Customer Journey Mapping – as relevant and as possible as ever

The headline act of a Customer Journey Mapping programme was always the workshop.

A very visible, tangible demonstration of how an organisation is edging towards its customer-led goals. A group of colleagues coming together to share their views and ideas, learn more about their own business and going on to be active supporters of what you’re doing.

In today’s world though, booking a meeting room and having everyone turn up in person seems so “2019”. Two people in the last week have told me their journey mapping programme is on hold because of necessary restrictions and access to offices.

It’s not easy for anyone right now, I get that. Time, people and focus let alone budgets may not be on your side at the moment. Survival, resizing and restructuring may well be more at the front of your mind.

 

Customer Journey Mapping

 

But, if there’s any way your attention can turn to your customers, if you do nothing else in the name of Customer Experience give journey mapping a go and see where it takes you. Even half an hour with a couple of colleagues on Zoom, a notepad and a healthy dose of imagination is better than nothing.

You’ll leave with a better idea than when you started about your customers’ issues and what to do about them. And that, after all, is the purpose behind journey mapping and customer understanding.

To anyone who’s hesitant about running their first or next session, have faith that it can be done remotely. Believe me. Over the last few weeks I’ve had the pleasure of running several journey mapping workshops with a variety of companies, all online. Yes, we have to adapt but they’re just as productive as when we were all swapping anecdotes and thoughts in a glassy training room.

Our customers’ behaviours, what they’re thinking and how they feel have all been tested in recent months. So even if you did a journey map last year, while parts of it will be unchanged, some elements – the critical nuances for now – might well be different.

Not surprisingly, using a combination of conferencing platforms like Zoom and collaboration tools such as Mural (other, equally good ones are available), means the facilitation of the workshop itself needs modifying. The framework you use and questions you ask will be impacted by the number of people attending and how long each session lasts. Some may be watching Netflix on a tablet tucked behind their laptop. Keeping everyone involved will draw even further on your facilitation skills if you are to keep their attention.

But journey mapping has never been just about a ‘workshop’. While that session may now look and feel different, the process to prepare beforehand and then unlock the value afterwards remains largely unchanged and every bit as important.

That value is measured not just in terms of prioritising actions to fix things but in changing the culture to have a better balance of a customer-led, commercial focus. It shifts mindsets to always think about and discuss what it’s like to be a customer. It drives better cross-functional cooperation. It creates excitement and involvement in what you’re doing. It challenges the wrong behaviours and complacency. It moves people away from chasing the scores and implementing new tech for new-tech’s sake.

And it gives clarity about how to deliver your CX vision so more customers come back more often, they spend more and share the stories you want them to share.

It’s important stuff.

Just because we can’t all be together physically doesn’t mean journey mapping can’t still be effective, strategic and influential.

When customers’ expectations, needs, fears and hopes are changing as they have done in recent months, it’s as important now as it ever was.

Give it a go if it’s at all possible. Your boss as well as your customers will thank you for it.

I’d love to hear how you get on and please get in touch if you’ve any questions.

 

Jerry Angrave is Customer & Passenger Experience Director at Empathyce, a CX consulting and coaching company.

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

Is now an appropriate time to Spring-clean our Customer Experience programmes?

People in Customer Experience roles are an energetic, passionate bunch. They are also resilient and persevere. Nonetheless, in the last few days I’ve been approached by a couple of Customer Experience teams who are feeling a little lost right now. They were asking for examples of practical things they could be doing in these uncharted times.

Of course the wider context is that many friends and colleagues have been laid off, furloughed or have been assigned to other roles for the foreseeable future. It may, understandably, be the least of your or their priorities right now. Our collective health and well-being is what matters right now.

But, if you are in a Customer Experience role and your thoughts turn to making the best of a bad situation, I hope these suggestions may help a little. It’s based on my own experience and on what I hear others are doing. Please add your thoughts to the LinkedIn post on what else you are focusing on.

Customer engagement

There have been some great examples of how businesses are acknowledging that we’ve suddenly entered a very different and uncertain world. They are sincere and not making a thinly-disguised sales pitch. Your Sales or Marketing team may be under severe pressure to wring out every last revenue opportunity; if that’s the case at least get them to be very transparent and honest. We’re all customers in our own right and we’ll remember how we were treated through this period.

We’ll remember we felt in the UK when we heard the National Trust was opening the doors to its parks and grounds for free. It was a necessarily short-lived but hugely well-intended gesture. We appreciate supermarkets telling us what they’re doing and how we can help them help us. We doff our hat to people like Joe Wicks who give us exercise classes every morning for free. But we’ll also remember what we thought of Sports Direct when the leaderships team tried to make a case that they were essential and must stay open for business.

Employee experience

There are tough times all round at the moment. If you haven’t lost your own job, chances are you know someone who has. Sparks of positivity can easily get smothered in a blanket of uncertainty.

More than ever before we must look out for each other. A quick call, an email or text just to check-in. In the work context, keep spirits up by sharing stories, reliving examples of brilliant customer experiences. Keep talking about what made / makes your organisation different and special.

Draw out the positives from the current situation such as creativity and camaraderie but don’t ignore the signs of people who might be struggling.

Beyond that, engage as best you can, asking them what they need from you as leaders, what would make them (even) prouder, how would they improve communications and what tools, focus or information do they need to deliver the right customer experiences.

Review VoC and Metrics

Now is not the time for process audits disguised as customer surveys. It never has been. There are many positives to be coming out of this situation especially around humanity, kindness and creativity but if it helps rid us of pointless ‘surveys’ that’s no bad thing either. For most companies it’s not really practical any more to ask “How was it?” or “You’d recommend us, right?”

