Identifying Customer Expectations

MIT researchers spiked beer with vinegar and gave it to 400 people. Some they told and some they didn’t. The results show why your pre-purchase messaging and expectation setting is equally (if not more) important than your product. Leonard Lee, Shane Frederick and Dan Ariely served pub patrons two beers at MIT. One was regular beer. The other was “MIT Brew” (same beer + a few drops of balsamic vinegar). They split people into 3 groups: 1️⃣ Group 1: Tasted blind (never told about vinegar). 2️⃣ Group 2: Told about vinegar before tasting. 3️⃣ Group 3: Told about vinegar after tasting. Here’s what happened: Group 1 (blind): Actually preferred MIT Brew over regular beer. Group 2 (told before): Disliked MIT Brew significantly. Group 3 (told after): Still preferred MIT Brew same as blind group. Only the people who knew about the vinegar beforehand had their experience ruined. They found that the timing of information had a major impact. This proves something important about customer experiences. Expectations don’t just change how people rate products. They change how products actually taste and feel (essentially hacking the brain). When you expect something to be bad, your brain makes it worse. When you have no negative expectation, you judge based on the actual experience. This explains why Coke tastes better with the label when people know it’s Coke inside the can. Most marketers miss this opportunity. The study shows expectations create real changes in how customers experience your product. This is why premium pricing often works and why people get excited when they finally get the call to buy a Rolex or a Birkin bag. Higher price sets expectation of higher quality, which makes the product perform better in customers’ minds. Remember, you’re not simply selling a product... You’re selling an experience. Here’s some ways you can apply this to your marketing: ✅ Build positive expectations before customers try your product. ✅ Use testimonials and social proof early in your funnel. ✅ Avoid leading with price objections/discounts or complexity. ✅ Position your brand to enhance product perception. Your marketing messaging shapes customer experience just as much as your actual product does.

Employees often miss what #CX is about, so I have an ice-breaker activity I've used at the beginning of #CustomerExperience workshops. Now, I offer this idea to you: At first, this will seem obvious and perhaps unhelpful, but stick with me, please. The activity is to have small groups spend 10 minutes discussing what drove their satisfaction and dissatisfaction with recent air travel. No, the outcomes will not be surprising—but that hides a really important point that will shake up participants' expectations and attitudes. Of course, everyone says the same things in this exercise. "I was satisfied because we arrived on time." "The snacks were better than expected." "The seats were surprisingly comfortable." "The flight attendants were attentive and pleasant." And, on the other side, "I was dissatisfied by delays." "Communications about flight changes were poor." "The seat was cramped and awkward." "The staff was grumpy and indifferent." I'll spend a few minutes collecting the drivers of satisfaction and dissatisfaction. Everyone will nod in agreement. And then comes the point of this exercise: Absolutely no one will say that a driver of satisfaction was that the airline flew them six miles in the air and delivered them to their destination safely. In other words, the CORE experience--and the most important priority of any airline--drives virtually nothing in terms of customer relationships. Getting there safely is expected, not a driver of satisfaction, loyalty, and advocacy. That's the "aha." Whether you're talking to a group of healthcare workers who think their only essential function is reducing mortality and morbidity or a room of telecom execs who feel everything hinges only on uptime, the message is that it's not what we do but how we do it that drives differentiation, satisfaction, and loyalty. We all can become so focused on the delivery of our primary product or service--or achieving the chief KPIs--that we can neglect to understand the experience from the customer's perspective. Forcing people to consider their own experiences and perceptions as customers helps them to perceive that air travelers landing safely (or patients having successful surgeries, or your phone service working) isn't what drives differentiated CX and outstanding loyalty. Don't get me wrong—you can't miss the table stakes. An airline isn't forgiven for lax safety because it has fresh nuts, nor is a telecom company pardoned for unreliable service thanks to rapid call answer times. But delivering table stakes is not what drives the kind of rabid loyalty, sales, and margin enjoyed by brands with differentiated CX. Ensuring people realize this before introducing them to customer-centric concepts and practices opens their minds to new possibilities within their existing job roles.

