PROFILE

Shep Hyken

Chief Amazement Officer, Shepard Presentations, LLC

Shep Hyken is a customer service and experience expert and the Chief Amazement Officer of Shepard Presentations. He is a New York Times and Wall Street Journal bestselling author and has been inducted into the National Speakers Association Hall of Fame for lifetime achievement in the speaking profession. Shep works with companies and organizations who want to build loyal relationships with their customers and employees. His articles have been read in hundreds of publications, and he is the author of Moments of Magic®, The Loyal Customer, The Cult of the Customer, The Amazement Revolution and Amaze Every Customer Every Time. He is also the creator of The Customer Focus™, a customer service training program which helps clients develop a customer service culture and loyalty mindset.

In 1983 Shep founded Shepard Presentations and since then has worked with hundreds of clients ranging from Fortune 100 size organizations to companies with less than 50 employees. Some of his clients include American Airlines, AAA, Anheuser-Busch, AT&T, AETNA, Abbott Laboratories, American Express — and that’s just a few of the A’s!

Shep Hyken’s most requested programs focus on customer service, customer loyalty, internal service, customer relations and the customer experience. He is known for his high-energy presentations, which combine important information with entertainment (humor and magic) to create exciting programs for his audiences.

Other Links From Shep Hyken

Customer Service Blog
Customer Service Training
Shep on YouTube

Shep Hyken is a customer service and experience expert, an award-winning keynote speaker and a New York Times and Wall Street Journal bestselling author. He helps companies and organizations create amazing experiences for their customers and employees.
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  • Posted on: 04/22/2019

    The North Face starts petition to make Earth Day a national holiday

    I like it (and appreciate it) when brands find a cause or message that is congruent with their concept. The North Face is all about the great outdoors, so this makes total sense. If they can bring Earth Day to an even higher level of recognition, I applaud them - and so will their customers!
  • Posted on: 04/19/2019

    Is AI’s impact on demand forecasting more hype than reality?

    AI looks at data without any emotional or sentimental influence. If the numbers are accurate, the data should be, which means the calculations AI makes should be accurate, as well. The key is to give the computer the right information. I'm seeing results that are improving logistics, distribution, inventory and more.
  • Posted on: 04/18/2019

    Will former exec’s Godiva café plans spell trouble for Starbucks?

    While this is a competitor to Starbucks, as is anyplace that sells a cup of coffee, I don't see Godiva cafes competing head to head and going after the Starbucks customer base. First, Godiva's goal is to have 2,000 stores - with only a third of those in the U.S. Starbucks has just around 29,000 stores worldwide with just over half of them in the U.S. Second, the concept with food, chocolate, specialty foods/sandwiches and coffee drinks is different enough to attract a customer for different reasons. Will Godiva cafes take some customers? Probably. Starbucks would be foolish not to pay attention to them. However, this isn't a competitor that will disrupt the foothold Starbucks enjoys in the marketplace.
  • Posted on: 04/17/2019

    Apple owns the checkout at Decathlon’s sporting goods store

    The idea is to create a more convenient experience for the customer. If having mobile checkouts throughout the stores helps keeps the customers from having to wait in lines, it's a winner. Less wait time is seen as a better CX. The snag would most likely be technology issues and staffing levels. Work out those bugs and then test the concept.
  • Posted on: 04/16/2019

    Hubert Joly: New Best Buy CEO has the right stuff to lead chain to new heights

    Ms. Barry has the responsibility to keep the momentum going in the right direction. She has been on the inside and knows exactly what made this turnaround work. Mr. Joly being on the board helps give some confidence to the transition. This will be business as usual.
  • Posted on: 04/15/2019

    Is Bed Bath & Beyond smart to draw the line on coupons?