More so than ever before, customers have questions even if they are not buying.  We need to listen and listen-up well. How can you adapt your listening posts to ask customers what they need from you? How are you reviewing your understanding and reporting? If you’re not doing so already, close that loop; let customers know you’ve had their feedback and what you’re doing about it.

With one eye on the future, review your complete Voice of the Customer programme and think about what you ask customers, how you ask them and what you’ll do with what they tell you. Be clear on why you are asking any questions. Do you make your customers wade through 15 questions about income, postcode and their favourite film, before asking them what the experience was like and why, just to satisfy a hunger for data?

There may also now be an opportunity to set up that customer panel you’ve always wanted; another way of keeping customers engaged.

And once the CX Vision and Strategy is defined, will you carry on measuring the same stuff because it’s easy? Or, can you switch to measuring the things customers value the most and that are aligned to delivering on the strategy? Why measure advocacy rates to three decimal places when the strategic vision is, for example, all about making things more convenient and friendly? Why not plan to measure and report on those things aswell/instead? Is it a convenient time to shake off the obsession with the numbers and get the leadership team to focus instead on the qualitative drivers.

It might also be the time to address the persistent “what’s the ROI of customer experience?” question. Engage the boffins to see if they can calculate the correlation between better experiences, higher lifetime values and commercial performance indicators.

Personal development

Keeping match fit in terms of thinking and planning is essential right now. We need to hit the ground running when we come out of this or put ourselves in a prime position to secure a new role.

Look at what other companies are doing to stay engaged with their customers and learn from the good and the mistakes. There are plenty of resources, podcasts and discussion forums such as those from Ian Golding, Jeanne Bliss and the CXPA. And of course, CX competency coaching and for the CCXP exam is still available remotely if you’re looking for a professional qualification.

As CX professionals it’s essential we have a commercial leaning in our conversations and actions. So snuggle up to your Financial or Commercial team to see what their challenges are, how the business makes its money and what language they use. Share a virtual cup of coffee with a Programme Manager to see how best to get the customers’ perspectives into decision-making. Spend time with the analysts to understand how they turn data into insight so you’re better positioned to challenge their thinking and pre-empt questions you may get from the Board.

Stakeholder management

In a similar vein to the personal development, get in touch with the leaders of your organisation, colleagues in other functions or third-party partners you’ve always meant to engage with but always had an excuse not to.

Understand their role and challenges. Help them understand the value of having a focus on Customer Experience. Invite them to be part of your workshops and updates and welcome them into gang of internal CX champions.  Nurturing those relationships now will pay dividends in the weeks and months to come when initiating the connections may be harder to do.

Journey Mapping

If you’ve not done any journey mapping before it’s an insightful eye-opener and story-finder.  It can still be done remotely. It may lack the immersive nature of onsite workshops and ethnographic studies but the output will be better than doing nothing. It’s a great way for people across the business and partners to come together and learn more about their own organisation. Make sure that once you’ve looked at things from a customer persona’s perspective, you have the clarity of direction and governance to prioritise what should be done next.

If you’ve already carried out journey mapping, now is maybe the time to look at those micro-journeys or other personas. For example, an airport might look at what it’s like for a family to arrive at 3am in the pouring rain, what happens when bags are lost or flights are diverted. A housing association or local council might review the journey of someone who’s reported a faulty door lock. Or a SaaS company may map the journey of its own Customer Success managers.

CX Maturity Assessment

This takes a real step back from the day-to-day business to contemplate your customer centricity. Seek views from colleagues on whether they know what the CX vision is and whether they’re clear about the role they can play. If there’s not a CX vision then prepare one as part of the CX Strategy – how good do you want to be and how committed are you? What does that look like on a day-to-day basis? What will you always do and never do?

Is the brand promise to “put customers at the heart of everything we do” just convenient rhetoric we have no intention of, or ability to, deliver on?

It’s also worth reviewing your internal governance, the beating heart of your CX programme. Were the right people involved and did it have a strong mandate? Was it working effectively and cross-functionally in prioritising and assigning actions? Was it good at finding practical ways of sharing stories throughout the organisation and bringing it all to life internally? What leaderships behaviours were present or absent in supporting the customer-led goals?

Future planning

There’s clearly a crisis to get through first and it may seem a little odd to plan for a new normal when we’ve no idea quite what that will look like.

Nonetheless, history teaches us that we will recover and will be back up and running at some point. When that time comes, we don’t want to sit there looking at our competitors with envy and wishing we’d thought of that, wishing we’d made better use of our time. What can we do in future that is right for us and our customers? How can we change things and innovate in a way that means our competitors will be looking to us with envy?

The commercial reality is that the companies who stand the best chance of survival are not just the ones who are financially, strategically and operationally well-managed. They also have loyal customers and emotionally-engaging relationships. They empathise with how they fit into their customers’ lives and give customers no reason to go anywhere else.

There’s nothing to say something like the virus won’t hit again and there is no shortage of evidence to show the positive commercial impact of better customer experiences. So when the dust settles, organisations will look to have absolute clarity of direction and to strengthen the customer experience as a way protect themselves against any future such events. The Zappos mindset – “We’re in the people business, we just happen to sell shoes” is one that many more organisations will need to replicate in times to come.

 

It is not an exhaustive list but I hope it helps is some small way. Please add your thoughts about what else are you doing or plan to do between now and when things return to some kind of normality.

But as I said at the start, I’m very aware that many friends and colleagues are losing their jobs or changes at work mean much of this may be academic. My thoughts go out to you. We will get through it. I know that when we have to dig deep it’s surprising how deep we can go. In the coming days and weeks there will be opportunities to regroup, reset and reboot.

