Did City Link’s customer reviews predict failure?

Customer experience reviews are a rich source of information for companies wanting to improve.  They also contain vital signals for companies needing to survive.

On Christmas Eve, the UK parcel courier City Link delivered itself into administration.  A few days later on New Year’s Eve, the absence of anyone wishing to pay the right price to pick up the pieces dealt the final blow.  The company collapsed and took with it the jobs of over 2,300 people.  Timing – whether delivering parcels or news – would sadly not appear to be one of their strong points.

Being aware of the changing environment is key to survival

Being aware of the changing environment is key to survival

Could they have seen it coming?  Maybe they did, but it sends a message to other companies that the early warning signs of trouble and what needs to change are not hidden away in an elusive, impenetrable vault.   Customers themselves are a reliable barometer of the pressure a business is under.  A quick look back at City Link’s customer reviews in the months and weeks leading up to the company’s failure should have set alarm bells ringing far beyond learning about niggles and gripes.

Take what was being said on Trustpilot for example.  There, just under 1,300 customers have taken the time and trouble to share their thoughts.  69% of them gave a 1-star rating;  22% gave 5 stars.  So while some things were being done right, there was clearly a dangerous groundswell of very unhappy customers.

Scores are one thing;  more telling is the level of negative emotion that customers talked about.  Over two-thirds of their customer reviews were not just people with a complaint;  the depth of emotion about their experience was raw and they made sure other customers knew about it.  Other review sites are available but if you want to read what customers said on Trustpilot about being on the receiving end of the wrong customer experiences, click here.

In short, the problem was not that customers felt underwhelmed by the lack of any “wow” experiences.  Of greater concern was the lack of basic expectations – unmet promises, conflicting information and being treated with contempt by rude staff.  Things that are arguably not hugely expensive to put right, but all of which created a lack of trust and customers warning other customers not to use them.

City Link was owned by a private equity firm who will have had a clear idea of what they wanted in return for their investment.  It’s not my money that’s at stake so I’m not in a position to pass comment on the business decisions and focus.  But, those reporting on the collapse cite operational efficiencies and intense competition as key reasons for the demise.  And while neither issue is insignificant it will be rare to find a business that doesn’t share the same challenges.  Worse still, customers have been shouting about the solutions from the pages of review sites.

I’m privileged to work with a variety of organisations across a variety of markets and countries.  It’s also my job to learn from others who are pushing the bar higher or dragging the bar up to where it needs to be to survive.  I see three factors that are common in many cases, and with City Link here too.  One: detail. People talk about surprise and delight, exceeding expectations.  Nice idea, but “WOW” stands for a complete Waste of Work and cost if the basics are not in place.  Two:  consistency.  Those basics need to work time after time, whoever, wherever and however the experience is being delivered.  Three: listen.  Customers are saying what can, and needs to, improve.

So as we finish our reflections on last year and head into the new full of ambition, maybe first up on our 2015 to-do list is to make sure we’re listening properly and acting on the right things that will ensure there is a business for customers and employees to come back to.

 

 

 

Assessing the shape of customer experiences

To assess customer experiences is to embark on a complex but profitable journey.  The desire to make improvements is compelling and yet the starting point and finish line are not always obvious.  The Customer Experience Triangle concept has been designed to help shape the thinking that makes planning easier and direction clearer.

 

Is your Customer Experience Triangle a perfect 10-10-10?

Whatever the customer experience, it can be deconstructed into three key, interdependent components:  functionality, accessibility and emotion.  Three simple dimensions to quickly assess how good – or not – an experience is.

As customers, we do this subconsciously when we do business with a company;  it’s important because the result affects whether we’ll do the same again.

As customer experience professionals, it’s a powerful way to understand how well we do the things that are most important to our customers and our business. It then becomes a structured and visual way of thinking about where the priorities, investment and resource should be focused next.

The three elements are inextricably linked.  In other words,

  • Functional: was the customer able to do what they needed to do?
  • Accessibility: how easy was it?
  • Emotion: how did it make them feel?

Fellow CCXP and Custerian colleague Ian Golding writes excellent customer experience reviews using this as the basis – do make time to check him out at ijgolding.com.  The premise is that the whole experience is a combination of the three elements.  It might look something like this, where the sweet spot is in the middle.

