It’s “good news, bad news” time for measuring customer experience. The good news is that some people have found really quick and easy ways to increase customer scores. The bad news is that those creative solutions can be catastrophic for the business and ultimately the people themselves.
We’ll look at the reasons why it happens and the consequences in a moment. Firstly though, I suspect we’re all agreed that for any organisation to improve it needs to measure the things that matter, not what is convenient. They will use a combination of quantitative and qualitative feedback from customers and employees to influence the right change and investment decisions.
However, the pressure for better and better metrics can easily lead to gaming of the customer experience scores and measurement system. The following examples are ones I’ve genuinely come across in recent times. I share them with you to illustrate what can happen and to hopefully prompt a sense-check that it’s not happening in your business.
- Misleading respondents: Net Promoter Score and others like it have their place. Each method has its own critical nuances that require a severe ‘handle with care’ advisory. So what certainly doesn’t help is where those carrying out the surveys have been told to, or are allowed to, manipulate the scoring system. In other words, when asking for an NPS (recommendation) number they tell the customer that “A score of 0-6 means the service was appalling, 7 or 8 is bad to mediocre and 9 or 10 is good”. And hey presto, higher NPS.
- Cajoling: I’ve also listened-in to research agencies saying to customers “Are you sure it’s only an eight, do you mean a nine? There’s hardly any difference anyway”. Maybe not to the customer there’s not but it’s very significant in the final calculation of the score. Or, in response to a customer who is trying to make up their mind, “You said it was good so would that be ten maybe, or how about settle for nine?”. More good scores on their way.
- Incentivising customers: the Board of a franchised operation couldn’t understand why its customer scores were fantastic but it’s revenue was falling off a cliff. It turned out that if a customer wanted to give anything other than a top score in the survey they were offered a 20% discount next time they came in-store in return for upgrading their score to a 9 or 10. Not only that, but the customers got wise to it and demanded discounts (in return for a top score) every other time in future too as they “know how the system works”.
- Responses not anonymised: too often, the quest for customer feedback gets hijacked by an opportunity to collect customer details and data. I’ve seen branch managers stand over customers while they fill in response forms. Receipts from a cafe or restaurant invite you to leave feedback using a unique reference number that customers understandably think could link their response to the card details and therefore them. Employee surveys that purport to be anonymous but then ask for sex, age, length of service, role – all things that make it easy to pinpoint a respondent especially in a small team. So it’s not surprising that that unless there is been a cataclysmic failure, reponses will be unconfrontational, generically pleasant and of absolutely no use at all.
- Slamming the loop shut: Not just closing it. It’s the extension of responses not being anonymous. Where they are happy to share their details and to be contacted, following up good or bad feedback is a brilliant way to engage customers and employees. But I’ve also seen complaints from customers saying the branch manager or contact centre manager called them and gave them a hard time. Berating a customer for leaving honest feedback is a brilliant way to hand them over to a competitor.
- Comparing apples with potatoes: It’s understandable why companies want to benchmark themselves against their peer group of competitors or the best companies in other markets. It’s easy to look at one number and say whether it’s higher or lower than another. But making comparisons with other companies’ customer scores without knowing how those results are arrived at will be misleading at best and at worst make a company complacent. There are useful benchmarking indices such as those from Bruce Temkin whose surveys have the volume and breadth to minimise discrepancies. But to compare one company’s NPS or Satisfaction scores in the absence of knowing at what point in the customer journey or how their customers were surveyed can draw some very unreliable conclusions.
- Selective myopia: Talking of benchmarking, one famous sector leader (by market share) makes a huge fanfare internally of having the highest customer satisfaction scores of its competitors. Yet it conveniently ignores one other equally famous competitor who has significantly higher customer scores. The reason is a flawed technicality in that they have identical products, which customers can easily switch to and from but one operates without high street stores (yet it makes other branded stores available to use on its behalf). First among unequals.
- Unintended consequences: a leadership team told me that despite all the complaints about the service, its staff didn’t need any focus because they were highly engaged. The survey said so. However, talking to the same employees out on the floor, they said it was an awful place to work. They knew what was going wrong and causing the complaints but no-one listened to their ideas. They didn’t know who to turn to so they could help a customer and their own products and services were difficult to explain. Why then, did they have such high engagement scores? Because the employees thought (wrongly, as it happens) that a high index was needed if they stood any chance of getting a bonus so they ticked that box whenever the survey came round. The reality was a complete lack of interest or pride in their job (some said they would rather tell friends they were unemployed) and no prizes for guessing what that meant for customers’ experiences.
Of course, metrics are necessary but their value is only really insightful when understood in the context of the qualitative responses. The consequences of getting that balance wrong are easy to understand but the reasons why are more complex. That doesn’t mean they shouldn’t be addressed.
