What are the opening hours?

Monday 8am - 5pm Tuesday 8am - 5pm Wednesday 8am - 5pm Thursday 8am - 5pm Friday 8am - 5pm

Edooce

We are a group of dreamers, thinkers, innovators, storytellers and problems solvers to help your stor

08/16/2026

Would your current customers sell you to the next one?

That's the only metric that captures both sides of growth — keeping the customer you have and attracting the one you don't.

If the answer makes you uncomfortable, that's the gap. And that's where the work starts.

Two things:

Share this week's posts with a leader who's building something worth keeping.

If that leader is you — start a conversation at Edooce → edooce.studio/services

No deck. 30 minutes, a real read on whether it's a fit.

08/15/2026

Five questions that tell you whether your experience is building a moat or leaking customers.

Save this and run it on your business this week.

08/14/2026

All week I've been writing about retention — why Buffett's See's Candies was a moat, why Hormozi's value equation doesn't stop at the sale, why Serhant's follow-up is the experience, and why 20–70% of customers leave in the first 100 days if you let them.

Here's the through-line: exceptional customer experience isn't "nice service." It's growth infrastructure. It keeps customers longer, makes them easier to sell again, and turns them into the trust signal that attracts the next customer.

That's the work at Edooce:

• Signal Sprint — find where your experience is leaking retention or referrals.
• Alignment Intensive — get leadership, the frontline, and the customer moments moving in the same direction.
• Experience Build — design the onboarding, recovery, follow-up, and referral moments customers remember.
• Strategic Partner / Signal Story retainer — keep the system improving over time.

If you want customers to stay longer and bring the next customer with them, the work isn't more noise. It's better experience design, sharper alignment, and a system that makes loyalty repeatable.

Start a conversation → edooce.studio/services

08/13/2026

20 to 70 percent of new customers leave in the first 100 days.

That's not a guess. Joey Coleman's work in "Never Lose a Customer Again" centers on the first 100 days of the customer relationship, and summaries of his book cite that 20–70% of new customers leave during that window.

The moment of highest churn risk isn't year three. It's the first 100 days — what Coleman calls the buyer's remorse window.

Most companies design a beautiful acquisition experience and then go quiet. The sale closes, the onboarding is a form, and the customer is left to figure it out alone. That silence is where the money walks out the door.

Here's the economics behind why this matters: Frederick Reichheld's research at Bain showed that a 5 percent increase in customer retention increases profits by 25 to 95 percent.

Not 5 percent more revenue. Up to 95 percent more profit. Because retained customers cost less to serve, buy more over time, and refer others.

The exceptional companies don't just win the sale. They design the first 100 days as deliberately as the pitch that won it.

What happens in your business in the first 100 days after a customer says yes? Is it designed — or is it left to chance?

08/12/2026

Ryan Serhant built one of the biggest brokerages in real estate on a simple principle: fortune is in the follow-up.

His framework is the 3 Fs: follow up, follow through, follow back.

Most companies treat follow-up as a sales tactic — a way to close the deal. Serhant treats it as the experience. Because in high-stakes transactions, the follow-up IS where trust gets built or broken. It's where the customer decides whether you're a vendor or a partner.

Here's the retention angle nobody talks about: the customers you keep become the customers who bring you the next ones. Every follow-up that adds value instead of just asking for something compounds into a referral engine.

Most businesses pour budget into acquisition and treat the follow-up as an afterthought. The math says that's backwards — acquiring a new customer is five to twenty-five times more expensive than keeping the one you already have.

The exceptional companies flip it. They design the follow-up as deliberately as the first impression.

What does your follow-up actually feel like to receive? Is it helpful — or is it just a nudge?

08/11/2026

Alex Hormozi built his framework around one idea: make offers so good people feel stupid saying no.

His value equation is simple on paper: Value = (Dream Outcome × Perceived Likelihood of Achievement) ÷ (Time Delay × Effort & Sacrifice). ($100M Offers Book)

But here's what most people miss about it. That equation doesn't stop working after the sale. It's also the retention equation.

The customer is constantly recalculating it. Did the dream outcome show up? Was the effort what you promised? Was the time delay what you said it would be? Every experience moment is either reinforcing the value or quietly eroding it.

Hormozi's three levers for growth are: get more customers, increase the average purchase value, and get them to buy more times. ($100M Offers summary)

That third one — getting them to buy more times — is a customer experience decision, not a marketing one.

