On anticipating customer needs
Having been traveling monthly to Oklahoma, working on a strategic planning project with a local nonprofit, I have deeply engaged with the local culture, particularly the culinary scene. These visits have enriched my professional life and also provided personal insights into what outstanding service can look like in various facets of daily life. However, in a world increasingly devoid of nuance, where holistic attention to individuals' needs often gets sidelined, these glimpses of exemplary service stand out even more starkly.
One particularly striking example of this was a recent experience at a popular local restaurant, Charleston's, renowned for what my server explained to me was “never-ending beverage service” — a proactive strategy of refilling drinks before the last one has been finished. This small, yet significant, gesture of anticipation and attentiveness was not just a pleasant surprise; it was a profound revelation. Such preemptive service is a reminder of the need to shift toward anticipating customer needs, a strategy that could revolutionize customer experience across sectors.
In health care, anticipating patient needs could mean improved outcomes and heightened satisfaction. In retail, it could transform a routine shopping trip into a personalized journey that makes customers feel valued and understood.
Even in houses of worship, this approach could enhance the spiritual and communal support provided, making every congregant feel more personally connected and cared for.
Imagine a service model where every team member, from executives to frontline staff, shares the core responsibility of preemptive care and attention. This collective approach fosters a supportive and cohesive environment, aiming to surpass rather than simply meet expectations. Such a model both enhances internal team dynamics and significantly boosts customer satisfaction. When every interaction is an opportunity to demonstrate care, customers receive a consistent, high-quality experience that can set a business apart from its competitors.
Moreover, this model of service extends value beyond mere transactions. At the recent restaurant I visited, the continuous beverage service comes at no extra cost, reflecting a philosophy that true value lies in customer satisfaction, not the tally at the bottom of a receipt. This mindset could challenge the prevalent trend in many industries where upselling overshadows genuine service. Offering more without a direct price increase can build long-term customer relationships and foster a positive reputation that attracts new clients through word-of-mouth, rather than through aggressive marketing strategies.
This philosophy also opens the door to the exploration and implementation of alternative revenue models. By prioritizing customer satisfaction over immediate profit, businesses can discover innovative ways to monetize their offerings without compromising on service quality. Subscription models, loyalty programs and premium service tiers are examples of how companies can generate sustained revenue while keeping the core services accessible. This approach diversifies the revenue streams and deepens customer engagement, as clients appreciate the value-added services that come without constant nickeland-diming.
Incorporating these principles into any service-oriented business can lead to a tangible improvement in how services are perceived. Just as a timely refill can enhance a dining experience, so can thoughtful, anticipatory interactions in other settings. These moments create a visible, tangible quality of service that customers remember and appreciate, turning routine transactions into memorable experiences.
Having witnessed firsthand the power of proactive service during my visits to Oklahoma, I am convinced that adopting these lessons can guide industries toward more thoughtful, customer-centric service models. This approach is more than just good business practice — it is a commitment to excellence and genuine care that can distinguish Oklahoma businesses on a national scale. Through such innovations in service, I have come to appreciate not only what Oklahoma has to offer, but also the potential it has to lead by example in the art of customer service in ways we might not even expect.
Avi S. Olitzky is the president and principal consultant of Olitzky Consulting Group based in Minneapolis, Minnesota. He can be reached at avi@olitzkyconsulting.com.