The damaging impact of the complacency comes from believing things are better than they are. If a number is higher than it was last time, that’s all that matters, surely. Wrong. The business risk is that investments and resources will continue to be directed to the things that further down the line will become a low priority or simply a wasted cost in doing the wrong things really well.
What’s just as damaging is the impact the gaming has on people. The examples I’ve mentioned here are from some of the largest organisations in their respective markets, not small companies simply over-enthusiastically trying to do their best. Scale may be part of the problem, where ruling by metrics is the easiest way to manage a business. That is one of the biggest causes of customer scores being over-inflated; the pressure managers put on their team to be rewarded by relentlessly making things better as measured by a headline customer number, however flawed that is.
It’s a cultural thing. Where gaming of the numbers does happen, those who do it or ask for it to happen may feel they have little choice. If people know there are smoke and mirrors at work to manipulate the numbers or if they are being asked to not bother about what they know is important, what kind of a place must that be to work in? The good talent won’t hang around for long.
For me, beyond being timely and accurate there are three criteria that every customer measurement framework must adhere to.
- Relevant: they must measure what’s most important to customers and the strategic aims of the business
- Complete: the measures must give a realistic representation of the whole customer journey, not just specific points weeks after they happened
- Influential: CX professionals must be able to use the qualitative and quantitative insights to bring about the right change.
As ever, my mantra on this has always been to get the experience right first then the numbers will follow. I’d urge you to reflect on your own measurement system and be comfortable that the scores you get are accurate and reliable.
It’s also worth asking why would very good and capable people feel they had to tell a story that sounds better than it is. Leaders and managers, your thoughts please…
Thank you for reading the blog, I hope you found it interesting and thought-provoking. I’d love to hear what you think so please feel free to add your comments below.
I’m Jerry Angrave, an ex-corporate customer experience practitioner and since 2012 I’ve been a consultant helping others understand how best to improve their customer experiences. If you’ve any questions about customer measurement or any other CX issue do please get in touch for a chat. I’m on +44 (0) 7917 718 072 or on email I’m [email protected]
CCXP and a judge at the UK Customer Experience Awards
Having real coat hangers in the wardrobe of a hotel-room might not make a Wow customer experience or a Moment of Magic. But, it’s a great illustration of how small things can make a big impact.
Stakeholders often baulk at the idea of improving customer experiences for fear that it will cost more, it will force employees to do jobs they are not targetted on or it will require new, complex processes. But those customer experience sceptics would be reassured by an example set by Marriott’s Renaissance Monarch Hotel in Moscow.
I’d been invited there to speak at a conference about customer experience. Always keen to observe and learn, I developed a real liking for the hotel and its people but at first couldn’t put my finger on exactly why. Yes, it was very nice but there was no fanfare, no obvious “Tad-dah!”, nothing forced. It just worked.
It became apparent that there was simply a series of little things that were personal and relevant when they needed to be. None of them are costly, none of them distracting for the employees and no complex systems involved. They could be done just as well by a 7-star hotel in the sun or a draughty backpackers in the rain. Here’s what I mean:
- It goes without saying that the people had the right attitude. They were attentive, engaging and helpful. They could spot this Brit a mile away and had their English reply to my awful attempts at Russian ready. A smile costs nothing yet its absence (we won’t go into the airport experience here…) can be so costly.
- Whatever training they have, it is effective. Everyone who worked there had a genuine desire to help their guests, something that was epitomised in the name badges of the front-line team – they were all called “Navigators”. Maybe a bit cheesy but whatever the label, the intent was authentic.
- I was joined at the event by Customer Experience Specialist and fellow CCXP Ian Golding. After our speaking sessions, Ian and I had the opportunity to jump on the metro for a couple of stops to visit Red Square and the Kremlin, places I never thought I’d be. The guy behind the hotel check-in desk was very helpful in giving me instructions and directions. In that, there was nothing special but just as we headed off, he produced a business card and said – in English – “Here. If you get any problems or have any questions, here is my number. Call me and I will help you”. In an unfamiliar city and with limited time to get back and catch a flight home, that was reassuring. I wondered how many hotel staff in the UK would afford a foreign guest the same level of respect.
- For too long, wi-fi connections in hotels have been used as an income generator and treated as a cost centre for which customers must pay. At this hotel though, not only was the wi-fi free (again, nothing particularly special there) but what was very helpful was that the connection remained valid for the full 24-hour period even after checking out. They know that many guests will continue to remain in the hotel and it actually encourages them to do so in order to have breakfast, hire meeting rooms or take lunch.
- It’s often said that a company’s true approach to its customers and employees is revealed by the state of the toilets. These were spotlessly clean as you’d expect but what I didn’t expect was that the urinals were filled with ice to reduce odours and maintain the cleanliness.