The global community of CX professionals is fantastic at sharing and caring and it’s great to know they are out there. In that spirit, if I can be a sounding board for any questions around customer experience do let me know – message me on LinkedIn or email [email protected]

 

Customer Journey Mapping – a fun day with sticky notes or a strategic and cultural catalyst?

Done effectively, mapping the customer journey of today’s experience generates an invaluable list of tactical improvements. Unfortunately, it’s also often the limit of what organisations think customer journey mapping can do for them. There is, however, so much more value to be found.

For example, one of the many benefits is that cross-functional teams work together, sometimes for the first time, focused on one thing that unites them – customers.

They learn about their own business and forge new relationships with colleagues. They see ‘obvious’ things they witness or walk past several times every day.

From years of doing this type of work my advice, for what it’s worth, is simple: make time to explore why things are like they are because it surfaces issues that are more strategic and culture in nature.

Those conversations need to be had but are often drowned out in the noise of our daily work.airport passenger experience journey mapping

But armed with evidence of actions, behaviours and (the sometimes unintended) consequences of decision making, we can hold the leadership team to account. We can invite the CEO in to our sessions, look them in the eye and ask if the company is really committed to delivering the vision and values.

Because if it is, the customer journey mapping shines a spotlight on what needs to change if they are serious about it. The priorities for the overall Customer Experience and Employee Engagement programmes then also, crucially, take shape.

Or, when there’s an excuse for everything that won’t get fixed, it’ll become obvious that saying “We put customers first” is just convenient, platitudinous rhetoric.

Journey mapping – don’t let it be just about having a fun day with sticky notes. Done properly, it’s a compelling tool for customer-led change and a stronger business.

If you’ve not done it before, give it a go. See what your customers see. Talk about how it compares to your vision. See where those conversations take you.

If you have done it before, what did you get out of it – and how? It’s always good to share and learn!

 

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Jerry Angrave is Customer & Passenger Experience Director at Empathyce, a CX consulting and coaching company. Jerry works with airports and travel groups as well as in others sectors such as financial services, professional services, utilities and housing associations across Europe and in the Middle East to build strategic and effective Customer Experience programmes. 

Jerry is also a Certified Customer Experience Professional and trains others for the accreditation.

[email protected]    +44 (0) 7917 718 072

 

 

Making the hidden disability experience visible

How good would it be if this sunflower icon, to help identify people with a hidden disability, was as recognisable everywhere for what it is as the white stick that tells us someone has impaired sight?

It’s brilliant to see Liverpool John Lennon Airport adopt the sunflower and lanyard, the latest in a growing list of organisations, especially in the aviation and travel sectors. To be clear, it’s not about queue jumping or special privileges. The sunflower helps employees identify those who have a hidden disability so they can provide pre-emptive and relevant support in their built environment.

Speaking as a parent of someone with a learning disability, they really make a difference. To know that employees understand you might be just a hair-trigger away from a major meltdown, and the consequences that brings, is incredibly reassuring.

But airports, airlines, rail companies and supermarkets are just the tip of the iceberg.

I’d love to see a day when we’re just walking down the street, in the park or in a shop and the sunflower sends a recognisable yet subtle signal to anyone nearby that there’s a perfectly good reason not to jump to conclusions about the behaviour they see.

I tie a lanyard to my son’s scooter in the hope that, one day, people coming the other way will see it and so diffuse any awkward or unpredictable situation. A quick glance at Charlie may not reveal any signs of what lies beneath. But there are times when his social skills are not typical. I don’t blame employees or other members of the public for judging but it’s not great to know they are wondering “Are they stoned?”, “Are they a threat?”, “Has he got no control over that lad?” or – if they take advantage of support available – “Oh, the cheek of it”.

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So on behalf of people – and the family or carers with them – who might find interacting with the environment your organisation has created a challenge, a small plea: if you have customers visiting you, how might you provide sunflower icon on lanyards or wristbands? Or, at least, train your staff to recognise them for what they are if they appear at your place?

Other symbols and devices are available but there is also an argument for just one to become ubiquitous, to help your customers whether they’re on your site or on their home turf.

The wider its use, the more recognisable it becomes in Society and the better that must be for everyone.

A low-cost, simple design that can make a huge difference.  And for those whose leadership team still needs a business case beyond being the right thing to do, the commercial benefits are there too. If you make the experience easier, calmer and more empathetic for a customer why wouldn’t they want to keep coming back, spending their money with you and telling everyone else to do the same? Get it right for people with a disability and chances are, you’ll get it right for everyone – and your balance sheet too.

Finally, once again, huge credit and thanks to the brilliant, passionate people who are creating real momentum around these issues especially in the aviation world – people like Maria Cook, Geraldine Lundy, Samantha Saunders, Roberto Castiglioni, Chris Wood, Graham Rice, Cathy Nyfors, Eric Lipp, Bonnie Haye, Linda Ristagno, James Freemantle and many more.

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

I’m Jerry Angrave and I help people in organisations create better and more commercially-minded customer experiences. I’m a CCXP (Certified Customer Experience Professional), a CX consultant and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation.

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

Thank you,

Jerry 

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

Where to start customer journey mapping

Ok, so we like the idea of it. We’re planning a programme of workshops and we’re thinking about how the outputs will plug into everything else the business is doing. But, just where do we start with customer journey mapping? Which experiences should we focus on first?

