Why wouldn’t we make customer experiences easy?

Last week I had the pleasure of speaking at an event about how to nurture a customer-centric culture. One of the key issues I referenced is that too often we have a gap between the sky-high corporate ambition (such as “to be the world’s best customer experience company”) and the lower-altitude commitment to making that a reality.

We see the consequences of that misalignment regularly. Just in the last couple of days alone I’ve experienced a tale of two cultures. Two very simple questions put to two organisations with two very different results.

I’m sharing them in the hope that one inspires and the other prompts us to ask ourselves, “Could that happen in our business?”.

Firstly, my bank. I had a general enquiry about one of their processes. A client bounced a cheque on me so the bank had automatically represented it. When it was returned the second time I was charged for the pleasure. So, I wanted to know what the bank’s policy was on how many times they would represent the cheque (and therefore how much I’d be charged too).

Their brand proposition proudly talks about wanting “to help businesses thrive…to help people realise their ambitions”. But they’re one of the world’s biggest players anyway and as I had a simple question my expectations of a quick response were high.

My problem though was not that I didn’t get an answer. More, it was ridiculously difficult to ask it in the first place.

My first attempt started after 10pm and the helpline was closed. Fair enough, though people managing their own businesses necessarily tend do the admin at either end of the day. I resorted to the FAQs on the website but after much trawling there was nothing relevant . The LiveChat was not live either.

So next morning I called back. The IVR route made me enter my branch sort code number. Then I needed to type in my account number followed by my date of birth and two digits from my security PIN. For some reason I then had my balance read out automatically. Twice. Topped off with a declaration about the difference between the balance and cleared funds.

I then had to navigate three further levels of IVR options before listening to the on-hold music for five minutes. Then someone picked up the call.

At that point they very helpful. The question was answered inside a minute. Added to the time I’d spent the night before though, the effort to get that point was disproportionate. I only hope they measure customer effort rather than, or aswell as, overall advocacy otherwise things won’t change.

Compare that with my second experience the same day. Next week I’m chairing sessions on passenger experience at the Rail Festival in Amsterdam. I was wondering how I get from Schiphol airport to the city centre by train. So, when a reminder about my flight popped up on my KLM app with a very clear ‘Contact Us’ button I sent them a quick question via Twitter (I could choose which messaging platform to use).

I sat back and carried on with my evening. Twelve minutes later, I had a response from the airline pointing me to where the rail ticket office is inside the airport. Sorted, with very little input from me.

But more than that, after only nine minutes, a delightful lady who runs a company helping law firms in Holland intervened and forwarded my request directly to the rail company, NS. They too then quickly confirmed what I needed to do.

Not only were the airline and rail company right on top of things, one of their own customers was willing to help another. I was very grateful but also intrigued about why she’d done that. She told me the motivation was that she is very proud of the Netherlands and wanted to help anyone who was visiting her country. Her intent was not so much to help the airline or rail company directly but subconsciously had confidence the issue would be resolved quickly.

And indeed, I’d had a swift response. But beyond her wider motive I thought about rail passengers in this country. If we happened to see a message from someone coming to the UK and they’d asked the airline about rail travel here, would we put our own reputation on the line by trying to help out? Would we be so confident that the rail operator would pick up the baton so quickly and easily? Hmmm.

 

They say the experience on the outside reflects the culture on the inside. If it feels like wading through treacle to get answers to simple questions then that business is more than likely carrying excess costs. If it’s easy for customers there’s less processing and support needed from the business. Unnecessary complexity also does nothing to support the wider brand promise; quite the opposite. If the reality of the experience is working against the expectation so much of the Marketing budget is wasted.

It’s easy to set sky-high ambitions but as CX professionals we need ensure there are no gaps between them and what it’s really like to be a customer. As KLM and NS have shown, if it can be easy, why wouldn’t it be? We already know that better experiences mean customers will come back more often, spend more and tell others to do the same. And if that then makes customers feel willing and able to help others customers too, that’s got to be a win for everyone, surely.

(Oh, if you’re interested, in the UK a bank will usually represent a cheque four times. Some though apparently will keep representing many more times, conveniently charging you each time. Be warned!).

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Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help people in Customer Experience roles do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. 

