In 2007, I read the outstanding book by Chip and Dan Heath titled, Made to Stick. In the book, the authors identified a number of principles that contribute to a message or experience being memorable.

One of those principles was unexpectedness.

In other words, if a message or experience is typical, common and expected, it’s likely to be forgotten. If, however, it’s unique, uncommon and unexpected, it’s more likely to be remembered.

Would you prefer to be forgettable or memorable in the eyes of your customer?

Mediocre customer service quality is typical, common and expected in most service settings. Exceptional customer service, by contrast, is unique, uncommon and unexpected. It stands out. It leaves a positive lasting impression.

And because exceptional customer service is unexpected, as customers, we’re generally pleasantly surprised when we receive it.

I recall a true story that illustrates the power of the unexpected:

Years ago, the executive team of a Marriott hotel in Denver, CO was making a sales presentation to a group of executives from United Airlines. The Marriott hotel was competing with a number of local hotels for a significant number of airline crew room nights for the upcoming year.

While the Marriott’s director of sales and general manager were making their pitch from the front of the board room, a cell phone began to ring from the inside pocket of the general manager’s suit jacket.

At first, the general manager seemed to ignore the call and continued his presentation. When it was clear that the phone was beginning to distract the group’s attention, he paused, reached inside his suit jacket pocket, and removed the ringing cell phone.

As his executive team sat mortified that, not only had he forgotten to turn off his phone, he was actually about to accept a phone call in the middle of a crucial sales presentation to the dismay of the waiting United Airlines executives.

It was in that moment that the general manager answered his phone, looked at the senior United Airlines executive and, with a wry smile, said, “Excuse me sir. I have Bill Marriott on the phone. He’d like to personally ask for your business.”

Marriott was awarded the contract. Are you surprised?

I recently bought some fresh fish at Whole Foods Market. As is customary, I waited my turn as customers who arrived before me had their orders fulfilled. When it was my turn, an employee behind the counter smiled, made eye contact, and with enthusiasm in his voice asked, “Did you see something you liked?”

As much as I appreciate quality products and friendly service, so far it had been a pretty predictable shopping experience. Whole Foods isn’t cheap and has a reputation for better than average product and service quality intended to justify the higher prices. When I shop there, I expect for the store to be extra clean, for the products to be extra fresh, and for the staff to be extra knowledgeable and helpful.

On this day, I watched as the employee gathered up the salmon fillets I had selected. He handled the fish with care, applying olive oil and seasoning as requested to each side of the fillets. As good as the service was, so far there was nothing out of the ordinary.

Having oiled and seasoned the fillets, the employee then wrapped them in butcher paper. He then handed them to me over the counter with a broad smile and said, “Here you are. Is there anything else I can get for you?”

I said that I was all set and thanked him for his help. Still, as great as the product and service quality had been, there had been nothing that made an impression—that had stuck out as being particularly memorable. What happened next changed all that.

As I looked at the wrapped fish, I noticed it had been wrapped in a customized butcher paper—made to look like newsprint—bearing the name: Seafood Times. Beneath the masthead were a variety of informative and entertaining stories such as Whole Foods Market Pleads Guilty to Seafood Discrimination and Make Your Kitchen a Safe Harbor.

Instead of bland and uneventful brown butcher paper, I had received something extra: a unique and refreshing version that had been customized by Whole Foods to extend my experience from the store to my home. All of a sudden, what had been a predicable transaction at the seafood counter transformed into a memorable service experience. I now had a powerful memory of my visit and a story to share with others.

When so many retail transactions are characterized by indifference, experiences like this one are a breath of fresh air. Companies that go the extra mile to surprise and delight customers will not only make headlines, they will make lasting impressions their customers will remember when it’s time to buy.

I read a Wall Street Journal article this week by Timothy W. Martin titled, Choice Advice From Meat Cutters. The article highlighted the benefits of training butchers at leading supermarket chains to engage customers as a chef rather than as simply a meat cutter. The difference separates a memorable, customer-focused experience from an ordinary, process-focused transaction at the meat counter.

As the scale of operations have grown at most supermarkets, many meat cutters disappeared from the meat cases to backrooms where interactions with shoppers were limited to announcements over the intercom. Their roles shifted from a familiar butcher who formed close bonds with shoppers, remembering names and preferences (people-focused), to an anonymous meat cutter whose priority was churning out enough hamburger patties and chuck steaks to fill meat cases (process-focused).

In the article, Frank Thurlow, director of meat and seafood merchandising at Winn-Dixie Stores, observed, “Meat cutters have a reputation for not being the most personable, outgoing types of individuals. I mean, we sit in the back room all day and cut up animals.”

So, how do you address this perception and change it in order to increase sales at the meat counter while boosting employee morale and job satisfaction?

There are many factors including vital processes such as the selection and onboarding of employees. The quality of customer service provided by an employee will never exceed the quality of customer service he or she is ready, willing, and able to deliver. The scope of this blog post cannot take into account every variable, so I’ll just focus on the obvious one: sharing unique knowledge.

Unique knowledge is not the same as job knowledge. Job knowledge is necessary for an employee to be proficient in his or her job role. It is expected by the customer and, generally speaking, is transactional—not memorable. Unique knowledge, when provided by the employee, is unexpected, refreshing, valued, and memorable. It’s the sizzle!

To illustrate the difference, read this testimonial from Aram Dakarian, meat manager at Jewel supermarket in Chicago: “Before, I’d tell customers just to squeeze out the blood and add some salt and pepper (job knowledge).” Now he eagerly offers cooking tips (unique knowledge). For example, for baked chicken, he recommends olive oil with a dash of lemon pepper. For steaks, a garlic or peppercorn seasoning rub, or two hours soaking in a wine sauce marinade.

Instead of simply sharing job knowledge: A flat-iron steak is cut from the shoulder of a steer, he can add more value by sharing unique knowledge: How to properly grill a flat-iron steak and the difference between dry (grilled or broiled) and wet (simmering or braising) cooking.

Grocers are banking on shoppers’ willingness to pay higher shelf prices in return for general dinner advice. And there is also a benefit to employees as described by Mr. Dakarian: “Now, I’m getting more in-depth with the meat, looking at it more like a chef. It makes me feel good.”

While customers appreciate nice employees, they value knowledgeable employees. And the more unique knowledge employees possess, the more value they bring to the customer experience.