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Buying a cup of coffee for $4 seemed improbable 20 years ago. What could possibly make coffee so special that it would command such a hefty price? Yet many of us have developed quite an appetite for that $4 cup of coffee. Why? Because of the experience. I stopped by my local coffee shop the other day, and when the barista saw me, she smiled and simply asked which size I would like. Then she got right to work making my nonfat, no-water chai tea latte while chatting with me about the morning. She made me feel welcome, and I felt like we were longtime friends.

We鈥檙e living in the age of the experience economy in which every encounter with our customers must be positive. In 1999, authors B. Joseph Pine II and James H. Gilmore described 鈥淭he Experience Economy鈥� in their book. And now, amid the economic downturn, businesses have realized for themselves that making the sale is more than just selling the features and benefits of their products or services. Now we must present this basic sales information, and we must demonstrate who we are and what it will be like to work with us as a means of setting ourselves apart.

Clients and owners want to work with firms that share their values and make efforts to connect. Technical expertise gets you short-listed, but it is the connection and the sense of extra value that gets you hired.

Unfortunately, many firms are still talking only about the basic services they provide and the benefits of their team. Creating an experience for a client means learning enough about them to demonstrate that you can thoroughly address their needs. It means knowing their decision-making process and who is involved. It means finding out why their time schedule is so tight and how you can help meet that challenge. It can be as simple as knowing what day of the month they prefer to receive invoices, and what information is needed for them to process your bill most quickly.

To compete in the experience age, you must approach our business with a different mindset. Customer service isn鈥檛 just answering or returning phone calls; it鈥檚 making people feel welcome when they call and giving them the sense that you genuinely care about them. Consider these first steps:

Get to know your clients. Start an ongoing dialogue with your clients so you can fully understand what they really need. Take time to identify the small things you can do to make their job easier. The experience economy is not just about creating a positive experience, but also about building relationships. Make clients feel like they are part of your business family.

Reexamine your materials. Adopt your audience鈥檚 point of view, and then update your materials to appeal specifically to each target. It means your basic company brochure may not be appropriate for use in both recruiting new employees and new clients. Does your company brochure describe to clients what it will be like working with you in the design process? Does the recruiting brochure give potential team members a sense of company culture and benefits?

Train your employees. It is easy to forget that our employees are the front line in contact with our clients. Spell out not only the policies of your firm, but also your expectations as it relates to customer service. Be specific, and reward employees with recognition for outstanding examples of customer service.

A friend of mine once told me that the only way to change tomorrow is by beginning to think differently today. I would challenge you to begin thinking about customer service in a different way 鈥� from your client鈥檚 perspective. Small changes will begin to occur naturally. These changes can mean big rewards when it comes to setting yourself apart from the competition.

Renee Godwin is a marketing consultant and a partner in Godwin Olson LLC. She is also a member of the Oregon chapter of the Society for Marketing Professional Services. Contact her at 503-201-0726 or at [email protected].