Customer experience evaluate

 

If we take the concept a stage further it becomes a very useful tool to assess how well we do the things that really matter – and therefore show where the focus for what to do next lies.  To assess each element in its own right and against the other two, we can use another simple visualistion of the same three dimensions.

 

Customer experience evaluate

 

By giving each element a score, the customer experience starts to take shape.  We, our colleagues, customers and stakeholders will all have a view.  Indeed, customers surveys are finding answers to these questions more useful than surveys that have metric-focused outputs.  The scale, radiating out from the centre, can be whatever works for your business, but may for example be

  • Functional:  1 (not as expected)  >  5 (as expected)  >  10 (better than expected)
  • Accessibility:  1 (huge effort)  >  5 (ok) >  10 (very easy)
  • Emotion:   1 (Angry)  >  5 (satisfied)  >  10 (elated)

The best result is when the shape is the largest, equilateral triangle possible:  10 out of 10 for each. That means that none of the critical dimensions can be improved upon.  If it’s anything smaller or skewed, we have a clear visualisation of where there is room for improvement.  Here are some examples, with what customers might say and what might be done:

Customer experience assessment

 

The Customer Experience Triangle TM concept can be overlaid with a metric to track the progress of improvement activity over time.  In reporting schedules, it holds people to account for change.  Rather than sharing one generic headline number around the organisation, a score of say 3-7-5 (for function – ease – emotion respectively), immediately points to areas that are in need of improvement.

However, the real value in this approach is in organising the thinking and in the visualisation of what to do next.  Without using it to drive change, it will be just a vanity project.  In the same way, a score is a nice-to-have but that’s not the ultimate goal – as I always say, get the experience right first and the score will take care of itself.

So as a new year looms over the horizon I hope this gives you some food for thought about how to get your customer experiences in shape for 2015.  The perfect 10-10-10?

 

(The Customer Experience Triangle is subject to Trademark and Copyright,  Jerry Angrave, UK, 2014)

 

 

 

Are we talking the right language of customer experience?

Many customer experiences simply happen because when it comes to the attitude and processes, we hear people say “We’ve always done it this way”.  And if it works today, why not?  Well, for a start things could be so much better.  Maybe – and I’ve often seen – things aren’t actually working in the way your customers want.  The consequences of complacency are huge yet that word rarely, if ever, makes an appearance on the “risks and issues” log.

There’s an equally risky parallel in the language of customer experience; the risk being that we have all adopted the phrases and platitudes over time to the extent where if we’re all thinking the same way, having the right and differentiated customer experiences will be so much harder to achieve.  I’ve written before on the need for differentiated experiences from differentiated thinking.

For example, in a workshop where you have people from Operations, Marketing, Sales, Finance and Legal teams, many of them will be seeing this stuff for the first time.  They might be cynical, they might be enthusiastic but they need to hear and understand with absolute clarity the words being used.  Here are some examples, with some suggestions where the vocabulary could be different in order to get people in the right mind-set to bring about better outcomes. They’re not going to become mainstream and you will have your own thoughts, but the idea is to avoid the risk of undifferentiated stakeholder experiences because the language being used internally is itself undifferentiated

 

Customer Experience or Customer Memorylanguage of customer experience

To talk about “experiences” has become commonplace and inevitably perhaps, it is diluted in its impact.  To those keen to pile in, it suggests that our focus should be mostly just on the “what happens”.  Our thinking becomes limited to the very functional aspects of what we do because that’s the tangible bit.  Yet we know that what affects the likelihood of someone coming back to us next time, spending more more often and telling everyone else, is what they recall when they’re about to do that – their memory about how easy it was and how it made them feel.  Another post looks at that “customer memory” in more depth.

 

We need a customer journey map for that! or We need a customer story for that!

This often-heard comment in meetings is followed by someone retrieving a linear process map to use as what they see as an acceptable alternative.

To create a customer journey still implies a simple A-B set of interactions but the very use of the word “journey” still suggests a functional, linear approach.  What we need to know and create is the story that a customer will tell someone else.  We’re all people, we’re all customers;  when we do business with a company or go to a restaurant we don’t consciously set out to go on a “journey” but what we then think and talk about in terms of what it was like becomes very much a story.

