Episode #104: We Give Added Value. No You Don’t!

What does “adding value” really mean to today’s buyers?

Many companies believe that small extras automatically create great service. Think of the classic hotel gestures: a chocolate on the pillow, a fruit bowl, or a complimentary wine set. These are well-meant, but they expose a big truth about value:

Value is only value when the buyer perceives it as useful, relevant, or pleasurable.

If the guest is dieting, the chocolate is noise. If they don’t drink, the wine is wasted. If they’re allergic, the fruit becomes a problem. The supplier feels generous, but the customer feels misunderstood.

Mini-summary: Value is not what we give; it’s what the customer actually wants and appreciates.

Because surprise without insight is guesswork.

Businesses often “shotgun” add-ons—offering a mix of possible perks and hoping one lands. But customers don’t reward effort; they reward relevance. A gift that misses the mark can even reduce trust because it signals, “you didn’t bother to know me.”

Mini-summary: Extras fail when they’re generic. Relevance beats surprise every time.

We need to understand buyers better before we attempt to delight them.

Hotels already have natural moments to learn preferences:

• Online booking: Guests can be asked what they enjoy.

• Check-in: Staff can confirm preferences quickly and casually.

Yes, this may reduce the “mystery,” but a useless surprise adds no value anyway.

Mini-summary: The best service starts with smart preference-gathering at key customer touchpoints.

Today, buyers leave detailed signals online. If we pay attention, we can serve them better.

Example:

• Instagram posts about wine labels reveal taste and favorites.

• LinkedIn biographies and blog history reveal background and interests (e.g., martial arts like Shitoryu Karate).

Instead of a random perk, imagine receiving something tailored:

“Welcome Greg. There’s a great Jackie Chan movie in our lineup you might enjoy…”

This kind of personalization is inexpensive—and powerful—because it proves we noticed you.

Mini-summary: Digital signals let us tailor experiences that feel thoughtful, not accidental.

Jan Carlzon’s Moments of Truth explains how SAS Airlines improved service by mapping every customer interaction and improving each one.

The core idea:
Every touchpoint either builds trust or weakens it.

So the question becomes:

• Where do customers interact with us?

• What do they feel at each step?

• What could make each moment smoother, warmer, and more memorable?

Mini-summary: Exceptional service comes from upgrading every interaction, not adding random extras.

Even tiny habits change how customers perceive us.

Two examples:

1) Voice tone on the phone

A “business-like” voice may sound cold. Customers respond better to energy, warmth, and friendliness—even when the staff member isn’t having a perfect day.

2) Saying names clearly in Japan

In Japan, it’s common to answer calls with only the company name. But that can create awkwardness for clients who don’t recognize the voice.
A better approach:
Company name + personal name + friendly tone.
Cost: nothing.
Impact: huge.

Mini-summary: Warmth and clarity in basic communication dramatically improve perceived value.

Why should we audit our internal systems?

Companies accumulate procedures over time. Eventually the organization becomes system-heavy and customer-unfriendly without realizing it.

An internal audit helps uncover:

• Redundant steps

• Slow processes

• Outdated rules that technology could automate

• Moments where customers feel friction

Leaders should even “call their own company” to hear the customer experience firsthand.

Mini-summary: System audits reveal hidden friction and unlock easy service improvements.

Start here:

1. Map customer touchpoints.

2. Ask what customers feel at each one.

3. Fix inefficiencies and cold moments first.

4. Then add value that aligns with real customer interests.

Only after the basics are excellent should we brainstorm “delight.”

Mini-summary: Improve the core experience first; personalize value second.

• Value is defined by the buyer’s perception, not the seller’s intention.

• Generic perks are weak; personalized relevance is strong.

• Every customer touchpoint is a “moment of truth” that can be refined.

• Warm communication and efficient systems create lasting trust.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.