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

 

 

Customer Experience says mind your own business

So we now know that United breaks customers as well as guitars.

customer experience risks, customer experience consultancy, customer experience trainingKnowing how your business treats its paying customers is one thing; understanding the impact it has on them is quite another. If the organisation is focused primarily on operational logistics, load factors and revenue per mile then such practices are going to be carried out regardless.

But, there’s a real disconnect when, as the airline states, it wants to be a leader in the industry and its goal is “to make every flight a positive experience”.  I doubt anyone at United has set out to design a customer journey that involves losing blood and teeth but comments by CEO Oscar Munoz, that it will prove a “watershed moment”, acknowledge the need to be much more aware of the unintended consequences of how they operate.

 

United’s most recent problem was exacerbated because they had too many people wanting to be on that flight. At the other end of the spectrum is a UK-based airline whose problems appear to arise when there are too few passengers. Bruce Temkin recently published a report into the best and worst customer experience companies in the UK. One of the brands towards the bottom of his list is a well-known regional airline. For years the word on the street (and I can vouch for the experience) is that they have a reputation for delaying or cancelling flights. At the gate, the message is that the aircraft has a technical problem but anecdotally passengers say it often coincides with less-than-full flights. Such is the regularity of schedule changes that many now choose an alternative route and carrier if they really, really need to get from city A to city B at the agreed time.

It must be hard for loyal employees to take the criticism and yet the practice continues. Maybe it’s a cost-led strategy rather than customer-led, which is fine if that’s your choice of how to fly. Maybe.

 

A few months ago I was presenting research findings back to a Board. It wasn’t all good news. “That was spectacularly uncomfortable to hear” – the words of a Chief Marketing Officer in response to learning what his customers really thought. Thinking I was about to be shown the door, his comment was followed by “Thank you for telling us, we needed to hear it”.

That conversation stuck in my mind, serving as a warning bell about complacency; if we don’t understand our business from our customers’ perspective how do we know we’re anywhere near where we think we are? We do, absolutely, need to mind our own business.

 

I love facilitating customer journey mapping workshops. Not least, because I always ask for people to share stories about great and awful experiences they’ve had. Sadly, when it comes to bad experiences it’s often the same brands who crop up time after time.

One of those is energy company npower. I’m one of their customers and to be fair, I haven’t had a bad experience with them until now. I do, however, expect anyone in business to get the basics – such as my bills – right. But after my own first tangible experience, amplified by their reputation for customer service, I’m now heading for the switch button.

I’m a dual-fuel customer so I get two annual statements through the post – one electricity and one gas (I had asked for e-statements but that hasn’t been actioned, that’s another story). It’s a weighty envelope so I assume they’ve stuffed it full of newsletters, offers and new terms and conditions. Inside are indeed two annual statements but then each has an exact duplicate. Not only that but there is a third duplicate of each where the only difference on that version is that the amounts are all set to nil.

So if anyone at npower is wondering why their costs are heading in the opposite and wrong direction to their customer satisfaction scores there’s a big clue, right there. How do you do that? In 2017 how do you get it so wrong? I’m assuming they don’t know as I’ve had nothing by way of apology or clarification. But then if they are not so customer-centric in the first place maybe I shouldn’t expect anything.

 

In a meeting with a subscription services provider recently I was asking about how processes worked. For customers who turn up, buy and go again, everyone was all over it with metrics galore. But enter the world of the ‘What-if’ scenario and things rapidly became less clear. “If I’m this sort of customer, can I do this?”. “Do I need to do that first or do you do that for your customers automatically and if so, do they know that?” “What does this bit mean?”. And so on, all met with lots of “Umm…” and “I think…”.

I make no apology for mentioning again an example of one of the most head-the-sand cases I’ve come across. A utility company I did some work for had, according to its leadership team, very high employee engagement. It followed that while they believed their processes could be better the problem wasn’t their people. On investigation, it transpired the people were totally and utterly disengaged. They didn’t care about fixing customers’ problems and did just enough to get by. They were intelligent people but were fighting a lost cause. If they met someone in a pub who asked where they work, they were more likely to say they were unemployed or make something up than admit to working at the brand. They’d told management time and time again what was going wrong but nothing had been done. And the reason why the employee engagement score was so high was because they deliberately ticked the 10/10 box, thinking that if they didn’t say they were fully engaged they wouldn’t get a bonus. The leadership team had no idea of the extent of the true levels of engagement.