The exceptional companies don't just make the offer irresistible at the front. They keep it irresistible at every touchpoint after.

08/10/2026

"It takes 20 years to build a reputation and five minutes to ruin it."

Warren Buffett famously said that. (Yahoo Finance)

He also bought a candy company in 1972 for $25 million. See's Candies. He later called it his "dream business" — not because of the chocolate, but because of what the chocolate meant to people. (Markets Insider)

See's had something you can't manufacture after the fact: customer love. And that love gave Berkshire pricing power, year after year, decade after decade — generating over $2 billion for Berkshire Hathaway over the decades it was held. (Quartr)

Buffett calls that an economic moat. I call it what it actually is: an exceptional customer experience, compounding.

Reputation isn't a marketing asset. It's the residue of every experience your customer has ever had with you. And it's the thing that determines whether they stay, whether they come back, and whether they bring someone with them.

Here's the question: if your customers were describing your business to a stranger right now — would it sound like a moat or a commodity?

Sources:
https://finance.yahoo.com/news/4-warren-buffett-quotes-building-105136800.html?guccounter=1&guce_referrer=aHR0cHM6Ly93d3cucGVycGxleGl0eS5haS8&guce_referrer_sig=AQAAAF09tPGzv6fNeZhLIdJ-WpmC8O1rn6AY2rWE2BMYxmuXCPSZLkxOazGHjvOiRLcHWT68BmPFJieB8GuhjWQPamDKCB_Gkcs1Hxpk9x4Nf9gJw3GbjKT-y32xWU3UT15oGRvUXoO1z9i26H8e3VEMXcLG_HBZ9CWfTLQuiFdRoqu4

https://markets.businessinsider.com/news/stocks/warren-buffett-berkshire-hathaway-dream-business-is-sees-candies-2019-7-1029916323

https://quartr.com/insights/edge/tasting-quality-berkshires-defining-bet-on-sees-candies

08/04/2026

Lesson's from Pixar 's Wall-E and the relatability for today!

https://open.substack.com/pub/seektheexceptional/p/when-convenience-steals-our-capability?r=v6zzp&utm_campaign=post&utm_medium=web&showWelcomeOnShare=true

08/03/2026

Bezos is often cited for keeping an empty chair in Amazon meetings to represent the customer.

Whether it was literally every meeting or not, the idea is a system worth stealing.

The chair represented the customer — the one person who could never speak up for themselves in the room where the decisions got made. So the chair spoke for them. Every agenda, every trade-off, every roadmap had to answer to someone who wasn't there to defend their own interest.

Here's the uncomfortable version for the rest of us: most leadership meetings don't have an empty chair. They have a projection of last quarter's numbers, a list of internal priorities, and a room full of people who all know what the customer wants — because they're sure they do.

The exceptional companies don't assume the customer. They represent them.

Look at your calendar this week. In the meetings where the biggest decisions get made — who is in the room speaking for the customer?

07/31/2026

All week I've been telling stories — Bezos's empty chair, Zappos's 10-hour call, the Ritz's $2,000 rule, the small details that make an experience exceptional.

Here's what I want you to take from them: none of those were personality traits. They were systems. A chair in a meeting. A culture that empowers. A budget that says "we trust you." A detail somebody owned.

That's the work I do at Edooce — help leaders find those systems in their own business and build them on purpose:

• Signal Sprint — find the gap between the promise your brand makes and the experience your customer actually gets.
• Alignment Intensive — get leadership, the frontline, and the key customer moments moving in the same direction.
• Experience Build — design the moments customers remember, and the systems that make them repeatable.
• Strategic Partner / Signal Story retainer — stay on it, because the exceptional is a discipline, not a campaign.

If you want customers telling these kinds of stories about your business, the work isn't more marketing. It's experience design, leadership alignment, and operational clarity.

Start a conversation → edooce.studio

Address

Rochester Hills, MI

Opening Hours

Monday	8am - 5pm
Tuesday	8am - 5pm
Wednesday	8am - 5pm
Thursday	8am - 5pm
Friday	8am - 5pm

Website

http://www.edooce.studio/

Alerts

Be the first to know and let us send you an email when Edooce posts news and promotions. Your email address will not be used for any other purpose, and you can unsubscribe at any time.

Want your business to be the top-listed Business in Rochester Hills?