The February issue of the Global Knowledge Review is out.  Every issue has one article published online - this month its one i wrote called Get that smile from the heart.  I'd touched upon the issue of Client Delight in a post last year, and fleshed it out with some more thinking for the article. Here's an excerpt where i draw the difference between customer satisfaction and delight.

While such programs deliver on expectations, customers today 'expect' far more from them. Service organizations try and out-do each other vying to send the most innovative New Year card - this year with a bottle of champagne attached, for instance. Copycat marketing programs with high budgets do the same. Does that delight you? Unfortunately, these gestures though bigger, aren't always better. If you are a high value customer, more often than not, you are the 20% for a whole host of service providers. These gestures have become hygiene factors, offered to all in that group, they aren't impromptu, they've lost their element of surprise, and aren't unexpected anymore. Cynical customers see through these and don't want to pay to sustain them. And sometimes, they'd rather not see the plastic smile.

We see the mushrooming of several small boutique service organizations. The genesis is in individuals breaking away from larger groups and starting their own boutiques. They can do this because they carry clients with them. Is it simply because of their skills? What is it? The promise is always the same - more expertise, lower overheads, talk to me without the layers. De-layering requires empowerment. In large service businesses, this is always more difficult as the labor is often low cost low wage, and there is high turnover. Still it is that 'X' factor that makes for delight, and binds the client to the provider.

Drawing a difference between customer satisfaction and delight, these actions and gestures might bring the company high scores on customer satisfaction. Take the case of any large five star hotel chain ñ you are satisfied when you get the fruit basket in your room, you love the chocolate left on your bed, you smile back at the staff when they greet you with smiles. However, service with a smile is now so over-baked at least in this part of the world. Its what's expected from any hotel today. And everyone does it.

Does it bring about delight? Gain loyalty? Shouldn't we be working towards a new interpretation of delight that builds loyalty, which works from within, which tugs at the heart and not the mind. Each customer has a mental model about what to expect from a service provider based on his or her experiences and delight can come from a really simple deviation from the expectations around the experience. For instance, when you are accustomed to being greeted by a frowning stewardess on your flight, a simple greeting without a frown can actually redefine your experience and hence your expectations in the future.

Delight to me is joy, it is heartfelt, it is love, it is a high. Its that little extra that makes you smile with the knowledge that you have made the right choice, a little reminder every so often that makes for stickiness. Something that conveys to you that you are special to us - and not just another client that will get the annual New Year card or be on our mailing list. Something that in a very personalized way, differentiates you from other clients or in the least, leaves you with that perception.

More subtly, delight makes you my brand ambassador, by telling stories and infecting others with your experiences. And mind you, without any monetary incentive. These stories are the commitment, they are the reward from the exchange, they bring a smile from the heart.

Delight is about flow, it's a customer virus that stems from stories and experiences. The contrast is the bad experience; we all know they are told many more times. Are you setting up your customer satisfaction and delight programme as an insurance policy or is the thrust on creating growth?

Delight is also about networking these experiences, about employees getting to hear them back, a feedback loop. This is the stimulus, it is the training ground. It is what makes the entrepreneur so effective. How can you make them easy to emulate and how transfer good stories - what are the strategies, what is the sharing approach?

There are lots of interesting articles in the February issue, on knowledge mapping (Denham at his eloquent self), the ubiquity of storytelling, on the social life of KM tools, on why traditional KM systems fail to succeed in Indian organisations, on knowledge risk.   Check them out!

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