- And those coat hangers? Actually, it’s not about the coat hangers themselves; its about what it says. To me, it says “Welcome, we trust you, have a nice stay”. Compare that with the message you feel you’re getting with those hangers that can be removed but have no hook and are therefore useless anywhere but that (often just as expensive) hotel room. To me, that shouts out “Ha! Gotcha! Thought about nicking it did ya? Well we don’t trust you so we’re not going to risk losing the cost of one hanger every now and then just so you can feel at home”.
These little things make a big difference and for little cost. I have no connection with Marriott Hotels Group other than I am occasionally fortunate enough to be put up in one. But the point here is not about the hotel; it’s the food for thought that it gives about how other companies across very different markets might take the same approach. Forget searching for that contrived “Wow!” moment and understand the little things that are really important to your customers.
The ironic reality, of course, is that the combination of getting simple things right and executing the basics well every time gets close to being a “Wow” experience anyway. They are the things that make us feel like someone understands us and is on our side. It’s not much to ask but means such a lot. We’ll be a lot more forgiving if something does go wrong but the real commercial benefit is that we’ll tell everyone else about it and when we can, we’ll come back. I hope I do.
Let me know what you think.
If you have a customer experience issue – strategic, cultural or tactical – that you need a hand with, or if you’ve any questions about this blog post do let me know.
I’m on +44 (0) 7917 718 072 or email [email protected].
Thank you, I hope you found the post interesting and please feel free to add your own views below.
Jerry Angrave, CCXP
By applying a little customer experience scrutiny to traditional segmentation models we see their limitations. Being more empathetic with real people rather than grouping customers with similar profiles helps turn successful short-term activity into a differentiated, more profitable and sustainable business.
When creating a segment there is by definition an assumption that we can find round pegs to put in the round holes we make. We profile customers into a group that allow us to predict that they will respond in the same way to the same messages. They have similar behaviours, similar lifestyles, similar needs. And, by and large, that approach works – but it could be so much better.
The principles of customer segmentation have been the bedrock of marketing activity for decades. They are used to design new customer experiences and spawned an industry where sales leads are now created scientifically by analysing vast amounts of data in the name of customer lifetime value.
The problem is therefore two-fold. On the one hand, traditional approaches to segmentation risk retaining an inward-looking business-centricity around one question: “How can we sell more?”. Secondly, segmentation models are easy to replicate by competitors and are therefore not driving the differentiated and better experiences that are key to business survival.
That step, to move beyond the same segmentation principles as our competitors requires a different perspective; that of the customer experience and therefore – not surprisingly – the customer.
Whichever segment a customer falls into, and let’s remember while reading this that we’re all people and we’re all customers, it is irrelevant when we’re dealing with a company. What matters to me as a customer is that I get done what I need to quickly, easily and in a way that makes me feel I would do it all again if I had to.
Today, it’s much less about how many kids I have, which postcode I live in, whether I run my own business, what products I’ve bought previously or how I spend my spare time.
As people we all have life going on around us when we interact with a business. It is the one small window a company has to make the right impression. I’ve worked in and with large corporates where there is (sometimes unintentionally) a real belief that the customer’s life revolves around them.
There are over 525,000 minutes in a year. More than half a million of them. And with many companies we do business with, they are only getting a handful of the most precious of commodities that we possess. As customer we want to make the most of them, get things sorted when we need to and move on. By their actions, the impression many businesses give is that customers are never far away, that customers will amble into their world, drift around their processes and then tell everyone how great it was. That’s not the real intention but that’s often how it feels.
How do we move things on from a business driven by segmentation to one that thrives by giving the right experience? One way to really understand what it’s like to be a customer is to (get the CEO to) become a customer and stress-test those experiences and show what it can really be like. For example:
- Go without sleep for 24 hours then try and buy your product or ask a question. You’ll soon find out how easy things really are
- Five minutes before an important meeting ask someone to look for the number and make a ‘quick’ call to your own business with what should be a straight-forward query
- Ask someone, or put yourself in the mindset of someone, who has depression, recently had a close family bereavement or struggles to comprehend instructions and feel the impact of unempathetic employees, processes that treat people like widgets or a myopic quest to close the sale at all costs
- Walk into one of your stores knowing that you’ve only got a couple of minutes left on your parking ticket, tell the employee and see what happens
- Try to use your products and services while sat on your own in a wheelchair. Then try it with a blindfold on or one arm tied behind your back.
- Give each of the directors a task that a customer might do and make them do it irrespective of their schedule within the next 24 hours – it’s only what we as customers have to do.