After all, there are so many to chose from: do we pick the ones we’re most familiar with? The ones that generate the most complaints? Or the ones that will give us the greatest value? We can’t do them all at the same time so we need to prioritise; in other words, decide “who” is doing “what”.

Start your customer journey mapping

Customer Journey Mapping – a powerful tool but only if it’s strategic, efficient and influential

 

The persona/journey combination you choose will depend on a raft of considerations. That will include your business goals and the maturity of your existing CX culture but taking time now to find clarity will pay huge dividends in the future.

Customer journey mapping must be done in a strategic context, not in a vacuum or rushed. It must be effective in its methodology and its output must drive change. If it fails in any of those things, we’ll have a fun and engaging, but ultimately wasted, time in our workshops. And if that happens, not surprisingly, everyone will drift back to their day-job and next time we mention ‘Customer Experience’, eyes will roll sceptically. We’re also not looking at creating a process map here; rather, it’s about what it’s like to be on the receiving end of your processes.

Get it right though and you can share compelling stories that reshape the corporate mindset and behaviours. Your people learn more about their role in the business, you build a narrative around what it’s like to be a customer and you create that all-important internal momentum and excitement. You’ll prioritise your interventions with greater confidence, know where to take out unnecessary costs and know how to focus on creating innovative improvements.

Customer journey mapping is a powerful tool. But, back to basics. To get it right, we need to be clear about whose story will the journeys tell.

Deciding that can be easier said than done. Think, “Who, what, where, when and why?”. Just by taking the number of customer, employee and stakeholder personas, factored by the reasons they each might interact, the ways they interact and the products or services they’re engaging with and, at best, the permutations can run into the hundreds.

The first journeys you choose will depend on your own circumstances. It may already be clear but if not, here are a few considerations to help focus on what works for you:

You know instinctively – the one(s) you’ve been thinking about as you read this; the proverbial ‘burning platform’. Where is the investment in your brand promise being undermined? What is the issue everyone talks about or worse, the one everyone just dismisses as a barrier “because it’s always been that way”. If you could map only one journey, what would it be?

Which customers do you want more of? – use the insights from your data to identify which customers or partners are most valuable to you. Where does your revenue come from? The most profitable? The most likely to be active advocates? Work backwards from there, understand what they value and what the nature of their journey with you is.

High profile or political issues – it may not be a customer’s most significant journey but there’s an internal imperative for getting this one right. While the platform might not be burning as such, you know beneath the surface it’s smouldering and could ignite at any time. Showing the customers’ perspectives will help nudge everyone into action sooner than later, reducing the associated risk and snuffing out any complacency.

Be guided by your purpose, ambitions and CX Strategy – your values, strategic intent and corporate objectives will direct you to where your priorities are. How does today’s journey compare with what it should, ideally, be? Where are the gaps between today and how good you want to be? For example, if you set out to be “Earth’s most customer-friendly business”, you might look for the journeys where customers have the greatest interaction with your people.

Complaints, customer feedback and operational metrics – an obvious consideration, but your data analytics and qualitative feedback will be a good signal of where to focus effort. However, we know most unhappy customers don’t complain so don’t ignore the journeys where there may be less obvious signs of frustration. You might (should) also consider mapping the journey of when a customer complains or goes to the effort of giving you feedback.

Look beyond typical customers – thankfully we’re not all the same but processes tend to assume we are. For example, people with a disability and their families need to interact with the environment you create; I’ve often seen that if we get things right for people with a physical or cognitive disability we get right for everyone else too. And how do you deal with customers who are apoplectic with rage? They might be spitting blood because of the downward spiral created by your processes’ lack of any empathy rather than because they are simply nasty people who deserve to be ignored.

Not just customers – employees, partners, third-parties and stakeholders will all benefit from having their journey mapped. For example, it might be you can map a Customer Success Manager’s experience of getting a new client up and running. Or map what it’s like to go through your recruitment process to joining on day 1. If your employer brand talks about being a ‘meritocracy’ or simply a funky place to work, mapping out the journeys gives you plenty of evidence and stories to showcase your promise. If you outsource part of your branded experience, how easy is it for them to deliver the experience you want?

Be realistic about the scope – your customers’ journeys rarely begin at their first contact with you and most likely will continue well after their last. This is about how you fit into their lives, not the other way around. Keep it focused on understanding their experiences, not auditing your process maps. Often, today’s journey begins at the end of their last journey with you; a passenger turning up for a flight may still be seething about the lack of information from their delay last month or still has anxiety caused by an emergency landing the previous time. Can you show empathy there?

Still not sure? – get your team together and jot down the typical interactions a customer has with you over the life of your relationship with them. Organise them by themes and in chronological order. Some may last months or years; others may take minutes or seconds. But make a list and begin to pick them off one by one. If you do nothing else in the name of customer experience, do some customer journey mapping and see where it takes you.

 

Although we’re at the start of your journey mapping it’s also worth thinking about what happens afterwards; a journey should have a destination after all. So, some final thoughts:

  • Accept that you will need to build a programme of customer and employee/partner journeys to map over time; it’s not an overnight fix
  • What governance framework will you pour your outputs into? How will you keep the momentum going, communicate internally and avoid the maps gathering dust?
  • When and how will you get the journeys validated by customers? Until then, the maps will still remain an internal view of the world.
  • How will you use journey mapping as a stimulus for innovation using Design Thinking or ethnographic techniques?

Journey mapping is well worth the time and effort. It can be fun and creates ready-made cross functional teams of customer supporters. But, it does need careful planning if it is to support your strategic priorities, if it is going to be effective in its questioning and if it is going to influence what actions you take next.

