we delivered your product. It’s on your doorstep, right? To me, that’s the process. Somebody came up with the process. Somebody decided what that was going to look like. And then they put it in place. for real estate agents And I’m going to come up with a question here, Shep, in my opinion, is you were going- like for a real estate agent, it’s going to end up being, like step one, you acquire the customer, right? But that’s just the first step, in my opinion, the second, third, fourth, and fifth steps are going to have to do with what you do, which is the customer service experience.
And that’s going to be more like, put the sign on the lawn, knock on the client’s store, leave them a card, saying that, Hey, I’ve set the home up, on my listing service, things like that. To me, that’s a process. so is it correct to say Shep that if somebody was to tune into what you do, what they could learn would be a process for potentially like making somebody happier, like a step one, step two. These are the things that you can do to improve the opinion that a customer might have of you.
Shep Hyken: Sure. Well, I mean, are they processes or chapters in books or topics in a speech? That’s the process and as you were talking about this, what I thought about was the journey map. And if there’s something that’s important, my clients say what’s the first step I should take in creating, you know, the customer-focused culture, creating a customer-focused organization. I would tell them, number one, you need to make sure you have the right people on the bus. That’s hiring the right people. You got to constantly train them not, right when they come on and say, this is what we’re about. We’re about great service. Here’s a half-day of training now go forth and be successful. No, it’s, an all-the-time thing, but you’ve got to have the right infrastructure in place.
And then we want to look at the journey map. What is the typical journey that our clients are going to be taking with us from the very beginning when we first connect with them, are they calling us? Because they saw a sign in somebody’s yard, saw an ad in the local paper. What, you know, when from the moment they connect with us, however, they do connect with us. And maybe even before, that is part of the process. You map out every touchpoint, every interaction that they’re going to have, that’s a lot of interactions, the smallest ones, and the biggest ones. Then you want to go a step further. You want to look down underneath each one of these interactions. You need to understand what drives them. And who’s responsible.
Robert, you said he had 20 people, somebody responsible for something that someone else isn’t, and whoever it is, even if they’re behind the scenes, they’re doing something that will impact that top-line touchpoint. Anyway, once these touchpoints are identified, I want you to look at each and every one of them and say, is there a way to make it better? Is there a way to make it better? And there may not be, and that’s okay. But if there is a way, can we do it? What would it cost to do it? Can we make it part of the process to what is repeatable and consistent? So those are just a few ideas on what it takes to move this thing forward as a process.
Robert Newman: I love that. And for me, the way that I move my process forward is I do spreadsheets. Google sheets and we do actually map out every single communication I’m talking to every email, every- and what I do as a business leader is I record a video connected to each one of those touchpoints that says, this is how I would do it. This is what my expectations of the team are. And so we’ve got about 200 videos inside of our process. That is, that is I look at it as training, teaching, and training. That’s how I personally view it. Like, I’m just trying to educate you about how I would like this done.
You have to give people a little bit of time to step up to the process, especially a big one that has 200 points to it. Like that’s not an easy journey in my opinion, for somebody to take on the inside of the company, however, if you’re always moving towards growth, I think that’s a good direction to be going. But I love what you said about a journey map. And I think that for our listeners, this concept of taking the time, even if it was six months and mapping out every single touchpoint that you ever have with the client, I think that’s the beginning. I absolutely the beginning of a process, understand me-
Shep Hyken: And you keep it going too. It’s ongoing you’ve done it now, come back six months later, and look at it again. What’s changed? Because something has changed No doubt.
Robert Newman: And if you were to say Shep like if we’re talking about a journey map and we’re talking about this, you said you had eight books. What would you point to inside your own personal catalog of teaching that you’d say you might want to check out to help you in the process?
Shep Hyken: Well, every book has a chapter or two in it, on my foundational concepts. And I already shared one, which was the concept of amazement better than average all the time. Another concept that’s foundational is managing the interaction. That interaction goes one of three ways. Now, this comes from John Carlston’s concept of the moment of truth. Anytime in his- he had an airline, he ran an airline. So his customer was a passenger. So he said, anytime the passenger, has any interaction with the airline, they have an opportunity to form an impression. So anytime one of our customers or clients has any contact with us, they form an impression. He said it can be good or bad. And I said, there’s a third way. And that is, it can be average Okay.