 

And that’s the point. When we take an operationally-led view we know where we think we’re at because we’ve built the processes, plugged in our systems and measured what we think is right. But look at the same processes from a customer’s perspective and we have a very different view of our world.

If we don’t know our own business, we can’t be confident about understanding how we are making our customers feel. They determine what a customer will do next and how they’ll talk about us to others. It has a real commercial impact and so we need to understand both the experience and the consequence.

We should, literally, mind our own business before our customers are the ones who bump us off.

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Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help people in Customer Experience roles do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. I give CX professionals the skills, tools and confidence to be the ones to drive their Customer Experience efforts forward.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718072

 

Does the PRM label restrict airports’ thinking?

Does the PRM acronym need an upgrade to ensure any disabled passenger has an empathetic experience?

passenger experience prm disability

 

(This post first appeared as a guest blog for International Airport Review in March 2017).

What’s in a name? A lot, it turns out.

There is, for example, no shortage of airports who create a brand based on the city they want to be associated with rather than where they are.

But stretching the thinking in the same way, this may be exactly what airport operators need to do when helping PRMs – passengers with reduced mobility.

Big improvements have already been made but as welcome as that is, it’s only addressing a small part of the wider issue. It risks ignoring those who need special assistance just as much and sometimes more; those who have issues that are less about the pure mechanics of getting from A to B and more about their understanding of the world with which they interact.

In business cultures that focus more on processing efficiencies than people, having PRM rules imposed means activity is often restricted to a tick-box exercise once the ramps are in place and more wheelchairs are available.

Yet the World Health Organisation says one in four people have difficulty in mentally processing information. 70 million people have autism. And, according to Disability Sport (UK), while around 11 million people in the UK have a disability, less than 8% of them require the use of a wheelchair.

To overcome the challenges faced, people with an intellectual or learning disability will usually travel with someone else; a family member or carer. Consequently, they are perceived to be relatively mobile and because their real disability is often invisible that sharp PRM focus on ‘mobility’ lands elsewhere.

People with an intellectual or learning disability will usually travel with someone else; a family member or carer…

Operators seeking to find more revenue from airlines and passengers know the importance of creating experiences that keep people coming back and telling others to do the same.

Upgrade the acronym

If an airport is serious about having better passenger experiences, then upgrading the acronym from PRM to PDN (People with Different Needs) or PID (People who Interact Differently) might just be the nudge that is needed.

During internal meetings, the strategy writers, operations coordinators and project managers will be in a better position to take a wider view of who their customers are. It will help them acknowledge that while this segment is given a three-letter acronym, that only describes their limitations in an airport; they remain a whole person with a real life.

Let’s be clear, there’s been some great work done to help PRMs. For people who find it difficult to navigate an airport’s infrastructure there is no doubt things are getting easier.

Collaborations between airlines and airports have reduced stress and anxiety. For those who need them, to see calming dogs, dementia friends and special-assistance wristbands is a huge help. To be on the receiving end of genuine staff empathy and patience when one of the family’s party is having an ‘episode’ or has no sense of how queues work is incredibly comforting.

We need to go further

Last August the CAA published a study on the progress that UK airports are making. It reported good levels of passenger satisfaction among those with a disability or reduced mobility. While some airports were applauded, the CAA pointed out there is still more to be done.

Too frequently we hear still about the poor treatment of passengers. Sometimes it’s unintentional. Often it’s because ‘that’s what the rules say’. Always though, there will be a personal impact for the traveller and therefore, ultimately, a commercial impact for the airport.

Only the airport themselves will know why it happens. Possibly, because PRM is treated as one of a raft of projects, rather than it be part of the culture. Employees are told how to make it happen rather than let it come from within and those signing off the business case are obsessing about the metrics, not the experience.

There are two issues at stake here

One is that making life easier for passengers, especially those with any kind of disability, is simply the right thing to do. And it’s consistent with many airport’s brand promises – genuine or not – to ‘put passengers at the heart of what they do’.