 

The end-to-end journey or From last time to this time to next time

Having an end-to-end journey helps fit with the logical side of our thinking.  Conveniently, it also fits the left to right concept that is perpetuated by PowerPoint and Excel.  I’m guilty, I’ve created loads in my time but it still is not reflective of how our customers – or us when we’re going about our daily lives – really think about things.  Maybe we need a pyschologist to really create accurate representations of what it’s like to be a customer.  But while I’m all for keeping things simple, end-to-end still suggests a definitive start and finish point.  If we really want to understand our customers then we need to think way beyond those boundaries.

 

The voice of the customer or What people think

Talk to a room of people about the “voice of the customer” and there are sage nods and chatter about feedback surveys.  Again though, it risks limiting the understanding of what we’re really driving at here. It’s not just about hearing what our customers are saying, it’s about understanding why people think and feel the way they do.  It’s also not just about sharing what customers think, it’s very much about our own employees too.  After all they are the ones who are making the the experience what it is and are often the ones who know what to fix. However, no-one has listened to them or has acted on what they said because business leaders are focused solely on turning the “voice of the customer” into a higher net promoter score.

 

I have the privilege of working across a variety of markets with talented people in all sorts of organisations and with an infinite number of challenges.  One common theme though, especially when people are going on their own personal journey of customer experience familiarity is that the language becomes a proxy for leadership of the customer agenda.  Giving it the clarity and relevance it deserves, thinking about it differently to your competitors who are reading text-books and listening to career consultants will give you the differentiation your organisation needs.

 

 

 

 

Differentiated customer experiences require differentiated thinking

Organisations waste time, money and effort if their approach to creating differentiated experiences is based on the very undifferentiated “Let’s walk a mile in our customers’ shoes”.   Inspiration for better and more valuable experiences comes from those who experience things differently.

 

When teams set out to map customer journeys there’s often a familiar reminder of the need to “Put ourselves in our customers’ shoes”.  Assuming that the journey being mapped is a strategic priority and there is an ability to act on the findings, it’s a concept that’s logical and, to a degree, works.

However, that very familiarity is also its Achilles heel.  If we and our competitors are looking at things in the same way, the chances of creating differentiated experiences with undifferentiated thinking are not looking good.  In the journey mapping workshop, everyone nods and agrees that it’s the right thing to do but exactly what it means and why it’s important can get lost in the enthusiasm of being away from the day-job and amid the swarm of post-it notes.WallaceSpace

It’s all good and valid work, but it’s highly likely to produce a sanitised and generic version of the journey.  Putting ourselves in customers’ proverbial shoes cannot tell us what our customers think when they are in their own shoes;  however hard we try, it will still be us pretending to be them.

Even if we create a perfect vision of what the journey should be, by starting with us as a proxy for the customer, by the time any innovation has found its way through the corporate filters of business cases, project scope alignment and demands for “What’s the ROI?”, what were great ideas become diluted.  Had the vision been a little more ambitious and creative to start with, our diluted outcome would be stronger for it.

And so for those who want to take things a step further the approach needs to be stretched.  When we learn to negotiate, if it’s for a 5% budget increase we will probably try starting with +8%.  Swimmers train with weight-belts, motor-cyclists are taught to stay focused on the vanishing point of the road and not to stare at the front tyre.  It’s that thing about reaching the moon by shooting for the stars.

There is one group of people to whom we can turn to for inspiration in so many ways, including here.  They are ordinary human beings who live with some kind of mental or physical condition that we tend to label as having a disability or special needs.

In the UK, over eleven million people have a limiting long-term illness or an impairment of some kind according to the Government. It’s not unreasonable to assume that each of those individuals has at least two people who have been through the emotional highs and lows with them and sacrifice a lot to help them get through their daily lives.  Even if we rounded the numbers and said that 30 million people – nearly half the UK population – are affected, the chances are that we all have such customers. Next time you think a customer is over-reacting to not getting a call back as promised, it might be because they’ve been up all night trying to calm an apoplectic 12-year old who is unable to talk and explain what the problem is.

To help those mapping out customer journeys, adopting the persona of a typical customer type is a step in the right direction.  But, by seeing things from the perspective of someone who interacts with the world in a very different way, it can really sharpen up the process.  Take, for example, a team who wants to make the airport experience better.

The type of hand-drier in the toilets might not seem to be a particular issue.  But for someone with autism, hyper-sensitive emotions and a need for predictability, loud and sudden noises created by the blast from the current wave of dip-your-hand-in driers can at best be deeply distressing.  Creating a situation where your customers run among other customers, screaming and with their hands over their ears is, I’m sure, not an intentional experience. But there’s also a financial impact;  I know people who avoid one major airport for that very reason.

