The experiential challenge in customer service.

Since 1976, Dr Michel G Langlois’ continuous research in the field of services revealed that the medium is the service. Service organizations are indeed mediums creating memorable experiences for the customers.

In light of this, Dr Langlois and his team opened a whole new path of research in the understanding of service organization management by introducing concepts like experitecture and Experiential Leadership Management (ELM).

His researches proved that the notoriety of a service organization is in direct relationship with its ability to create an emotional link with the customers. This relation is based on precise experiential quality elements put together in the 5 key-factors of the ExQ experiential quality grid developed by professor Langlois. The positioning and management of experiential quality starts with the establishment of an experiential leadership system lead by the personnel and the managers. Experiential leadership is focused mainly on the customer.

Of the 5 key-factors found in experiential quality, experiential client leadership is one of the most crucial. Dr Langlois and his team’s research allowed to point out and validate the 5 power zones of personnel experiential leadership in services.

   This enabled the development of a unique approach for better command of these five personnel powers, based on 25 triggers of memorable experiences, in order to ensure greater emotional comfort and better control of one’s leadership in action, that is: the two mediating powers of leadership (the power to create enthusiasm and pleasure; the power to manage harmony and neutralize anxiety), as well as the three powers of leadership in action (the power to Seduce and inspire credibility; the power to Persuade and lead to action; the power to Anchor and create memorable experiences. These three powers, called SOA, are conditioned by a personnel profile of experiential comfort appropriate for each individual and measured by a personnel profile.

A greater command of the five personnel powers of efficient service leaders can transform front-line professionals with client contacts, as well as organization managers in Memorable Experience Leaders (MEL) by increasing their transactional performance. Personnel transformation programs are grouped into an exclusive personnel development system called LEADEX (Experiential Leadership), which falls into six categories tailored to the specific needs of organizations: LEADEX CLIENT Front Line; LEADEX CLIENT Managers; LEADEX CITIZEN; LEADEX CITIZEN Manager; LEADEX SALES and LEADEX Client Experience.