 

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

I’m Jerry Angrave and I help people in organisations create better and more commercially-minded customer experiences. I’m a CCXP (Certified Customer Experience Professional), a CX consultant and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation.

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

Thank you,

Jerry 

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

When the sales experience falls into, rather than bridges, the gap

Depending on your definition of a customer, their experience starts well before they actually buy anything.

It might be what they’ve heard from others or what they’ve seen in the news. But if the brand comes knocking on their door that first impression is also a critical experience. Many get it right because it’s based on a real empathy with those they are trying to engage with.

However, it’s not always the case. Absent a clear customer experience strategy, what we think do as a business often looks very different when looked at from the customers’ perspectives.

 

For example, if any CEO is wondering why their Sales teams are not getting better results, maybe a quick look at how their initial engagement makes yet-to-be customers feel will give some big clues.

The quotes below are all real examples I’ve had in my inbox just this last week. There are others and I’m sure you’ll have your own ‘favourites’.

They are not trying to sell me something I don’t want. In fact, I could be interested. Just not with them. If I was ever asked for feedback about the Sales experience (a rare thing indeed), it might go along these lines:

  • Putting “Our 9am meeting” in the subject heading doesn’t spur me into replying out of panic.  Sorry to burst your bubble Sales folk, but changing it to “Our 10am meeting” in the follow-up really doesn’t make any difference either.
  • Saying “I’ve tried to reach you” is just lying – technology is quite good these days so I know if you’ve tried to get in touch as often as you claim. And when your colleagues use the same line every week, several times a week, it becomes very transparent.
  • Gasping “I can’t believe you’ve not signed up yet” and “I’d hate for you to miss out” is at best patronising and lacks any sincerity.
  • What’s more, should I be interested a reply to the email will go into a generic mailbox, not to the person who is (presumably) trying to create a relationship. It just shouts even louder about how you really don’t care if I get back in touch or not.

Does somebody seriously believe this type of approach is going to create an experience I want to repeat, share and pay a premium for? If these companies had any genuine interest in what I do and how they might help me achieve success, they’d look at their Sales activity as a meaningful experience not a bullying, volume-led, can’t-really-give-a-**** transaction.

I often come across businesses who fear the Sales team always over-promise because of the way they are rewarded. They then disappear off the face of the planet while everyone else tries to rally-round, clearing up the mess to deliver something close to an unrealistic promise.

On the flip-side, maybe the Sales team is frustrated that everyone else can’t keep up. Maybe they’re just doing what they’ve been told is best. But to create a first impression experience that is confrontational, misleading and deceitful creates no trust, no relationship. No commission.

They say the experience on the outside reflects the culture inside and they’re right. In the middle of a busy day, to be on the receiving end of these type of messages says heaps about what it must be like to work there. No clear strategy, just a numbers game where some very talented people will be wilting under the stress.

Intended or not, what they are saying to me is that it’s clear their focus is just on revenue, not on me as a potential customer. They don’t care if I buy or not, there are plenty more fishes in the sea. Friend and colleague Ian Golding wrote about a similar mindset very recently in this blog.

These companies are not some anonymous outfit in a far-off land that’s acquired an email list; often they are large, global businesses who should know what they are doing. These companies will make some money for sure but that short-term approach breeds complacency and stores up problems for down the line.

If they applied a dose of customer experience thinking they could, however, make a whole lot more money. If only they didn’t push their potential customers away before they’ve even got close.

 

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Thank you for reading the blog, I hope you enjoyed it and 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), a CX consultant and am one of a handful of people globally who are authorised by the CXPA to train CX professionals for its accreditation.

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

Ten hidden benefits of customer journey mapping

The benefits of customer journey mapping are well documented; it’s an incredibly valuable exercise that gives the business a shared understanding of what it’s like to be a customer. And, therefore, a clear picture of what should be celebrated, what should be done differently and why.

Journey mapping is a means to an end. It’s not, as some people see it, about having a pointless happy-clappy day with Post-it notes and Sharpie pens.

Done effectively and on an ongoing basis, what customer journey mapping tells you can be one of the most effective strategic and economic tools a business has in its armoury. But not everyone sees it that way and as CX professionals we often need to help sceptical stakeholders ‘get it’.

So, for what it’s worth and to help anyone trying to convince a non-believer to begin mapping customer journeys, I’ve put together a list of some of the additional pleasant surprises – sorry, “commercial benefits” – journey mapping delivers.

 

1 Catalyst. It’s a great place to start.

Companies often struggle to get momentum behind a fledgling customer experience programme. If you do nothing else in the name of customer experience, map a customer journey and see where it takes you.

The beauty of journey mapping is that it’s easy to do and even just a couple of hours or a day’s workshop can set things on the right path.

It will challenge dangerously complacent beliefs that there is no burning platform. And even if it becomes apparent that today’s customer experience isn’t inherently broken it will provide plenty of ideas for how to keep up with expectations in future.

 

2 Engagement. Hey presto, you’ve created a CX focused, cross-functional team.

At a recent workshop I facilitated, one participant stopped in her tracks when telling her persona’s story to the group. She observed that this was the first time that organisation had brought everyone together who had some involvement across the entire journey. Pennies dropped, dots were joined and new relationships created there and then.

They’ve stayed together as a group ever since and have created mini-task forces for other journeys.

Involvement in these types of workshops creates excitement but also an expectation that things will change. That has to be managed carefully but what you do have now is an army of internal CX champions who will help spread the word.

 

3 Value. The outputs have all sorts of uses, just make sure they’re not filed away.

The biggest risk to journey mapping is that once the journeys are mapped, the persona stories are told and the findings are documented, they get filed away and never see the light of day.