Addressing that particular issue also creates a calmer environment for everyone, something that is high on the list of unprompted things that passengers of all abilities value. Those anxious people who go on a fear of flying course do so because they thought it was the flight, not the airport, that would be stressful.differentiated

Many companies will proclaim they want to make things easy for their customers.  And people will quietly tolerate the niggles of call-centre on-hold messages or staff who close up their shop five minutes before time.  If we’re journey mapping by putting ourselves in our customers’ shoes, those are things we might not be bothered by and so we unintentionally assume our customers won’t either. But, look at it from the perspective of someone with depression, who has taken days if not weeks to build up the courage and mental energy to call only to be told to wait even longer;  the stroke sufferer who wants to ask a simple question but has problems speaking and being understood.  Or, the parent who can’t remember the last night of unbroken sleep, when they last woke up without being woken up and what life was like before washing bedroom walls became a daily task.  Many employees in a call-centre or retail space may not have had the life-experience of interacting with people for whom living independently – or living at all – is a major achievement.  Surely if we made things easy for them, everyone else benefits too.

Another example.  A common gripe is the ability to understand the bills we get, especially from utilities. I was with an energy-company client recently listening to customer calls and had to stifle a chuckle when the exasperated customer declared “I’ve a master’s degree in physics but I don’t understand this bill”.  Imagine then, what it is like if you have any kind of mental disability or a condition such as dyslexia.

Likewise, if a toy gets delivered and it’s the wrong one, do we assume that people will see it as a minor inconvenience and so we’ll be ready when they call up for a replacement.  Or, because we acknowledge that a parent or carer might have to explain that to a distraught child using Makaton sign-language, we fix the process that causes the problem in the first place.

Don’t get me wrong, there are many companies doing small and discrete things that make a big difference.  To provide a balance, Manchester airport publishes a guide specifically for those with disabilities and their carers; Birmingham airport has staff who will recognise signs in body language that suggest something is not right and they’re trained to do something about it. Monarch is replicating the London 2012 Games Makers training for its staff.

There are altruistic and – because of the world we live in – commercial reasons for taking this approach.  But, if we stretch our customer thinking in a different way to our competitors and we design journeys around real people, not the processes we force them through, empathy and ease translates smoothly into a better business for everyone concerned.

Thank you, let me know what you think.  And if you’re interested in helping to improve customer experiences for people with special needs, please join my group over on LinkedIn at https://www.linkedin.com/groups/Improving-Customer-Experiences-People-Special-4583395/about.

 

 

Creating the right customer experience is all about leading by example

To have any credibility when talking with others about how “customer experience” can improve a business, it’s an obvious understatement to say that leading by example – understanding their issues and what they value – is imperative.

And so hosting an event on the subject, quite rightly, sets the bar of expectations very high.

That’s the position Ian Golding and I were in this week in London when we held Custerian’s seminar on “Your journey to map their journey”.  In its simplest form, the aim is to share our knowledge about the strategic, operational and tactical side of customer experience so that attendees know what to do next, why and how in order to bring about quick but lasting change.

We always say that the right customer experiences and obsessive attention to the basics helps create the holy grail of differentiation – it was time to put our money where our mouth is and do things a little bit differently.WallaceSpace

In the week leading up to the seminar, I spoke with each delegate individually.  I wanted to understand more about their motivations for attending, why now was the right time, what their challenges were and what they wanted out of the day.  It meant that the seminar would only cover relevant ground.

A similar discussion happens in the weeks after the seminar;  I speak to, or visit, everyone who attended (with their teams if it’s appropriate) and talk about how they are getting on implementing what they learnt within their organisation.

But for the day itself, the last thing we wanted was a “turn up and be talked at” windowless conference in the bowels of an obscure hotel somewhere.  We’ve all been there and we all don’t like it.