The second is a commercial issue. Whether they have a physical challenge or a learning disability, these passengers have wallets and their numbers are increasing.

Airports are under immense pressure to perform and today there are few stories written or marketing brochures printed that don’t refer in some way to the impact on passenger experience.  We also know that as in most markets, our expectations as consumers are outpacing the rate at which better experiences are delivered.  They have a voice and a choice and are not afraid to exercise either.

In Forrester’s survey of the S&P 500 with Watermark Consulting, they found that the stock market value of companies who had a customer experience culture grew during the 8 years between 2007 and 2014 by 107%. In contrast, those who didn’t grew by just 28% in that same time.

Meanwhile, AeroMexico calculated that a one-point change up or down in their Net Promoter Score had a $6m impact on the bottom line.

For airlines and airports better experiences mean more PRMs are feeling confident to fly. In the UK alone, the purple pound – the spending power of people with a disability – is estimated to be worth £212bn. The Papworth Trust carried out its own research that found two-thirds of disabled passengers would travel more often if it was easier to do so.

So, what does ‘easier’ mean?

I recently carried out a study of passengers’ unstructured feedback where they share their thoughts on social media and review sites about what it’s like going through an airport. At the top of the list of things that made them rate an airport highly was the environment; they want it to be quick, easy, friendly, clean and calm.

The absence of the same attributes was among the biggest reasons why they would advise others to use a different airport.

Those characteristics are the same for everyone; a family going on holiday, someone on business or a carer with a passenger who has a learning difficulty. So, if we extend the thinking to understand people with a disability, we’ll not only provide better experiences for them but everyone else too.

Autism spectrum disorders alone affect about 70 million people worldwide. Their symptoms include feeling bewildered at any social interaction, difficulties in communicating how they are feeling or why, and non-typical behaviours. To put them through a standardised process simply makes life harder.

Many of those with, or who care someone who has, a disability will be running on empty emotionally. They may not have had a good night’s sleep for years. They may have been in and out of hospital for countless operations.  They may have lost friends who had undiagnosed problems. They may spend their day helping others go to the toilet. Or they may spend their time apologising and feeling judged.

People with learning difficulties have and need very different experiences. They often feel isolated and will have little independence. A flight for a holiday may be as emotional for them as a wedding or a funeral to the rest of us so creating the right conditions is essential.

What they need is an easy experience with no complications. What they don’t need is for the airport to be the straw that breaks their back with inflexible policies, where common sense is not allowed to prevail and where rude employees or unhelpful environments make it worse.

The World Health Organisation says “Disability arises from the interaction between people with a health condition and their environment”.  Airports, with their partners and stakeholders, control the conditions. It is therefore within their gift to make the experience one that people want to repeat and to become advocates of.

Disability arises from the interaction between people with a health condition and their environment…

Their emotions and sensory stimuli are amplified. Take, as a simple example, hand-dryers in many airport toilet facilities. They howl into life at around 90dB, the same as a chain saw. And they are unpredictable, easily triggered simply by someone walking past.

They’re functional, probably simple to maintain and (the noisier ones) are less expensive, but at what cost?

They tick lots of operational boxes but I’ve experienced first-hand the devastating affect it can have on someone who finds such sudden outbursts like a near-death experience. From being happy to apoplectic in a second, my son (who has Fragile X) won’t hear words like “calm down”. He has an unbreakable cycle to go though. He’ll make even more noise but he will come out the other side. When he does he’ll be very apologetic and will want to know that people are there for him.

From an airport’s commercial perspective, that type of incident leads to less-than-ideal experience for other passengers, demands on employees, delayed flights and a family who won’t use that airport again.

It’s also worth noting that passengers are very aware of how their fellow travellers are being treated. Many of them will know someone with a disability and will be full of empathy. They too will make a choice next time and tell others.

Being truly empathetic to them can take us way beyond the traditional reach of the PRM definition. It creates a clear window into the life of someone with a learning disability and the role an airport plays in it. Here are just a few genuine comments to illustrate the point.

When we checked in and asked if we can sit near the front we were told “your child has autism so he can’t sit near the business area.

The airline asks if we need special assistance so why, for heaven’s sake, don’t they tell the airport to expect us?