Make it a living beast so it never fades away. Put the journey on a wall or on the intranet so it’s visible to everyone. It’s a great opportunity to get thoughts from other employees who can to wander past and add their thoughts over a cup of coffee. Keep it alive, use it to generate interest and action.

It prompts all sorts of conversations about the issues and opportunities. And it’s also a great visual to show new employees what their customers experience too.

 

4 Simplicity. As they say, simplicity is a very sharp knife.

It doesn’t have to be complex to be value-creating. As with many things in life it’s easy to over-engineer. Journey mapping does need to work hard to be from a customer’s perspective but often the simpler the structure and framework the better.

One client told me they were keen to do some mapping but couldn’t take the team out for a whole day. Instead, they took a bit of time in a team meeting; better than nothing. The format was quick but follows the same approach as a full workshop; sketch out what the customer is trying to do and why, then across the stages, look at what they are thinking, doing and feeling.

Then ask what you measure; do you know how well you do the most important things?

Review what you’ve written down and agree some actions. First journey map, done.

 

5 Themes. Over time, helpfully, common issues rise up to the surface.

Journey maps should never be reviewed in isolation. Whether you run one journey from the perspective of several personas or you look at multiple journeys, it’s very likely you’ll find common threads emerging.

So, while one specific issue raised may not be critical to that journey itself, we should take notice when that same issue appears in other journeys for other customers, employees or third parties.

A quick example from a mapping programme I ran late last year. Although they weren’t cited as major challenges in their individual workshops, it became apparent in every one of a dozen or so sessions that three themes stood out; there was a lack of understanding about what the brand stood for, employees desperately wanted/needed a good CRM system and there was a genuine concern about a lack of consistency in delivering the experience across all touchpoints.

 

6 Education. For me, the biggest benefits in mapping customer journeys is often the conversations happening between colleagues during a journey mapping session.

It’s common to hear things like “Oh, I didn’t know that’s what you did”, “Does anyone know what happens if…?” and “If you can get that information across to me in a different format I’d be able to do my bit for the customer better”.

Because we have people from all steps of the customer journey in the room, those conversations can happen and are invaluable. They might not be the conversations you want in front of customers, which is why I’d always advocate bringing them in to the process once you have your initial draft journey. Which brings me to the next point.

 

7 Connection. As if you needed one, it’s a great excuse to connect with customers.

The good news is that you now have a journey map. The better news is that it needs validation by customers to have any credibility.

So once you’ve had those awkward educational, internal conversations you can invite customers to give their views. Even if they end up not participating, the act of asking their opinion goes a long way.

 

8 Outliers. Small sample sizes should always be treated with a big degree of caution.

However, journey mapping can unearth some behavioural outliers that are worth noting and following up on.

I recently ran an employee experience mapping session where one of the personas was that of someone getting promoted. In the “What are they thinking?” section, a comment was made that they hoped their previous peers would now “fear me”. The sticky note was written and put up on the wall. No-one challenged it despite many internal communications extolling the values of ‘our family’ and ‘camaraderie’.

Likewise, one comment from a senior executive who said they – a company who claimed to give “exceptional client experiences” – would only ask clients for feedback if the client can be billed for the time.

Such anecdotes might be limited to one or two people. They’re easy to brush aside, but if there’s a latent attitude problem – especially if that’s coming from the leaders of the business – it’s better to find out and address it.

 

9 Focus. The whole point of journey mapping is to generate ideas and be confident in what you do next.

That said, the workshops will give you tens if not hundreds of suggestions. It’s a nice problem to have but can also feel overwhelming. Where now?

Part of the solution is right there on the day in the journey mapping workshop; your colleagues. Make the most of the opportunity and ask them to vote on the issues that they think are the most important.

You might have a thousand sticky notes, but voting will give you an instant proxy for where the top issues lie and which warrant further investigation.

One word of caution though. Be prepared that when you validate the journey with your customers, they may highlight different priorities. Far from being frustrating, treat it like gold-dust. Without going through that process you wouldn’t know what’s important to them. You’d have everyone doing lots of stuff, just not necessarily the right stuff.

 

10 Fun. Seriously, have some fun.

One of the best benefits of customer journey mapping is that it’s simply a great way to bring people in your business together. It’s far from being a dry exercise and is, unintentionally, often a great way to foster employee engagement.

They’re on their feet adding value, not being talked at. They’re being asked for their opinions, to role-play personas and to think creatively. They’re asked to think about different scenarios and “What if…?” ideas.

It might stretch a few people who haven’t totally bought in to why they are there. Look at journey mapping workshops as you would a customer experience though. You want them to come away engaged and enthused, telling everyone else about it.

So if they get distracted, go off on wild tangents and have a laugh they’ll share the stories.

Before you know it, you’ll be everyone’s best friend and more and more people will want to get involved in helping you making your business customer-centric.

 

If you set out to convince a sceptical stakeholder to do one activity that increases employee engagement, deepens customer empathy and prioritises finite resources all at the same time, you’d really have to go a long way to beat journey mapping.

I hope that gives some food for thought but I’m sure you’ll have other benefits of customer journey mapping too – let me know!

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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

Using journey mapping to understand and measure employee engagement

This post first appeared as a guest blog of Rant & Rave on using customer journey mapping methods to create employer brands and a great employee experience

Fewer than half of employees would recommend their employer to a friend according to Glassdoor. Would you? Have you? Allegis found that 69% would not take a job with a company if they had a bad reputation – even if they were unemployed!training journey mapping customer experience

The employee journey has many parallels with the customer journey and tolerance of a poor experience is lower. Businesses need to know that their reputation is now shared more widely than ever before. Expectations of how a company will drive our own personal agenda are high and, should they fall short, the ability find out about a better alternative and change is much easier now than in the past.