Our location of choice was WallaceSpace in Covent Garden.  It’s an old chandelier factory but has been turned into the most fantastic venue – light and airy, calm but funky, relaxed but professional.  We could have found somewhere else, but our basic expectations are for a good environment in which people can learn and be thought-provoking.  Windows, fresh coffee, an energetic vibe, sofas for break-out sessions and friendly staff are not much to ask but are a lot to be without.  If they did an NPS survey on our delegates and us, they’d be getting 9s and 10s.me talking

At a pace everyone was comfortable with, we explored the Why, What and How of mapping customer journeys.  Why is customer experience important to a business strategy?  Attendees were shown the consequences of having – and not having – prioritised activity based on creating a clear line of sight from what the customer experience should be, though the customer strategy, brand strategy, business objectives and to the reason the business exists in the first place.

What do we do next? The middle section was the nuts and bolts of journey mapping; about proven methods, robust frameworks and reliable measurement to give fact-based insights about what needs changing.  And the final piece, How do we make change happen? looked at how to be organised with the right governance structure and examples of how companies are working internally to bring their customer experiences to life.

Yes, I’m blowing our own trumpet a little but it’s coming from a position of genuine pride in how we do what we do and not sales-led arrogance.  The feedback we had plays a better tune anyway, and so here are some of the comments (and not just because of the moleskin notepad and sweets we provided!)

“Enthused. Educated in a practical approach”  SD

“Excited to go back to base and spread the word”  RS

“Informative and a clear, concise strategy and framework on how to map the customer journey and the importance and benefits of doing so”  HT

“Content – spot on. Learned some great tips & techniques to help me embark on my own journey”  DH

“Felt inspired by the knowledge shared. Allowed me to think about the bigger picture and generate ideas”  GF

 

Did we lead by example? Well, these comments suggest we got a lot of things right but we’re also very aware that there’s always room for improvement as that bar of expectations edges ever higher.  The proof will be in the way of thinking and in the ability of these customer experience practitioners to go back to their office and understand the journeys they themselves and their company are on;  to understand the journey their customers and colleagues are on and then to talk with authority and credibility within and across functions to bring about the change their organisation needs.

And not least, there’s a huge opportunity to be recognised as the one who is the catalyst for creating greater value from having the right customer focus; not a bad conversation to have in the year-end performance reviews.

We’ll be running the seminar programme again soon so tell us if it’s something you’d be interested in.  But also let us know what you think about the best and worst events you’ve attended and why. It will be great to hear your thoughts on leading by example.

Jerry

+44 (0) 7917 718 072

www.empathyce.com

 

For improving customer experiences I’d rather have Right Data than Big Data

On my first day of my first proper job in the UK they called me “New York”.  Not because I was energetic, intriguing or that I never slept but because, when it took me a while to understand what was apparently an hilarious corporate joke, I was – in their words – “five hours behind”.

And many (very many) years later, so it seemed with my understanding of what has been given the label of Big Data.  I see it written about everywhere, something that self-proclaimed experts talk of as the latest critical key to a sustainable business.  However, I seemed to have missed the briefing about what exactly it was and why it was apparently so vital to our future existence.  The cynic in me was muttering about new clothes and Emperors but also part of me didn’t want to miss out, just in case…

Recently then, I was looking forward to catching up with the rest of the world and be able to converse like an insider when it comes to the subject of big data.  Within the space of a week, I had the privilege of chairing a retail analytics event in London and speaking at a conference in Barcelona on creating efficient airports through a focus on customer experience.

What was clear from both is an insatiable appetite for more data.  What is less clear is whether the ability to capture and analyse more and more information is generating the contextual knowledge that businesses need to bring about the change their own business plans demand.

Never before have we had this amount of information available at our fingertips.  True, it means that where once we relied on modelling and forecasting from a small amount of transactional data, we can now reduce the risk by removing the need for so many assumptions.  But does that automatically mean we have the right knowledge to support our business and customer strategy?

For airports, efficiency is everything but that can come dangerously close to putting passengers’ real needs in the blind spot.  Research I’ve carried out shows that customers in an airport put cleanliness, friendly staff and clear signage at the top of the list of the things they value. And yet, they rarely make it to the Exec team’s dashboard.  People do have a choice and they do go to the next airport if their expectations is one of an experience they are no longer prepared to tolerate.

It is unfair to single out airports; many organisations in many markets become (admittedly sometimes unintentionally) very metric-led.  Balanced scorecards thrive on them but it easily drives the wrong behaviours.  Vendors at the airport conference proclaimed that their products offer – and I quote – “first-class passenger processing”.  There was a sense that if it moves it can be processed, if it can be processed we can bar-code and measure it and if it can be measured we can create more metrics to grow our pile of data.