She needs three of us to go with her. We do everything for her. Some airports and airlines are really helpful and keep us together but now we know the ones to avoid.

He lives in the moment. You can’t say: “You need to go and see Anne over there.  She’s wearing a blue jacket.” To him, the two sentences are about two completely different people. It’ll be confusing and just create more anxiety.

Their best experience is therefore one that simply works and has no hassle in it.  There doesn’t need to be any “Wow!” or “surprising and delighting”. It just needs to be competent at getting the basics right every time.

Outside the aviation sector there are many organisations responding to the specific needs of people with mental health challenges. Cineworld and ToysRUs for example have well-established autism-friendly experiences where sensory stimuli are kept to a minimum and expectations are well-managed.

It’s about people, not processes

At last year’s Passenger Terminal Conference in Cologne, Craig Leiner, Transportation Coordinator at Natick Community Services Department said about planning “When we get it right we make people’s lives better; when we get it wrong we make their lives harder”.

And Lord Blunkett, chair of Easyjet’s Special Assistance Advisory Group, added sagely: “Treating people with decency is a commercial win”.

Those leading and managing airport operations have enough on their plate without adding to the workload. We don’t need to create a whole new industry. Rather, we should build on the momentum we have with PRMs and ensure it embraces those who see and interact with the world in different ways.

There may be better acronyms than PID (People who Interact Differently) but the point is that changing from PRM to something like PID is a small mindset shift that will bring big lasting business advantages.

All types of passengers will benefit and it’ll be a prouder place to work. Not least, airports and their partners will see more passengers, lower costs and stronger revenue.

 

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Thank you for reading the blog, I hope you found it thought-provoking.  

I’m Jerry Angrave and I help Customer Experience people do what they need to do. I’m a CCXP (Certified Customer Experience Professional) and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation. I founded Empathyce after a long career in CX and Marketing roles and am now a consultant and trainer. I give CX professionals the skills, tools and confidence to be the ones to drive their Customer Experience efforts forward.

Do get in touch if you’ve any comments on the blog, any questions or are interested in training or consultancy support.

Thank you,

Jerry 

[email protected]   |   www.empathyce.com   |   +44 (0) 7917 718 072

The future of airline passenger experience

The last two years have seen big steps forward in the airline passenger experience.  Some airlines doing great things in the name of creating a sustainable business. Others appear to be wedded to a get-rich-quick strategy.  So it’s not surprising that some have customers who help spread the good word while others feel they are been treated with contempt.  

 

But both make money, so which is more important – long-term survival or short-term P&L?  Different strategies for different airlines, but there is one common thread that is treated very differently: people. Or as they are known in some circles,“revenue generators”.

Last week I had the pleasure of once again being part of Terrapinn’s World Low Cost Airline Congress.  That the name of the event evolved this year into the Aviation Festival is testament to huge shifts within the industry even in the very recent past.Airline passenger experience

Only two years ago the mood in the airline sector appeared dark. It was distracted by existential challenges of economic pressures, merger activity and geopolitical forces.  Few were talking about customers let alone measuring what is was like to be one.  The focus remained on process efficiency, cost and short-term survival.

Forward a year and 2014 felt more positive.  It seemed that every conversation and presentation now contained reference to people, passengers or customers.  Yet while something customery needed to be done, it wasn’t entirely clear exactly what or how.

This year though, things moved on again with airlines and suppliers embracing the concept of passenger experience.  Maybe a more stable economy and lower fuel prices have helped move the spotlight.  But, so the theory goes, by aligning the business strategy, operations and partners with what customers value most, passengers will come back next time, spend more and tell their friends to do the same.

For airlines passenger experience is a sound business philosophy, neatly illustrated by two of the industry’s heavy-hitters.

 

Forward thinking for forward bookings

Ryanair has won awards for its “Always Getting Better” programme.  In a move unthinkable until very recently, Michael O’Leary put passenger experience at the top of his agenda when delivering the latest financial results to the markets. And CMO Kenny Jacobs talked last week about the focus on passengers going beyond an initiative to become a lasting cultural ethos.  It will move Ryanair from, in his words, being the baddest to the biggest and best.  Letting others make mistakes gives the airline what Jacobs, with a mischievous smile, calls its 4th-mover advantage.