𝐓𝐡𝐞 𝐆𝐚𝐩 𝐁𝐞𝐭𝐰𝐞𝐞𝐧 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐚𝐧𝐝 𝐄𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧: 𝐖𝐡𝐞𝐫𝐞 𝐋𝐨𝐲𝐚𝐥𝐭𝐲 𝐋𝐢𝐯𝐞𝐬 𝐨𝐫 𝐃𝐢𝐞𝐬 Imagine walking into a discount store. You expect minimal frills, functional service, and low prices. Now, picture stepping into a high-end ⌚luxury brand store. Your expectations shift—you anticipate impeccable service, premium products, and an experience to match. This difference in expectation mirrors what customers experience every day, whether they’re choosing fast food over fine dining or economy seats over first-class luxury. It’s in the gap between what’s expected and what’s delivered that customer loyalty is born—or lost. 𝐓𝐡𝐞 𝐆𝐨𝐥𝐝𝐞𝐧 𝐑𝐮𝐥𝐞 𝐨𝐟 𝐄𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 The higher your brand's position in the mind of the customer, the more extraordinary their expectations. Luxury isn’t just a price tag—it’s a promise of an elevated experience. And when that promise isn’t met, dissatisfaction grows exponentially. 🤔Consider this simple formula: ✅Higher experience than expectation = success ❌Lower experience than expectation = failure McDonald’s customers don’t expect white-glove service—they want fast, consistent meals. A Michelin-starred restaurant, however, carries the weight of diners’ high expectations for exquisite food, perfect service, and an unforgettable atmosphere. 𝐖𝐡𝐲 𝐒𝐭𝐚𝐟𝐟 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫 𝐈𝐬 𝐊𝐞𝐲 No matter your industry, your team’s ability to meet—or exceed—customer expectations is critical. Their behavior must align with the brand’s promise. In a discount store, friendliness and efficiency might suffice. In a luxury boutique, customers expect personalized attention, deep product knowledge, and a sense of exclusivity. 𝘞𝘩𝘦𝘯 𝘦𝘮𝘱𝘭𝘰𝘺𝘦𝘦𝘴 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘩𝘰𝘸 𝘵𝘰 𝘳𝘦𝘧𝘭𝘦𝘤𝘵 𝘵𝘩𝘦𝘪𝘳 𝘣𝘳𝘢𝘯𝘥’𝘴 𝘱𝘰𝘴𝘪𝘵𝘪𝘰𝘯, 𝘵𝘩𝘦𝘺 𝘣𝘦𝘤𝘰𝘮𝘦 𝘵𝘩𝘦 𝘣𝘳𝘪𝘥𝘨𝘦 𝘣𝘦𝘵𝘸𝘦𝘦𝘯 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯 𝘢𝘯𝘥 𝘦𝘹𝘱𝘦𝘳𝘪𝘦𝘯𝘤𝘦. Lessons from Everyday Comparisons 🏬 Uniqlo vs. Prada: Practicality vs. Prestige. ✈️ Economy vs. Suites: Convenience vs. Comfort. 🍽️ Fast Food vs. Fine Dining: Speed vs. Sophistication. Each comparison highlights how expectation sets the bar, and the experience delivered determines loyalty. 🤔 Remember To build loyal customers, focus on closing the gap: * Train your staff to embody your brand’s promise. * Understand the expectations your customers bring with them. * Strive to exceed those expectations with every interaction. Because in the end, whether it’s a cup of coffee or a luxury suite, customers don’t just buy products—they buy experiences. 📌 Want more content like this? Follow me Andrew Calvert, PCC Follow Serendipity Engine

What Luxury Clients Really Want Today Luxury clients are changing faster than many brands realize. What they expect today is not simply a beautiful product, but a deeper form of meaning, coherence and intimacy with the brand. Across markets, the same pattern emerges: shoppers want a luxury that feels personal, thoughtful and rooted in real value. The first shift is the desire to feel part of a family. High value clients expect a relationship, not a transaction. They look for subtle signs of recognition, small gestures that show the brand truly knows them. When this bond is strong, loyalty becomes natural rather than engineered. The second expectation is confidentiality. Many affluent clients now seek pieces that are discreet, not instantly recognizable, and appreciated only by those who understand. This quiet form of luxury is growing because it protects status without signaling. It is personal taste rather than public display. The third expectation concerns value. Clients want prices that reflect clear craftsmanship, material quality and creative consistency. They are more informed than ever, and they question every detail. The value equation must make sense, and the product must justify its position. The fourth demand is authenticity. Luxury buyers want creations that come from somewhere meaningful. They look for heritage, culture, a clear point of view and a story that does not feel manufactured. Authenticity becomes a competitive advantage when everything around looks repetitive. Finally, longevity is becoming essential. Clients want durable pieces that they will enjoy for years, not seasonal fashion gimmicks. The emotional and functional lifespan of a product is now part of its appeal. Longevity builds trust and reinforces desirability. These five expectations show a clear evolution. Luxury is no longer defined by volume or visibility. It is defined by intimacy, relevance and intention. Brands that understand this shift will strengthen their desirability. Brands that ignore it will dilute their identity. If your brand is looking to elevate its client strategy, refine its positioning or improve the consistency of its storytelling and product value, I can support you. I work with luxury brands worldwide to help them strengthen their strategy, design meaningful client experiences and build long term desirability. Feel free to contact me to discuss how we can take your brand to the next level. #LuxuryStrategy #ClientExperience #QuietLuxury #BrandValue #LuxuryMarketing