Take, for example, the “How was it for you?” array of good / ok / bad buttons having just gone through airport security.  It’s data in the making but on its own, apart from regulatory reporting, for what real purpose?  If 100% of people hit the red “It was bad” button, how can the airport know what to do differently without any supporting qualitative information?  Depending on how you look at it, while this piece of data adds to the big picture, it is either a costly activity with little return or a missed opportunity as the infrastructure is there anyway.

In the retail world, the amount of transactional information is certainly impressive.  One Turkish supermarket chain had made a huge success of it.  What is worrying though, is the apparent disconnect between all this data and business improvement.  When I asked the retail analytics delegates what value their work adds to the business, there were puzzled looks and absolute silence.  Slightly surprised, I then asked how they would respond if their CEO asked how the data they present helps achieve the business plan.  Eyes down, awkward shuffling and more silence.

Does this mean that in our relentless surge to generate bigger and bigger data because we can, not only are we making it more difficult to sift out the right information but that we’re losing sight of why we’re collecting any information in the first place?

A piece of research just released talked about the gap between companies’ intended customer experience programme and their lack of effective implementation.  One reason may be that the quest to understand everything about everything and to amass oceans of data has overshadowed the importance of having the skills to find the right information and how to be organised to then do something about it.

There was another corporate saying that took me a while to understand.  It was the one about “Don’t boil the ocean”.  We couldn’t anyway back then but metaphorically, maybe now we can.

That said, just because we can, still doesn’t mean we should.

 

 

 

 

Would changing the name from Customer Experience to Customer Memories make us better prepared?

We have Customer Service;  it’s what companies do to or for their customers.  We have Customer Experience;  you could say it’s what it’s really like to be on the receiving end of the service.  Done the right way though, understanding all that gives us powerful information.

Yet there is also a risk that our focus on the here-and-now can give us a distorted view of the very thing we’re trying to improve;  the likelihood of our best customers coming back, spending more and telling everyone else to do the same.

When we’re about to buy something, it’s basic human behaviour to recall what it was like last time and then to decide whether or not we go ahead or go somewhere else.  We dip into our memory bank to make the right decision, based on what happened back then and what we’ve heard and learnt since then.

But as far as organisations are concerned, I’ve seen that over the last few years the focus has been increasingly on the experience or service that is given to a customer today, more so than the impact that last experience has when it comes to the next purchase.  There are subtle, but important, differences.106

The point is, when we’re about to choose, use, buy or sign-up, it’s our memory that will determine whether we stay “loyal” or we try elsewhere.  Customer advocacy has its place, don’t get me wrong.  But while the wow factors were front of mind when I did that customer survey the day after I last had anything to do with the company, twelve months on I might have a stronger recall of the lacklustre service I’ve had since.

The term “Customer Experience” has served markets very well in raising the bar of how businesses treat their customers.  But internally, organisations have struggled and still do so today with what Customer Experience is.  Is it a new fluffy label from Marketing for what everyone knows as Customer Service?  Or a strategic way of thinking? Absent any real customer-based, cross-functional objectives “We do that already” is a common riposte, along with “It’s too expensive” and “Where’s the benefit?”.

Every organisation has a customer experience whether they know it or not and that may be one of the reasons why it doesn’t get the attention internally that it deserves.  Giving a jolt to the system and talking about influencing Customer Memories demands a different perspective; the future poking a stick at the past.  It’s like asking “What can we do that will increase the chances of you buying again?” instead of “What should we have done that would have prevented you from being really hacked off?”.  A story about horses, gates and bolting comes to mind.

Arguably, the higher the value of the purchase the less frequently we buy and therefore by definition, the time between one purchase and the next can be significant.  I’m no psychologist, but even if it’s a more regular or ad-hoc purchase I know our memories and perceptions change over time.  I might have had a hassle-free experience and at the time was a real fan, but if I’ve since heard other stories or there’s been a change in my circumstances, my attitude or needs may be completely different.  That customer feedback I gave last time is no longer relevant but unless the company asks me again just before I choose next time, they will be acting on the wrong information.

Whether we’re renewing an annual contract, buying a holiday, a car, clothes or using professional services, at that specific point in time the thing that determines what we do next is what our memory tells it was like last time;  not how likely we were to recommend the company to someone else one day after we last did the same thing.