So if you’re looking to create an “employer brand”, one where top talent shouts “I want to work for them!”, there is good news and bad news. The good news is that whether it’s intentional or not, if you have employees you already have an employer brand. The bad news is it may not be the one you want.

The first step is to know what that is today, be clear about what you want it to be in future and get creative about closing any gaps.

This must be done in the context of your company’s purpose. Why do you do what you do? (beyond making money), what do you do that no other brand does? What makes you excited about working there?

Thankfully, journey mapping can help define what a ‘great place to work’ looks like.

It’s a valuable tool that gives us an understanding of what it’s like to be a customer and it helps organise the thinking and prioritise activity. It shows how well the brand promise is being kept, or not, and it brings people together from different functions to see the impact of their combined efforts.

I see many organisations map their customers’ journey successfully and reap the benefits of doing so. Far fewer, however, apply the methodology to their people, resulting in a missed opportunity.

The perception of your brand, and of your employee’s engagement with it, will vary depending on what stage they are at. A graduate looking across the sector for reasons to work for you will see things differently to a new hire going through the recruitment process, versus an employee who’s been in their job for 10 years or a high level employee who’s just been promoted into a director’s role.

Understanding the importance of employee engagement is one thing but knowing how to go about it is another. This is why journey mapping is effective, it helps to create empathy and understand around how they might be feeling, the challenges they face, or how they will change depending on the employee and how big the gap is.

 

A familiar methodology

The methodology for mapping an employee’s journey broadly follows the same structure as mapping customers’ experiences:

  1. Define the journey Be very clear about the journey they’re on. You may have a particular experience in mind such as the recruitment process, the first 30 days or going through a restructure. To help you find that starting point, you may want to map all of the events across the entire journey from brand awareness, performance reviews and ‘a typical day’ to promotion, exit and retirement. Then you can choose which one(s) you want to drill down into to become a journey in its own right.
  2. Who are they? Whose perspective do you want to map the experience from? Employee personas will be much the same as for consumers – who are they, what are their goals for that journey and why, what are their pain points?
  3. Map the journey Set out the stages, and for each one look at what they do, think and feel. What do they hope for, wish you would do, or provide? Are they motivated more by flexibility and support than money? How can work fit around their lives better? Capture the internal issues you have as a business that help or get in the way.
  4. Metrics What data or information do you have access to that shows how well you’re doing the important things?
  5. Validate Sense-check the journey and conclusions with other employees and overlay other relevant feedback you’ve captured elsewhere.
  6. Do something Take action. Agree the priority areas that need focus and who’s going to do it then keep people updated on progress.

One simple exercise to help prioritise your next steps is to plot out everything your employees have said, identifying the most important against an axis of ‘how well do you do them?’. Assuming you have collected this data, figure 1 below shows an example.

 

employee experience and journey mapping

 

 

 

 

 

 

 

 

 

 

 

 

Fig1: Plotting out the areas that employees view as important -vs- how well you do them

  • If you have an issue in the top right quadrant, where it’s important to employees and you do it well, make sure you protect it and share the stories.
  • If there’s an issue bottom right, where you do things well but employees don’t much care for it, either explain where the value is and why it must be done that way or consider if you are wasting resources on it.
  • Bottom left, where it’s not important and not done well, ask why you do it at all.
  • The key area is top left – if there are things your people say are significant but you’re not meeting their expectations, that’s a key area to start.

When running journey mapping workshops you should also consider:

  1. Be aware of the possibility of opening a cans of worms, which in a way is what you want but make it clear that none of the comments need be attributable to an individual. Remember that any suspicion that confidentiality is not protected will suffocate the quality of insight.
  2. Make the session fun but keep reminding people of the need to stay in character and role-play the personas. Help them to avoid drifting back to their subjective selves.
  3. Ensure you invite people from similar levels across the business. It may mean doing several workshops but, depending on the culture, having your boss in the workshop is one thing; having their line-manager too (or beyond) can be intimidating. People either say nothing or say what they think others want to hear.

During the mapping activity, your line of questioning should be aimed at identifying what they care about most. These are good discussion topics for team meetings too. For example:

  • How do potential employees find out what it’s like to work for you?
  • What makes you distinctive as an employer and how are you communicating that message?
  • What are your employees saying in terms of what you’re getting right? What do they find most frustrating?
  • What would employees never say? (positive or negative)
  • How many of your employees engage with your social media activity, have ‘liked’ your Facebook page or follow your LinkedIn page?
  • Why don’t more of your employees share their views? (for example Glassdoor)
  • What perceptions do your employees have in terms of how their customers think about them?
  • If employees were given a branded t-shirt or jacket to wear in town at the weekend, would they be proud enough to do so?

Brands want their employees to be true brand advocates; telecoms giant O2 talks in this video about their challenges and how they rewarded employees for being brand ambassadors.

Measuring employee advocacy can actually be straight forward. If one of your employee value propositions is that you are ‘innovative’, ask them exactly that, to what degree do they think you are innovative? Make sure you link your questions directly back to the values.

The NPS approach is also commonly used as a form of measurement: “On a scale of 0-10, how likely are you to recommend this company as a place to work?”. Brands can explore what employees are scoring them and dive into the relationship further; those who are promoters perform one set of behaviours, whereas passives and detractors tend to display a different set of actions.