Over the past 20 years in market research, many project issues I've seen stem from mismanaging client expectations. Whether you work for a research firm, an agency, a consultancy, or any other business that involves regular client discussions, here are 4 pointers. 1️⃣ Communication—Regularly communicate, candidly ask the client how often they want updates, and never let a week go by without touching base, regardless of the project stage. Anticipate questions and answer them before they ask. A client sending an email asking, "What's the status of...?" is a failure on your end - within reason. Lack of responsiveness leads to mistrust, even more micromanagement, skepticism, and other issues that can be snuffed out by communicating openly. 2️⃣ Be Realistic—We all want to say "yes" to clients, but there are often ways to showcase your experience and expertise by being honest about what can be achieved with a given timeline and budget. The expectation could be a lack of understanding about the process or industry norms. Underpromise and overdeliver versus overpromise and underdeliver. Those honest conversations may appear inflexible, but they're often more about setting expectations and setting up both parties for long-term sustainable success. Saying "no" to this project could be a better long-term decision for the account than saying "yes" and failing with no second chance. 3️⃣ Understand Perspective—Take the time to actively listen to your client's needs, goals, and priorities. It goes beyond listening and includes asking smart (and sometimes bolder) questions to get a complete understanding. What drove the need for research? Why is receiving results within 2 weeks crucial? What happens if you don't receive results in 2 weeks? Understanding what's pushing the decisions behind the scenes can be a game changer. 4️⃣ Solutions Over Problems—Never present a problem or an issue to a client without a path forward. "This happened, but here are 3 things we can do to fix it." You need to be more than someone who relays information, you need to be a true consultant. Be able to justify each recommendation and explain the pros and cons of each path. -------------------------------------- Need MR advice? Message me. 📩 Visit @Drive Research 💻  1400+ articles to help you. ✏️ --------------------------------------

80% of CEOs say they deliver a superior customer experience. Only 8% of customers agree.📈 Two big reasons drive this gap: 1) Customer Experience ≠ Customer Service Customer service is functional: answering calls, resolving requests, delivering on time, offering payment options. Customers expect this as basic hygiene. Customer experience is broader: it’s how customers feel across every interaction—emotion, ease, trust, and consistency. Service is one part of experience, but to win you must design the end-to-end journey. 2) The “Expectation Gap” from unrealistic promises Your customer promise is what you say you’ll deliver (often via ads). When the promise is unrealistic—or can’t be delivered consistently; you over-promise and under-deliver, creating an expectation gap: the difference between what customers were promised and what they actually received. How to close the gap: •Align promise with delivery—marketing and operations sign off together. •Set clear service standards (SLA/OLA) and measure relentlessly. •Design for emotion and ease; protect the moments that matter. •Set expectations proactively (no surprises, no fine print traps). •Run a real VoC program (NPS/CSAT/CES + qualitative) and close the the inner and outer loops visibly. Meeting expectations is mandatory. Exceeding them requires truth in the promise, discipline in delivery, and empathy in every interaction. Source: Bain & Company, Closing the Delivery Gap (survey of executives at 362 firms; widely cited as the “80/8” gap).

A while back, a client came to us with a goal: they wanted to expand their product line to appeal to health-conscious consumers. Their first thought? Just create a “low-calorie” version of what they were already offering. Sounds simple, right? But we knew there was more to it than just cutting calories. Instead of rushing into product development, we decided to really get to know their target customers. We dug deep into what these consumers actually wanted—not just on the surface, but what really mattered to them. What we found was eye-opening: they weren’t just looking for fewer calories; they cared about natural ingredients, great taste, and knowing exactly what was in the products they were buying. This changed everything. With these insights, the client reimagined their product from the ground up. They focused on quality, transparency, and giving consumers exactly what they were asking for. And the best part? We didn’t just guess—we involved real customers in the process, letting their feedback guide the way. The result? A product line that didn’t just meet expectations—it blew them out of the water. It became a best-seller, with customers coming back for more and spreading the word. The client didn’t just enter a new market—they set a new standard. This experience really drove home a key point: truly understanding your customer is where innovation starts. When you take the time to listen and connect, you don’t just create products—you create something that genuinely resonates with people, driving both growth and loyalty. Thinking about how to take your products or services to the next level? Let’s chat about how truly knowing your customers can be the game-changer you need. #MarketResearch #CustomerInsights #Innovation #CustomerFirst