I wrote recently about how companies can learn from those with physical or mental disabilities. Organisations will see a benefit in all their customer experiences and therefore commercial results by stretching the thinking to understand better the world of customers who have, or care for those who have, disabilities.
It’s the same here. Some scenarios may rarely happen but the point is that taking a genuine customer perspective and building experiences, processes and communications around that rather than limited segmentation models, experiences that work at the margins will be brilliant at the core. It shows where the weaknesses are and where opportunities for making the right changes lie.
The insights that get flushed out help bring the reality of what customers experience to life for those who need to see and hear it. A great example I came across recently was a customer experience lead who wanted to drive the message home about the difference between what the brand promised and the appalling wait times in the contact centre. Her Executive meeting started then immediately and to the surprise of all present was put ‘on hold’. She played a recording of the music customers hear for the average time they hear it when they try to call to buy, or need help. Uncomfortable? Yes. Brave? Absolutely. Impactful? Without question. And in the kind of scenarios we’ve talked about here, even more effective at inspiring change.
It’s a bit like shooting for the stars if you want to get to the moon. Segmentation will take a business so far. But building experiences based on genuine empathy will ensure that when customers need you most, or simply they interact on a routine basis, there’s a much greater chance that the way it’s done will keep them coming back and telling others to do the same. And that’s what it’s all about.
If you’d like to know more about this or any other strategic or tactical aspect of customer experience do please get in touch – I’m on +44 (0) 7917 718 072 or email [email protected]. My background is as a CX practitioner in the corporate world. That’s the foundation for me being an empathetic customer experience consultant. I also run workshops and speak about customer experience at events across Europe. I’m a Certified Customer Experience Professional and a judge at the UK Customer Experience Awards.
Thank you, I hope you found the post interesting and thought-provoking, and please feel free to get in touch or add your own views below.
Jerry Angrave, CCXP
Organisations have an insatiable appetite for customer feedback and with good reason. Asking effective open questions, however, is easier said than done. Customers are being asked several times a day what they think and with our customer hat on we all know what that feels like. It’s therefore commercially vital that the questions we ask in those surveys make it easy for customers. And yet one of the most popular questions used today is also one of the most difficult to answer.
There are variations in the wording, but to ask “What’s the one thing we could do differently?” would appear to be a good starting point. It is certainly better than nothing or simply focusing on the scores.
Its flaw however, is that it’s a question that has been transposed from the performance management frameworks of corporate HR departments. Back in the day, my boss and I would seek the views of my peers and stakeholders (my “internal customers”) on what I should do more of, do less of and do differently. They all knew me well and they knew what I should be trying to achieve in the context of the culture and company.
Giving customers the same line of questioning assumes that they live and breathe the brand, its operational limitations and regulatory mandates day-in day-out. It assumes that they know what the business and its purpose is all about and that they know what the limitations or ambitions of the company are. They don’t, and in fairness I see many companies where the employees struggle to articulate the purpose and customer strategy, let alone their customers.
It’s a little ironic therefore that at the very time when we’re trying to find out about our customers, this question is all about us. At best therefore, it seems an unfair question to ask customers to comment on things they are not familiar with. At worst, customers will try and second guess or make assumptions of their own. Responses might give a sense of direction and indeed, some qualitative context is better than a void, but either way there are other questions that will produce better results.
Here are three effective open questions that might give your feedback programme better insights:
What would you say to a friend about what it’s like to do business with us?
The first one here is a question I always urge my clients to ask. It gets straight to the root of what a customer feels. It’s easy for them to relate to as the starting point for their observation is familiar ground. It’s personal, empathetic and is asking for the whole truth, however uncomfortable that may be to hear. Of course, the follow-up question “Why?” is on hand if extra colour is needed but often this simple question generates rich insights on its own.
What do you think our employees would say about you?
I’m indebted to Piers Alington of Feedback Ferret for sharing this one and is a brilliant litmus test of the real culture versus what the leadership team believe it to be. It also strikes at the heart of what it feels like to interact with a business. Ordering the widget might have been easy, the product might work as it is supposed to but if there’s even a hint of contempt or lack of understanding – issues that silently send customers to competitors – this question will flush that out.
If you had 2 minutes with our CEO what would you say?
Jamie Ziegler of Convergys reminded me of this searching question in a CXPA forum recently. It really focuses the customer’s mind on what’s important and reaches out to either end of the spectrum of what’s brilliant and what’s terrible. As Jamie says, it also creates a human connection. It increases the sense that the feedback is listened to and passed on, something that is a welcome change from the clinical nature of most surveys.
If we are going to the effort of creating a survey, getting buy-in for an internal governance framework to act on the insights and we are going to get the most from a customer’s limited attention span, the questions need to work really hard to be really easy.