Now you gave me a startling statistic earlier that said that 80% of the agents will not get repeat business from these customers they’d prefer to do business with someone else. That is crazy. I mean, that’s a huge amount of churn rate. I would imagine there are some people that are, skewing this in a positive way. But it’s still, it’s like, you know, who gets repeat business? I know, you know, my brother just sold his home and our mom passed away. I said, who do you want to use? I want to use my agent. Why? He told me why and I can understand why great. Well, I wasn’t going to argue with them. It was my brother. So we ended up with that.
But there’s that opportunity for repeat business and, and you know what? It went so well. And I do want to come back to Jonathan’s point about gifts in just a moment, but back to this whole, a process that we’re talking about and everything we’re trying to achieve, we want to manage the interaction goes one of three ways. It’s bad. It’s average. It’s good. Okay. Bad is a moment of misery. That could be because somebody actually has a complaint or maybe they just felt like the agent was, eh, you know, they just didn’t seem that motivated. They were very slow, there are few complaints, but they weren’t worth bringing they are Just the whole experience was not good but the average is fine. Fine. It’s not fine. Fine. As the F-bomb of customer experience, four-letter word that starts with F And you know, if you had to break it down Fine is how has everything, it’s fine. Finds a fake smile. That’s what F is. I, as insincere.
Jonathan Denwood: That’s what I get a lot from my dates how did the date go? It was fine Jonathan.
Shep Hyken: Fine means you’re never going to have another date with him or her ever again, you know, so the end of the story. But it, you know, that whole idea of fine is, is just average satisfactory. Okay. Mundane tripe, pedestrian. You can tell, I do crossword puzzles. The idea here is that we want to be better than fine, and it’s not that difficult to do when you break it down and you’re totally aware of it. And you have to constantly be reminding your team of what it’s like to be a little bit better than average or fine. And, you know, you’ll have opportunities to go way above and beyond. And when that happens, you’ll hit it out of the park. But day in and day out, look for the opportunities to be, just a little bit better than average. How quickly do you return that call? You know, how fast you get information to your clients. Can you be proactive and get the information? Because you know, they’re going to ask for it. Why not have it ready for them when they do or give it to them even before they do? There you go.
Jonathan Denwood: Cause in some ways I’ve been blinded by it. And hopefully sometime either this year or next year, you come back on the show, because I’ve just been blown away by you. But yeah, it’s a very competitive industry, but that figure 70 to 80%. What would be, it is competitive, but the actual, you know, to be better than just fine, doesn’t seem that high. Doesn’t it really-
Shep Hyken: well that’s what happens Is, is the rest of the industry makes the bar pretty low, you know, but that’s the way it is in most industries, the bar is low. There was a stat I don’t have the most current stat is probably about three years ago. $75 billion was lost due to poor customer service. It’s like, you know, why? And, and so we do studies and we understand, you know, like just calling customer support, we ask, over a thousand consumers, would you rather go to the dentist or would you rather call customer support? Well, apparently 48% of the people would rather get a root canal than have to be put on hold, talk to five different agents, tell their story every time. Do you see what I’m getting at? The bar isn’t always that high to exceed it, but I’ll tell you this. Another thing that most people in the business where the cycle of sale is so long, the average customer and in your business will move every day approximately at six, seven years.
Robert Newman: 5 to 7 years
Shep Hyken: So when do you start, when do you start trying to renew that relationship? Okay. You’ve done business with somebody and then it’s over and you wait until they call you six or seven years. Are you doing something in between to stay relevant, to stay important to them to maintain that relationship? By the way, I just received an incredible gift from somebody. So, the, agent who sold my mom’s house, took a picture of my mom’s house and had an artist do a rendering of my mom’s house, not a big one, just a small one, and gave it to my brother and I as gifts for, I mean, that’s a pretty cool sentimental gift. I have a friend of mine that says, if you’re going to give a gift with a logo on it, it’s not a gift it’s a promotion. So give somebody, something that’s real. We just had somebody in this, a great real estate gift.
Somebody just stayed at our home. And the gift they sent us was a pen and a box that says, please use this pen. You put it on top of the guest book so that when you have a guest stay in your guest bedroom, they can write a little note to you. I go, that’s freaking brilliant. And you know what? I don’t need her logo or her name on this gift to remember that that always came from them. My friend, John Ruhlin who, if you haven’t had on the show, you should have him on the show. He’s the gift-ologist expert. He says, gives everybody a knife for their kitchen and put their name on the knife, not your name specially made for the kitchen of, you know, Jonathan Denwood and the family. Do you know what I’m saying? And then it’s like, you don’t, it’s just, you’re, you’re being relevant with those things in every drama nugget.
