Delighting Customers


“Strive not to be a success, but rather to be of value.” – Albert Einstein

For many years’ customer satisfaction was seen as a key management objective.  I’ve worked for a number of organizations the past (Xerox Canada, TELUS) that have had intense focus on developing strong customer relationships.  I saw great value in these situations; for the customer and the organization I was working for.  The reasoning for this effort was to reduce churn and grow your base of loyal customers, however research has shown that a large portion of defecting customers are satisfied customers.  How do we slow or eliminate customers from leaving?

Research shows that when there is a positive emotional relationship with your customer his/her value to your organization rises by an average of 50% and the customer gets what they want in product and service value.  Your organization proactively cares, proactively solves issues, and with this methodology it reduces risk and adds additional value to the solutions delivered.

Customer delight derives from a combination of strong emotional connections in which the customer experiences emotions of pleasure and surprise from either an intense feeling of being valued or of expectations being exceeded.  Delighted customers behave in a completely different way to merely satisfied customers.  For example, Mercedes-Benz US discovered that the likelihood of an existing customer buying or leasing a new Mercedes was 29% with satisfied customers but 86% with delighted customers and that between 80% and 90% of positive referrals come from delighted customers. (Note 1.)

At Metercor, we have established a culture of delivering high quality products and services and work every day to delight our customers.  As we move into 2021 - we thank our customer for their continued business.  Delivering an outstanding customer experience is not a luxury, but is essential to achieving business success. 

Note 1. - (B. Berman (2005)). How to delight your customers, California Management Review, 48(1), pages 129-151.)