There will be other great questions to ask – let me know your thoughts so we can share those too!
If you’d like to know more about getting the right type of feedback or how I might be able to help with any other strategic or tactical aspect of customer experience do please get in touch – I’m on +44 (0) 7917 718 072 or email [email protected]. I’m a CX consultant with a real-world background, I run workshops and speak about customer experience at events across Europe.
Thank you, I hope you found the post interesting and thought-provoking, and please feel free to add your own views below.
Jerry Angrave, CCXP
The build-up to this week’s election in the UK has been rooted in uncertainty. If the media reports are to be believed, no single party has been persuasive enough to win over the backing of a majority for the changes they believe in. Time will tell. It also provides topical food for thought about the role of the customer experience professional in influencing change.
For those leading and managing customer-led change it can be a daunting prospect. Understanding what to do and how to do it is one thing; convincing others is quite another. Metric-obsessed stakeholders, divisions that operate with seemingly no common objectives and teams that should but don’t talk to each other are just some of the regular barriers.
Finding a little, genuine, inspiration is hard to come by. Books, budgets and “We put customers first” posters don’t change things. People, attitudes and belief do. And more often than not the biggest changes start with the smallest steps; people sharing their passion.
In my job as a customer experience consultant I get to meet many people who are pushing the agenda forward with one hand while having to pull the organisation along with the other. One example in particular stands out.
A global organisation that generates annual revenues in excess of $40 billion became complacent about its big numbers. Unintentionally, it put increased competition and disenfranchised customers into its blind spot. Cutting margins to sell more and aggressive M&A activity only mask the underlying issues. But the passion of one of its 75,000 employees is bringing about a huge change, one that is making the company redefine and renew relationship with customers it thought it knew so well but in reality was clinging on to them by a thread.
How? Rather than try and change everything all at once, a series of small steps is leading to a giant leap compared to where they were. One individual, armed with passion, knowledge and evidence about what an authentic focus on customers can achieve commercially. He engaged people close to him and showed how customer experience thinking can help them achieve their own objectives. He initially built a small group of highly engaged people at all levels who then in turn shared the belief about what the right changes could bring with their stakeholders.
From there, the engagement spread using sometimes brutally uncomfortable customer feedback as the catalyst. It’s just the start, but that company is changing its own culture, it is actively immersing its employees across many countries in customer experience and revising its activity plans. If an organisation has personality, this one is showing real signs of the passion and belief of the individual who started the change. It is starting to bring about the right changes effectively and efficiently rather than doing as much “stuff” as it can in the hope that a proportion of it lands ok.
One voice, with real belief can make massive changes with the momentum it creates. One other timely example comes from this week’s election. The political colours of my home town Cheltenham have at various times been Conservative blue or Liberal yellow. But not the red of Labour. Having lived there most of my life I cannot even remember seeing a red poster stuck in the front window of any house at any election. Until now, due to the passion and belief of one person about doing what he believes is the right thing.
Paul Gilbert is CEO of a successful management consultancy showing in-house lawyers around the world how to fulfill their potential and how to be better business people. But this week, Paul also steps up to be counted as the Labour party’s candidate to be Cheltenham’s MP. As an aside, his politically agnostic post here about why voting is about us rather than a specific party is well worth a read.
This is not a blog to promote one party over another. It is about having the confidence in doing what is right that leads to the first small signs of change. Even Paul would admit that based on past performance the party HQ statisticians will say a victory is highly unlikely. But in a population that looks in one direction he has managed to get some to look at things in a different way. It started with one small step; to simply talk about what he believed in and why. His generous, self-depreciating approach hides one of the sharpest minds and the empathetic way he communicated made people sit up and take notice. As a result, he became a parliamentary candidate for the town and such is his passion that strangers are now happy to advertise to the world that they will vote for him. Don’t get me wrong, we are not about to see a political upheaval. The signs appearing might be few in number and small in size but they are a metaphorical sign that as daunting as changing other people’s own beliefs may be, it is possible.
In the coming days and weeks we may hear a lot more about the Citizen Experience as the election events unfold. In the meantime, the rest of us don’t need to convince a whole country that voting for customer experience is the right thing to do; if we share the passion and belief, big changes can start to happen, little step by little step.
What are your thoughts on leading the very beginnings of change?
Measurement of the right customer experiences in a way that fuels a rolling programme of improvement is, of course, essential. To measure customer effort is to monitor one of the symptoms of our customer experiences but it is nonetheless very challenging to get right. Setting up reliable and timely surveys can be a complex task but by changing the mindset there is another option for organisations looking to head down the customer effort path: simply believe that any effort is too much effort. And the biggest clues about whether there is too much effort are often much closer than we think.