🆕 New Essay: The Expectation Reset 7 Ways AI Is Redefining Customer Expectations (w/ tons of examples)… Full Essay → https://lnkd.in/giUm_gFn I’m a huge believer in AI. As I wrote in AI Native Product Teams (link in comments), I believe AI is changing how product teams will think, work, and build. But, I feel like a lot of the conversation is focused on the wrong thing. Many think they need to predict the future of what AI is capable of in order to build. But: 🧞♂️ No one can perfectly predict AI’s capabilities years from now 😤 Trying to leads to paralysis 🚂 You risk overbuilding speculative features Trying to predict what AI might be able to do multiple years from now might be a fun exercise, but for many we should be focused on how AI is changing the expectations and needs of our customers. If we don’t, we risk Product Market Fit Collapse (link in comments). Here are 7 ways AI is shifting customer expectations with examples: "A Place For Me To Create" → "Do The Work For Me" AI is changing customer expectations from “give me a tool where I can create” to “do the work for me.” Examples: EvenUp, DevinAI, Midjourney, 11x, Artisan "One Size, I Customize" → "Custom Made For Me" Day.ai is my fav example here. Using AI a Day takes your email, calendar, and answers to a one-page questionnaire to automatically generate a CRM that is tailored to your business. "I Expect To Wait" → "I Expect It Now" AI is also changing the expectation from customers at how fast and convenient you deliver the value. In other words, users are getting “lazier.” (like we weren’t lazy enough already!) Examples: GitHub CoPilot, Intercom Fin, ChatGPT (homework) “I’ll do the busy work” → “The busy work is done for me” Many products require you to perform a lot of manual tasks in order for the team to get value out of it. But most of the time value out < effort to put in. Many are automating this busy work around the real work: Abridge, Anterior, Reforge Insight Analytics, Tana, Truewind, Otter.ai “I’ll Pay Per Seat” → “I’ll Pay For Output” Kyle Polar has written about this. Instead of paying for an approximation of value (per seat) customers are starting to pay for work delivered. Examples: EvenUp, Intercom, Synthesia, Clay, Copy.ai, Imagen “The tool has no context” → “The tool can see what I’m doing” This is one of the coolest IMO that is being under-leveraged. Most software has no idea what you are doing outside of their app. With AI, it can see/understand your screen to create new value. Examples: Gemini Live, Reforge AI Extension, Squint "I'll Learn This Interface" → "The Interface Adapts To Me" Today every time a user adopts a new product they need to learn the UI to get value. AI is able to create a dynamic experience designed for the intent. Examples: Gemini, Perplexity I’d be interested to hear other examples in the comments.

Misunderstanding Customer Needs = Innovation Failure Most innovation efforts fail because companies don’t truly understand what their customers want. They optimize existing products, chase trends, and build features based on gut instinct—turning innovation into a frustrating, costly guessing game. But it doesn’t have to be that way. This past Wednesday, I had the fun privilege of sharing "Lean JTBD"—how to unlock the secret of making products customers love—with 39 entrepreneurs and business leaders in a TIGER 🐯 Talk at Innovate New Albany. Big thanks to Neil Collins for hosting! Three takeaways: 1️⃣ People don’t buy products and services; they hire them to get their jobs done. 2️⃣ Customers CAN tell us what they want—if you ask the right questions. 3️⃣ If you don’t understand the “job” your customers are hiring your product/service to do, and where their needs remain unmet, then you’re inevitably missing the mark. And that's a completely avoidable mistake. Don’t ask customers what features they want; ask what they need to accomplish. That’s where true innovation starts; not with a "good idea." If you want to make innovation a repeatable business process, it has to start with understanding customer needs. The fastest way to innovate with confidence? Identify your target customers’ important unmet needs—before building anything. This eliminates guesswork and ensures strong market fit—at concept creation. Want to put these insights into action? I'm creating a free PDF: "The Lean JTBD Playbook"—a three-step guide to help you: ✔️ Choose the right growth strategy for product differentiation ✔️ Redefine your market for innovation ✔️ Obtain customer insights that matter Coming soon! Drop a comment or DM me with 'PLAYBOOK' and I’ll send it your way once it’s ready. #Jobstobedone #Innovation #ProductStrategy #differentiation #CustomerNeeds