It’s fair to say that over at Virgin Atlantic, they have enjoyed a longer history of benefiting from doing what customers appreciate.  That’s not to say they are taking their foot off the gas. Moving on from using Google Glass to enhance its experience for Upper Class passengers, the airline’s dispatch team are using smart-watches to improve efficiency of turn-around times and communication with customers.

They embody the test-learn-refine approach, happy to see where a new piece of technology might lead them.  If it’s down a dead-end route, so be it but without that culture they will have no foundation upon which to differentiate their experience or operations.

So in contrast to those who are doing some great things with culture and experiences, it was still a surprise to hear one airline doggedly beating the ‘grab every penny’ drum. To name them will serve little purpose but you will know them. I admire any organisation who has a clarity of proposition, though the explanation of their strategy sits less comfortably. To quote one of their senior executives: “We don’t look at what customers want. We look at what they are prepared to pay for”.

Least-cost processes and inflexible policies are then built rather than experiences. Meals (when paid-for) appear to meet approval but passenger feedback suggests that is a superficial and money-making priority compared with the things that should be a priority:  long queues at check-in, dirty aircraft and unfriendly staff.

This airline and many suppliers talk of passenger experience because it seems to be the fashionable thing to do rather than be a way of thinking.  The reality is that they already give their passengers an experience but because the driving forces remain revenue per passenger, operational efficiency and spreadsheets full of metrics, those experiences – whether deliberate or unintended – are not the ones that win favour.

Are they getting in their own way? Maybe it’s a deliberate, successful short-term strategy of survival and they will worry about next year, next year. Or will they see the balance that Ryanair are working towards as something to emulate?

Only they know the strategy, but passengers know what they’ll do next time.

 

What do passengers say to each other?

I’ve recently conducted some research into what passengers say to each other about airlines.  Increasingly, whatever we are buying, we look to see – and are influenced by – what the experience of other customers has been.  It’s no different when we choose which airline to fly with.too much effort

For this sector though, one factor shone through as being the biggest single reason why passengers rave about a particular airline or warn others to give them a wide berth; people.

Whether a positive or negative experience, a third of passengers cited the attitude and helpfulness of people as the reason for the good or poor experience.  In the positive camp, it was all about the cabin crew, attentive and friendly. When things went wrong however, it was people outside the aircraft who were at the root of the problems – ground crew, contact centres and service desks.  As passengers, we do not know nor do we care whether those roles are in-house or sub-contracted out. Whatever the clever strapline says, it’s the airline’s brand in their hands.

 

The future is already here

David Rowan, Editor of Wired magazine, proved at this year’s event that the future is not something that we can wait until tomorrow to get ready for.  Flying cars exist today.  Astronauts in the International Space Station are emailed instructions to make tools they didn’t know they’d need by using an onboard 3D printer. And tetraplegics can use brainwaves to guide a robot to help them drink.

Yet in 2015 we still have airlines with grumpy employees, slow and inflexible processes and scruffy aircraft.  Other markets outside aviation are moving fast and they are the ones who set our expectations as passengers about what a good experience should be like.  It doesn’t have to be “wow” or expensive;  if it’s empathetic it will be profitable.

There is clearly of a sense of optimism about the future for the industry and there are many airlines doing great things.  It’s a future that will be no less challenging but one where a genuine focus on passenger experiences will help secure a stronger future for load factors, revenue and forward bookings.

So for those who still don’t get it, beware the economic upturn because that will simply prise open the gap even further between the airlines that keep passengers, partners and investors coming back and those who simply run out of options. And passengers.

 


Thank you for your interest in this post about PaxEx.   I share these thoughts simply in the hope it will stimulate some thought about the consequences (intended and unintended) of how your business treats its own customers or helps others with their customers.

I’m Jerry Angrave, a Certified Customer Experience Professional, independent consultant and authorised trainer for the CCXP accreditation.  As founder and managing director of Empathyce, I’ve worked for or with organisations in the aviation and travel, retail banking, utilities, legal services and pharmaceutical industries across Europe and in New Zealand.

If you’ve any question on the post or on customer experience in general, please feel free to get in touch.  I’m on +44 (0) 7917 718072 or by email at [email protected]