When we’re ill we don’t need a thermometer reading to tell us we have a temperature. When it rains we don’t need to know how many millimetres fell to tell us we got soaked. And we don’t need a metric to tell us that a customer experience is more effort than it should be. We know when things are wrong, we have the signs and we build the processes; we don’t need to measure it to know it’s there.
If there is an element of effort then there is already a problem. It doesn’t matter what the scale or metrics say. If things could be easier for customers then there are commercial decisions to be made. Why is not easier? Are we happy to put customers through that and keep our fingers crossed that it is not, or will not become, a competitive disadvantage? A company that doesn’t bother to put the effort in itself will simply transfer that effort to customers with inevitable consequences.
By way of example, I recently flew from London to Warsaw to speak at a customer experience conference. I was impressed with the airport, Heathrow’s relatively new T2. It was quick and easy, clean and friendly. It didn’t need to be any more than that. I got lucky on the flight too, a new 787 Dreamliner which was half empty. So far so good. It reminded me of Amazon’s perspective that the best experience is no experience. Zero effort.
But when I went to pick up my bag from the luggage carousel it wasn’t there. The world has greater problems on its mind but for me at that time, late at night and with no clothes for my presentation in the morning other than what I stood in, it wasn’t what I needed.
There were no instructions though about what happens next, no empathy to the position I’m in. Next morning I present my keynote in the same clothes but at least have an opening story at my and the airline’s expense.
Fast forward a few days and my bag is returned home. My relief was short lived as the lock had been prised apart. The zips are damaged beyond repair, the padlock is missing and the bag has obviously been opened. I contact the airport but get no apology, just a reply blaming the airline and a link to the airline’s contact details. Except that it’s a list of all airlines who fly out of that airport and the contact details are simply their web addresses.
They shouldn’t need to measure the customer effort. There is enough evidence internally without having to ask their customers what they are like to do business with. They shouldn’t need to because they have designed processes that – sometimes unintentionally – put more effort onto the customer. And that should be an alarm bell ringing loudly enough without the need to know how many decibels it is.
As far as my bag is concerned, I might decide to give in and put it down to a bad experience because it’s neither time nor effort well spent. Cynics might say that’s what they want, to make the experience so difficult that people don’t bother. It will keep their costs down after all and keep the wrong processes working perfectly.
The environment in which we go about about our daily lives tends to be a familiar one. For better or worse, we generally know what to expect. We have in-built mechanisms to signal the presence of the unexpected and the absence of the expected.
It’s the same for our experiences as customers. I want to highlight two very recent examples in the interests of showing what is possible and what should be impossible. Let’s start with the latter, a situation that should never be allowed to arise.
The coastline at the most south-western tip of Cornwall is stunning and so to find a bistro-cafe right on one of the glorious sunny beaches seemed like holiday-time well spent. It wasn’t cheap but staff were friendly, the coffee was fresh and the setting was picture-perfect. The kids insisted we went back the next day to try a different flavour of ice-cream and given the previous day’s experience, their pleas fell on receptive ears. Except it was like a totally different place. Some staff were the same but others were different and yet the atmosphere was decidedly rushed, we felt we were an inconvenience, the coffee was awful, staff were moaning about each other and worse, the ice-cream counter was closed for no apparent reason. Snatching defeat from the jaws of victory, what had been a little piece of heaven became – in a sense intentionally – a little piece of hell overnight. The next day it might have been good again, who knows. How can that happen?
Faith was then restored a few days later back at home. To have a serious problem solved that I didn’t know I had was one thing but for it to be solved by a company I had no relationship with was another altogether. A soft tap on the front door just as we’re heading to bed isn’t how most customer experience stories begin but such was this one. Utility company Wales & West had been called out to a suspected gas leak in the area and in checking where gas might track, had discovered a small leak at the front of the house. At no cost and no hassle the friendly and empathetic engineer repaired the problem quickly, kept us informed throughout and then went back to his team dealing with the original issue.
Two very different experiences but both unexpected. One left me bewildered and frustrated, the other grateful and impressed but the lesson to us all is that both were controllable and both have a lasting, if polar opposite, impact.
What’s your problem with customer experience? Or, to put it another way, what is it that gets in the way of designing and implementing an effective customer experience strategy?
Such customer experience problems were the source of much debate recently when I had the pleasure of hosting the Empathyce TakeAway event in London. There were no presentations, those who attended set the agenda; we simply had rich and highly relevant conversations around the room where everyone could offer their insights on addressing others’ issues and get feedback on their own.
It was interesting to see further validation that whatever the sector there is a thread of common issues. My co-host for the day was good friend and customer experience specialist Ian Golding – we were joined by people who worked in B2B and B2C (or, more accurately, P2P: People to People) from markets that included aviation, travel, property development, communications, legal services and social media. And yet there was hardly a single issue that was the preserve of only one market.