    Coupons and discounts have been part of Bed Bath & Beyond's marketing strategy for years. It's part of the customer experience. It does highlight the price, which is a concern in that customers who focus on price will shop where the price is lowest. In other words, they are loyal to the price versus the retailer. However, I believe that many of Bed Bath & Beyond's customers feel the coupons are part of the experience. The coupons are a way to engage the customer and keep Bed Bath & Beyond top of mind. Data is key here. There is a new customer demographic that is emerging. If BB&B is going to make a change, test in a market or two, see how it works (or doesn't), and make decisions based on the data.
  • Posted on: 04/12/2019

    Why consumers are breaking bonds with their favorite brands

    What's happened is the customer is smarter because of access to information. Also, there is more competition than ever before. Traditional brands now compete with micro-brands. Look at Ivory Soap. At one time they "owned the market." Today they have good share compared the others, but the smaller "boutique" style brands are making inroads. I would hardly say they "own the market" today. The beer business used to be about several major brands. Today there are so many micro-breweries that there are stores devoted to just beer. Advice is to understand today's customer is not yesterday's customer. Know how they think and buy. Understand what is needed to cultivate loyalty.
  • Posted on: 04/11/2019

    Amazon Go doesn’t want to leave cash on the table

    I like that Amazon is addressing a part of the consumer population that doesn't go "cashless." I have different ideas of how this would work. Their focus has always been on making the experience convenient for their customers. Is it as simple as loading cash onto an Amazon app? That's a good place to start. It will be interesting to see Amazon's solution.
  • Posted on: 04/10/2019

    Will retailers see more rewards from multi-banner loyalty programs?

    Take a look at the hotel industry. I can earn my "Marriott Points" from all types/brands of Marriott hotels, Starwood hotels and Ritz-Carlton hotels. I can use them anywhere. I can fly on American Air and British Air, earning points through their "code share" program. This is no different and it is a winner for both the retailer and the customer.
  • Posted on: 04/09/2019

    What are retailers and suppliers to do when caught between Amazon and Walmart?

    This is simple. Buy more and get a better price. Walmart's size gives them buying power. That's why there are buying groups. Retailers get together as a co-op to increase their buying power. Do a better job of managing logistics and cutting down waste. For the purchasing power issue, Ace Hardware has managed this issue in the home improvement world. They go up against the big-box stores with more selection, lower prices, bigger ad spends and stronger buying power. It doesn't matter if it's hardware or groceries, the Ace model works.
  • Posted on: 04/08/2019

    Should uniform pricing be the norm for large chains?

    A consistent price across channels and stores can create confidence. Anything that is inconsistent erodes confidence. Will the customer wonder, "Could I get it less expensive online or at another store?" A price-matching strategy allows for flexibility.
  • Posted on: 04/05/2019

    Trump’s China tariff dispute leaves retail and consumer brands in limbo

    Assume the worst, simply to be ready when it happens. Unfortunately, prices will potentially go up. A few ways to get the consumer to be on the retailer's side:
    1. Transparency: Give the explanation. If parts of an item - or even the entire item - are subject to the tariff, educate the customer.
    2. Be part of the cause of fighting the tariff: When consumers see you're fighting to keep their prices lower, they will be more agreeable to the higher prices.
    3. Find ways to lower prices to offset the increase from the tariff: Talk to vendors and suppliers to work out a plan that benefits the consumer and doesn't hurt sales. You'd be surprised how creativity can be sparked for the right reasons.
  • Posted on: 04/04/2019

    What should a retailer ask at an exit interview?

    There are many reasons people leave -- and many reasons they are asked to leave. The exit interview can give interesting insights into what could make the culture better, but it has to be the right employee being surveyed for it to have the most impact. When a good employee puts in their two weeks notice, that's the time to be asking, "Why is someone this good leaving? What could we have done to make them stay?" They "WHY" behind why your best employees leave is an opportunity to learn and improve the employee experience, which can turn into employee loyalty.
  • Posted on: 04/03/2019

    Can subscription retail solve its retention problem?

    I'm a big fan of the retail subscription. I understand the churn. The explanation comes down to the value provided. If the customer isn't using the products they subscribe to, there is little or no value to maintaining the subscription. It's that simple. So smart retailers know how to sell what the customer wants, what the customer uses, and what the customer needs. And they do it all in a way that is convenient to the customer - in the form of a subscription.
  • Posted on: 04/02/2019

    Again, Amazon attempts to shed Whole Foods’ high price image

    Amazon is no longer known for the being the least expensive retailer. However, they are always competitive and their model offers the consumer tremendous value in the form of selection, transparency (showing the customer there is a lower price and linking to it), competitive pricing (again, not lowest, but very competitive), shipping options, and most important, confidence. Their goal should be to mirror the Amazon model of value, transparency and confidence for Whole Foods. That will take time as Whole Foods has to shed the reputation of high prices (Whole Paycheck reputation).

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