In the name of Customer Experience, organisations understandably have an insatiable appetite to canvas opinions within days, minutes or even as it happens.  That information is used as a proxy for brand strength and to forecast the likelihood of repurchases.  But if that repurchase is weeks, months even years away, how accurate can it be?  It’s obviously easier to ask a customer how it was just after they’ve been in touch as there is a definitive trigger point for feedback.   Just because the timing of the next interaction is harder to predict though, that shouldn’t stop us seeking such valuable information.

It seems to make sense then that we should, in addition or as an alternative, track what a customer feels and thinks much closer to the point at which they make their next decision.  We would still keep the metric-obsessed folk happy with a quantitative score in answer to a question such as “Based on what you remember about last time, are you likely / not sure / unlikely to use us next time?”.

Importantly though, we would also still get the gilt-edged qualitative information about what can be reinforced at that pre-purchase point in time and not afterwards when it might be too late.  And it would still be the case that if we get the experience right, the metrics will look after themselves, not the other way around.

It’s great to see customer strategy and customer experience being discussed in the Board Room.  In the main however, there is still a focus on what customers say just after purchase or the “experience”.  By the time the customer is in a position to make a choice next time, the things that drive that new decision may be very different and are purely in the memory.

And I for one would give ten out of ten for tapping into that.

 

Whose role is it anyway? The organisational side of Customer Experience

The philosophy behind customer experience has been around since cavemen first traded a club for a spear.  It was simple then, as it is now.  If you didn’t like who you were buying from or you felt they were getting more out of it than you, you’d probably get your own back by inventing the wheel or going to see who’s in the next valley.

Maybe because we’re better at evolution than revolution, many organisations today are shoe-horning that basic concept of customer experience into an existing model.  And while there are companies who regularly get a mention for making us feel good about doing business with them, many more have reinvented that wheel only to have it spinning, making very slow – if any – progress.

There are generally three types of organisational approach to tackling customer experience;  add the responsibility to an existing team, create a new team or have a culture where everybody is accountable.   The benefits of customer experience are buried beneath a duvet of repeated platitudes so I won’t cover those here, but the unintended pitfalls of each are worth a quick look.

Add customer experience to an existing team

Done in the right way it can be highly motivating to be asked to take on more responsibility, especially if it’s to lead and manage something like the customer agenda.  A bigger challenge but a bigger profile too.  Usually, it will be complementary to the role that team already carries out – Marketing, Customer Service or Complaints for example.

But rarely will the existing responsibilities be pegged back and often the measures by which performance will be judged are an extension of what the objectives are already.  The consequence is that while the ambition is there, the reality is that the day-job still takes priority.  At best, the specific skills and way of thinking that are needed to run a customer experience programme evolve from what is there already.  At worst, the team gets a pasting in their performance review because what the CEO expected isn’t delivered.  Rather like their customers’ experiences.

Create a new customer experience team

Surely the watertight answer?  Not always.  For the individuals involved, being part of a new team is exciting in its own right.  Being part of an organisation that is putting its money where its mouth is, even better.  It’s a great opportunity and if – and that’s a big if – the top-level sponsorship is visible and solid, the opportunity to influence others to do the right thing is inspiring.

Yet teams can easily become a victim of their own success if they let it.  The creation of a bespoke go-to resource that is going to lead the customer experience charge carries an inherent danger that others think they are absolved of the responsibility.  That mind-set is exaggerated if performance measures across the organisation don’t change to be in sync either.

Without the right leadership and engagement of peers, the team quickly finds they are picking up everything and anything to do with “customer” on behalf of the business.  They get to handle complaints, they run customer service weeks, they monitor and report on compliance outcomes and they get drawn in to police programmes and projects.

Individuals who are given the customer experience roles from other parts of the business often remain task-oriented, keen to impress and be busy.  So will they have the inclination, confidence or authority to learn specific customer experience skills? To follow what is being said about them and their competitors in social media and to develop reciprocal relationships with internal and external partners based on mutual understandings?  Or will they settle for linear process maps rather customer journeys?  Report to their boss that the call-centre manager won’t carry out a quick survey at the end of calls because it adds to the average handling time metrics?

Strong governance, inclusive of every part of the business from reception desk to board table is the key.  Working to the same priorities that everyone else is, knowing what the latest brand campaign is all about, understanding each other’s challenges – it’s nothing new but its effective adoption by many ranks naively low on the corporate ‘to-do’ list.