Top of the list and driving everything else was culture. Especially, the gap between how customer-centric organisations tell their stakeholders and employees they are and what they are in reality. A big part of a customer experience professional’s role is to influence where there isn’t direct authority but in an ideal world that wouldn’t need to be an issue. Having the right culture removes the need to influence others in the organisation who either can’t or don’t want to see beyond their process, metric or product focus. It’s easier said than done, it can be a lone voice to start with but is absolutely critical to any success.
Another hot topic is the conundrum created by the tension between personalisation and digitalisation. As a consumer, we want timely and relevant information but we also don’t want it cross a line into being intrusive, noisy and over-bearing. However, as a business we can be seduced by the promises of efficiency that digitalisation, self service and big data can bring. Technology allows us to make things incredibly personal, but it must be the customer’s definition of personal, not ours.
I also can’t remember a time when breaking through internal silos and aligning everything wasn’t a concern. And yet getting people in the same company to collaborate, to understand each other and to work to the same priorities remains a significant challenge. It’s another sub-set of the culture issues; there’s no point in having a customer experience team working their socks off to champion the cause if in another part of the business teams are motivated and rewarded by the ticking of non-customer boxes.
Talking of which, measurement is always a fascinating subject. Using the right type of measurement, tracking the right thing, understanding what the results are saying and sharing them in a way that brings about the right change are all customer experience fundamentals. Again, despite all the customer-rhetoric, especially in metric and process driven organisations, there always remains the risk, often a reality, of obsessing about the number at the cost of knowing what is making the numbers what they are.
Armed with endless mugs of coffee and delicious food at the fantastic (and thoroughly recommended) Wallacespace, we continued to share experiences and views on how companies address these issues and more; the psychology of queuing and its false economy of processing efficiencies, capturing and doing something about the niggles and gripes rather than just focusing on complaints and the use of social media and gamification to nurture customer engagement.
What is your problem? The issue I’ve touched on here only scratch the surface so I’d love to hear what your most pressing customer experience challenges are or how you’ve seen others overcome.
Wherever possible I’d urge you to talk to others outside your business, outside your market. Chances are, whatever you are dealing with someone, somewhere will have some helpful thoughts. Forgive the plug but we’ve had some great feedback about the Take Away event so if you’re interested in attending one of the next ones there are more details here. Ian Golding is alway worth listening to about what makes good or bad experiences, what to do next and how to make the right changes so have a look at his blog over at ijgolding.com.
Of course talking about it is only the beginning. The real benefits start happening and problems start disappearing only when there is action; the right action.
This research post is about which companies have used customer experience to turn their brands into favourite brands, and how that happens. I am delighted to have co-authored it with Ian Golding, hugely renowned and respected customer experience specialist. The piece here is therefore also at his blog ijgolding.com where he has built a rich library of customer experience insights. To paraphrase what one of our top brands says, if you like this you’ll like what Ian has there too.
Ian introduces the research findings:
As I quite literally travel the world talking, listening and working with individuals and organisations who have an interest in Customer Experience, I am regularly asked who the world’s ‘best’ Customer Experience brands are. ‘Who is good at CX?’ is a pretty typical question. It is a good question to ask and one that I can most certainly answer ‘in my opinion’. However, having been asked the question so many times, rather than me just citing my opinion, I thought I would go a significant step further and ask as many people as possible for their opinions.
In January 2015, I conducted an independent survey of people across the world to find out who their ‘#1′ Customer Experience brands are and most importantly WHAT makes them their #1. In this blog post, I am delighted to officially reveal the findings of the research. Some of the findings may surprise you……some of them will not. What you can be certain of is that the findings are likely to provide validation of the things that are the most common reasons for these brands ‘delighting’ their customers.
Customer Experience is not just for the big, bold brands
The first big surprise for me was that 94 different brands were mentioned as people’s #1 Customer Experience brand in just over 200 responses . It is fascinating and encouraging to see that great Customer Experiences are not exclusively the preserve of those with huge budgets. Many of the companies named by respondents are small, independent businesses who share a similar mindset with brands we’re more familiar with. What is not a surprise though is that the top four favourite brands accounted for 40% of the responses. We’ll find out later why it is that the same brands keeping topping this kind of poll, but first, let me acknowledge the top 10 #1 Customer Experience brands coming out of the research:
Other well-known brands such as Emirates, Premier Inn, Argos, Airbnb, USAA and Sky all received endorsement as a #1 Customer Experience brand. In the interest of balance, some of the names mentioned by respondents that you are less likely to have heard of are as follows:
- Sixthman Music Festival Cruises
- Dutch Bros
- Discount Tire
- Hatem Shahim (a barber’s shop!)