Jonathan Denwood: I know you’re getting short on time, but hopefully Robert won’t mind I’m just dying to ask you this question. Before we wrap it up.
It’s Shep not me man.
As a subcontractor, I have worked for some very large companies and observed some cultures and in general, they have been pretty rough, you know they spend a lot of money on customer quality of service, but the actual internal story, the actual internal consciousness hasn’t match the propagate. Everybody agrees smiles they want to get promoted. But if they’re talking in real private, the company is shit you know, the service is crap. And I think what you say like most people part rather than bringing up, customer service, they rather have a root canal. You’re wrong about that what’s going on you know these companies seem to spend a fortune on training, but the actual reality doesn’t match. Is it because corporate America really sees customer care as just a, it’s coat.
Shep Hyken: It’s a shame if they do, it’s a shame because actually, the cost is an investment, not a cost and the investment should have an ROI. We tell our clients, especially people who are going to their leadership saying, I want to spend money on something. The leadership understanding is all about numbers. You know, show me the money, tell me what the ROI is, but let me tell you, you’ve got a couple of questions in there. Number one, let’s talk about that training that the company invests in. A lot of times, the training is invested in a one-time training, not an ongoing training, and I’m not suggesting you have to spend, you know, if you’re going to spend, you know, $10 today on training, you got to spend $10 every time. No, you can spend $10 today and $2 the next time, and $2 next time. But it’s ongoing.
You know, I say training, isn’t something you did it’s something you do. So let me give you, I will give you a six-step process in under one minute or close to it, number one is leadership has to define the vision of what the customer experience is supposed to be separate from your vision and mission statement. Something like the Ritz Carlton saying it’s nine words long we’re ladies and gentlemen, serving ladies and gentlemen. It’s nine words that everybody can remember. If that’s what we’re supposed to do great. Number two, it needs to be communicated constantly It needs to be in front of them. You need to be able to walk up to every one of your employees and say, what’s your service vision. And they need to be able to tell you right off the top of their head.
Number three, you need to train everybody. Not just people on the frontline. Here are my belief services, not a department. It is a philosophy that’s ingrained throughout the entire organization, which is why so many times you’re getting that crappy level of service. Even though they claim they’re giving you good service or they talk a good game. Number four, leadership must be the role model as leaders. That’s what we need to do. You treat the people internally the way you want the people treated externally. And by the way, if you treat them poorly, don’t expect them to treat your customers any better. And as a role model that goes beyond just leadership, but it’s a manager, it’s a supervisor.
Number five is that leadership’s job is to keep everybody in alignment. Robert, you’ve got 20 people. It’s easy. If one of them goes out of alignment for you to pull them aside and say, well, let’s have a little training session. Let me get you back into alignment. So I interviewed a bunch of executives and I asked them, what’s your most important job? And one of them says, I defend the culture and that’s keeping people in alignment, and finally, number six celebrate it when it works. So there you go. It probably took two minutes, but that’s my six-step process.
Robert Newman: I love it.
Shep Hyken: You can make it five if you want to.
Jonathan Denwood: We need to wrap it up.
Robert Newman: John. Yeah, we’ve got to go because we want to respect your time Shep. So listen, thank you so much, very much for coming on the show. John, if you don’t mind, I’m going to skip the normal wrap-up. You can add it to the edit at the end of the show. We really appreciate your time Shep. I think that you’ve dropped so much value on our audience in such a short amount of time. John and I wish you well on whatever else you’re doing.
Jonathan Denwood: Let him promote his book again before we send it.
Shep Hyken: I’ll be back on how to get customers to come back again. And again, you can go to Amazon and just type in I’ll be back book, cause just typing I’ll be back you get a lot of information about Donald Trump coming back into the next election. But I’ll be back book.com is a, [Interposed talking33:09] I’m not being political. [Interposed talkig33:19] had I know that would be what pops up in the search engines. When I titled the book, I don’t know what I would’ve done, but I’ll be back. If it reminds you of Arnold Schwarzenegger, the Terminator, remember customers will terminate you and they’ll also say I’ll be back.
Robert Newman: Wonderful. All right, man listens it’s being great have a good one.