Guest Post: By Joseph A. Michelli, Ph.D., New York Times bestselling author, public speaker, and organizational consultant; author of the newly released book Leading the Starbucks Way

Somewhere in our lifetime, most of us have run across Maslow’s theory on human motivation.  In it the developmental psychologist suggests that humans have progressive set of needs beginning with physiological concerns and moving up through, safety, belongingness, love, esteem, and self-actualization. It is within this hierarchical framework that Maslow introduced the notion that people have to first establish that they are safe long before they concern themselves with issues like whether they are loved or whether they are realizing their potential.

In his book Peak, Chip Conley took a deep dive into how Maslow’s theory applies to the modern day work environment; particularly, from the standpoint of employee or customer brand engagement. In my recent book Leading the Starbucks Way, I took this discussion one step further by asking if consumers have a hierarchy of needs that must be met in order for businesses to achieve brand loyalty.

For example, imagine the relationship between a Starbucks customer and employee.  Does that relationship strengthen to the level of customer advocacy if an evolving set of needs are met?  From my vantage point customer/employee relationships evolve a lot like the dance that builds intimate relationships: there is the courting process, followed by steady dating and finally a real commitment to each other. The customer shops around until he/she finds what they are looking for (courting and establishing your competency), then stops in several times to fully explore the overall experience your company brings (dating or assessment of your consistent integrity) and then finally commits to a lifetime of double espresso shots and protein packs (cheap Starbucks plug, I know.)

Starbucks Way Picture

Now, the customer/brand relationship could have ended in the courting process if the Starbucks employee (referred to as a partner) did not nurture it. A rude tone of voice or lack of effort to pull an excellent espresso shot could send a customer to an alternative coffee shop down the street, ending the relationship before it could gain traction.

This evolving customer/brand relationship typically moves through a pyramid of customer needs.

Not only do your customers have to feel safe (a result of your competency and integrity) before they feel loved (passion, if you will), but your team members have to experience the same emotions in order to become great employees. I spend a significant amount of time unpacking the dimensions necessary to leverage up to customer engagement and consumer love in Leading the Starbucks Way.