 

Journey mapping unveils the real culture

Brands need to ensure they’re not just paying lip service, putting up posters around the office that speak to being ‘a ‘great place to work’ is not a solution or way to drive engagement. The impact of what your ‘leaders’ do and say cannot be underestimated, their actions build evidence for employees of what the company culture is really like.

During a journey mapping session I facilitated, a leader of a professional services firm said defiantly that he would not make time to go out and talk to his clients to understand them better unless he could bill the client for that time.

This was also a business with stated values of giving exceptional and distinctive client experiences. You can imagine the deflated feeling in the room this then created. Worse still, the good talent will recognise this and potentially move to a competitor who is delivering the promised experience.

Some time ago, I was consulted on the customer experience of a utility company’s contact centre. Their leadership team was satisfied with the apparent high-levels of engagement reported by their internal survey. However, the reality couldn’t have been more different, their people were totally disengaged because they had to compensate for the persistent problems that management wouldn’t address.

Employees would type out feedback rather than leave it on a post-it note because they feared their handwriting would be recognised. They would rather tell friends they were unemployed than say who they worked for and they only ticked the “I’m highly engaged” box in the survey because they believed it was a prerequisite to getting a bonus.

 

Beneficial journey mapping outputs

Complacency can be real damaging force. Business leaders may say: “We’re doing well, we’re making a profit, customers are satisfied and we have talented people who know what they’re doing. Why change anything?”.

Journey mapping will however help you surface what to change and why, the activity itself isn’t the end-game but far from it. It’s a means to an end where it gives a business the evidence as to why it should do things differently.

These insights will generate engaging stories to showcase your employer brand, take these examples from L’Oreal, Zappos and Cathay Pacific. Other leading brands such as Homeserve actively encourage their employees to leave reviews online, using metrics such as their Glassdoor score as a key performance indicator.

There are real commercial benefits too, TemkinGroup helped quantify those last year in a research study that looked at the difference between genuinely engaged and disengaged employees:

87% of engaged employees will recommend your products and services to someone who might need them, versus 21% of disengaged employees.

82% of engaged employees would do something good for the company even if it was not expected, versus 19% of disengaged employees.

60% of engaged employees will make a recommendation about an improvement, versus 15% of disengaged employees.

 

Journey mapping the employee experience creates clear tangible benefits. A brand that does what it promises, attracts better talent and drives retention, this is something that doesn’t rely on paying top salaries. Employees are then empowered to give the best customer experience possible and proud to tell friends that they work for a great company.

For your employees, customers and the bottom line, this truly is the best news you can hear.

———————

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

 

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!).

———————

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

 

 

Lessons in how to embed Customer Experience

At the recent CXPA networking event in London hosted by Pen CX, the world of the CX professional was thrown into the spotlight. I wanted to share thoughts from two of the presenters, who reminded us of some of the practical yet vitally important things we need to do to bring about the right change.

First, Ali Lawrie, Head of Customer Experience at Akzo Nobel, owners of the Dulux paint brand among others. Ali talked about the challenges of bringing the customer agenda to the fore in a B2B organisation which, understandably, has had a keen focus on technical product development and the sales supply chain.

A lesson she’d learned early on was to not underestimate the time it takes to win stakeholders round where they have their own priorities. Perseverance and resilience are essential qualities of the CX practitioner.

It’s time well-spent though and an investment that pays dividends. Getting the attention was also helped in no small part by demonstrating the reality of today’s experience using customer verbatims.

To see a metric that says customers are waiting three minutes for a call to be answered may not be a catalyst for instant transformation.  But hearing the direct impact on the customer, who might be an architect about to see a key client or a hospital property manager reaching out for some quick advice, expressed in their words with the emotion that goes with it, is infinitely more powerful.

Furthermore, it can show how a company’s brand and advertising is potentially being wasted because the experience does not deliver the promise of (a variant of) “We put customers first”. It’s a valuable and necessary conversation to have with the Marketing team.

Journey mapping provided many of the insights for Ali and those exercises also created six key stages of the experience, each now represented by an icon. Bringing to life the customer experience is at the heart of an effective CX programme and so the more visible it is the better. Sharing the icons and explaining the stages now references any activity to a specific part of the journey, has helped engage and involve colleagues and makes communications clearer.

Empathyce

Your CX momentum will take off, eventually

Creating a stronger business by using Customer Experience thinking will not happen without complete engagement right across the business. To engage not just those who are customer-facing but also those who are back-office or in management roles is a big stretch for many fledgling CX teams,.

So Ali’s advice is to spread the message and create movement from within through the extended use of CX champions – finding people from all parts of the business who take an interest, want to be part of the movement and see it as a good development opportunity. They will be the eyes and ears of CX inside and across the proverbial silos.

Mike Bellis of Pen CX and formerly of Pfizer, then reflected on how he changed his approach to win people round. “I started by highlighting issues that were affecting customers and trying to get them fixed, but this was seen as creating new problems within the organisation rather than trying to fix those which were perceived to be there already”.

As this approach wasn’t developing very much engagement, Mike quickly changed tack. The new approach was to understand internal stakeholders’ issues first and then show how a focus on Customer Experience could help overcome them. Before long he was everyone’s best friend. The momentum grew as colleagues from around the globe came knocking on his door for his methodologies and thinking.

 

Anyone who works as a CX professional will know how hard these things are to do. It’s therefore reassuring to hear that with persistence they can still make a difference.

As Mike Bellis summarised, “In principle, Customer Experience is simple. It doesn’t mean it’s easy though”.

Thanks to Ali and Mike, also to Neil Sharp of Pen CX for organising and hosting the event.

If you’ve any thoughts on what can be done at a practical level to help a business become more customer-centric, please share them!

———————

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