Have the right culture

The good news is that whether they know it or not, every organisation already has a customer culture.   The bad news is that it’s not always the right one.  Even worse, some are unable to articulate which it is, good or bad.

In the same way that we shouldn’t need complaints departments, a well-led customer experience department should do itself out of a job.  It’s not a function, it’s a way of thinking and a strategic tool that makes the business more efficient;  driving out duplicated and superfluous costs and focusing resources of the things that matter most to the health of the company and repeat business from more of the most valuable customers.

Delivering on the strategic plan, whether it’s to stabilise, grow or transform a business takes much more than a poster on the wall that proclaims “We put customers at the heart of everything we do!”.

What does the right customer culture look like?  That is up to you, your brand and your leadership style.  But as they say, what’s on the inside gets reflected on the outside.

If your people have little understanding of what the business is doing and why, if they are applauded for following processes rather than doing what’s right for the customer and if they talk about their competitors more than their own brand, then maybe the time is right to step outside.

Join the others looking in, see what they see and do something about it – before they head off to the next valley.

B2B or B2C, it’s all P2P to me

In an age of big data and a seemingly endless capacity to produce and absorb information, one could be forgiven for believing that the end of the TLA, the three-letter acronym, is nigh.  It should be, particularly for the subject of this piece, but for different reasons.

Popping up everywhere in emails and presentations, these TLAs quench our thirst to save time and effort by cutting short the unnecessary detail.  And while they have a place, the complacency of their continued existence with no challenge as to what they are shorthand for, hides humbling messages for those leading customer agendas.

In following the well-trodden path of segmentation protocol, the terms B2C and B2B have been adopted to help define target audiences and brand positioning.  Fair enough.  You might want Mrs Angrave to renew her mobile phone contract with you or you might be providing the software to the mobile phone company to facilitate said renewal.

By definition though, segmentation is built on a specific set of needs and therefore must change too if the needs of that segment change.

Yet despite everyone saying the world is changing in front of our eyes, our beloved segmentation model of B2B and B2C is cast in reinforced concrete – and therefore, worryingly, so too can be our thinking.

The biggest of these changes is, ironically, simply the re-emergence of something we’ve known for years;  that people buy from people.  And while that has been the guiding light in the B2C world, the same should apply in the B2B sector.

Take but one classic B2B example.  A law firm pitching their services to an industrial giant might focus on having been in business for 100 years, having 200 highly qualified lawyers to call on and having the flexibility (depending on how you look at it) to bill by the hour.

The general counsel on the receiving end of that spiel though is a real person, having their own real-life experiences and interactions.  Their favourite restaurant makes them feel welcome, nothing is too much trouble.  Last week on the anniversary of moving house, they had a pleasant surprise when their estate agent sent a new battery for the smoke alarm.  And, using a tablet on the train into work today, they sorted out a problem with their online banking, wrote several emails and booked a table at that restaurant, again.

The point is, although they work for a huge business, they are nonetheless consumers themselves who live in the real world.  That is where their benchmarking will stem from. So going back to that law firm pitch, the number of years in business and the number of partners is largely irrelevant.  Would that turn a consumer’s head if it were the USP (there we go again) plastered on the window of a high street store?  I think not.

It’s about relevancy.  Imagine that when the GC got home last night, a local locksmith had to be called out to fix a jammed lock.  So today, why wouldn’t they expect a law firm to be at least as responsive.  The pitch is to a person, not the robotic facade of an organisation.

They are putting their personal reputation on the line by hiring us so they will want confidence that the right people are there to do the job, that whoever does the pitch remains the main contact and that the law firm will spend time (and not charge for it) to really understand them and their issues.  And the less we say about billable hours the better.

It’s important because they are the ones who need convincing we are going to do a great job for them.  If they are not fully on board, they are hardly going to be in a position to win-over the procurement team, let alone the CEO.

Sticking with a B2B mindset then, carries a potentially critical flaw.  I therefore suggest we all ditch the acronym B2B and replace it with P2P – people to people.

In fact, I’d strongly advocate we go one stage further.  It shouldn’t matter who the customer is, simply drop the acronyms and instead focus on building the right buyer experiences around what’s important to them and what’s important to your business.

Until next time, TTFN.