- Dyreparken i Kristiansand
- Spear & Jackson
- Container store
Different countries and a variety of industries – the sheer number of organisations receiving a mention suggests that there are many doing something right – the question is – what exactly are they doing that warrants a customer such as you citing them as their #1 Customer Experience brand? Before we find out, let us just have a quick look at the commercial performance of the top 10 CX brands coming out of the research.
The right customer experience is commercially rewarding
The sheer mention of ‘Customer Experience’ and ‘Customer Centricity’, is still often greeted with a rolling of the eyes by those who are more focused on sales targets, operational efficiency and tasks. The irony though is that the former makes the latter much more successful. And it’s no coincidence that each of the top 10 brands has recent performance milestones to be proud of:
- Amazon Q4 14, net sales increased by 15% over Q4 13
- Apple 39.9% profit per product (3 months to end Dec 14)
- First Direct Moneywise “Most Trusted” and Which? Best Banking Brand
- John Lewis profit before tax up 12% in 2014 vs 2013
- Disney Earnings per share up 27% in year to Dec 2014
- Air New Zealand Earnings before taxation up 20% in H1 15 vs H1 14
- Mercedes Revenue increased 12% from 2013 to 2014
- Starbucks Revenue rise 13% in Q1 FY15
- BMW 7% increase in vehicle sales in Jan 15 vs Jan 14
- Boden Shipping 12,500 parcels each day
Pretty powerful stuff. Is it just a coincidence that the brands you are saying are the best at Customer Experience all seem to be faring pretty well on the commercial front? It appears as though all of the brands that are ‘great’ at Customer Experience share common characteristics – in fact the research identifies 13 common characteristics that are the reasons WHY these brands are #1 in your eyes. Lets us have a look at the ‘lucky’ 13!
These organisations have common characteristics
I wanted to know what it is that your favourite brands do to make them your #1 at delivering consistently good Customer Experiences. I asked for up to three reasons from each respondent and received 575 comments. Following verbatim analysis, 13 categories were identified, each distinct but interlinked. They were, as follows (with the percentage frequency they appeared):
- Corporate attitude 15.9
- They’re easy to do business with 14.9
- They’re helpful when I have a problem 11.4
- The attitude of their people 9.4
- Personalisation 8.0
- The product or service 8.0
- They’re consistent 7.5
- The way it makes me feel 6.3
- The way they treat me 5.1
- They’re reliable 4.4
- They do what they promise 4.2
- They’re quick 2.6
- The technical knowledge of their people 2.3
We will look in more detail at what we mean by each of these in a moment but to view at any one in isolation would risk limiting what is being achieved by these organisations. This diagram shows how interdependent each area is in aligning with the corporate attitude and ultimately organisational goals and the very purpose for why the business exists:
So what do the most favourite companies do, exactly?
Focusing on these attributes is what moves companies from fighting a rear-guard action to fix issues of their own making to creating a compelling a sustainable brand for the future. It also means that customers are increasingly exposed to better experiences as they go about their daily lives and that’s important because it keeps nudging the bar of expectations higher. This is why the brands that do these things are ones that people consider to be the very best at delivering consistently good Customer Experiences. Digging deeper into each of the 13 areas we can build a picture of how the companies who get it right control the way they do business.
1. Corporate attitude
It’s another way to describe organisational culture and it underpins everything that happens to or with a customer. More specifically, in the words of those who responded to the research, companies who have the right attitude:
- put people before profits and non-human automation
- know they’ll make more money in the long-run with this approach
- test all experiences thoroughly (to eliminate unintended consequences)
- listen and demonstrate they understand their customer
- pay serious attention to detail
- empower their staff to makes decisions and act straightaway
- stay true to their values, admit when things go wrong and fix them
- ensure their staff are fully trained and informed
- recruit for attitude and alignment to brand values
They also said: “…they treat each customer as we would a guest in our home” and “…they balance customer obsession, operational excellence and financial rigor”. Almost every other category is a sub-category of this one; it shows how important the right culture is.
2. They’re easy to do business with
It’s obvious to say a company should be easy to do business with and yet that’s not always the case. What respondents meant by “easy” included:
- there are no barriers in the way for doing what a customer needs to
- it’s simple to get information, purchase and use the product
- needs are anticipated and catered for
- customers don’t need to repeat information
- they can switch from one channel to another with no impact on progress
- products can be returned or fixed with minimum effort on the part of the customer
- they are available when and where customers want; they can be reached without waiting and won’t limit the hours of their support functions to office hours if customers are still using their products and services all day every day
- they are proactive in taking responsibility, eg finding products at other stores and having them delivered
- customers have no objection to self-service because it has been well thought through
- information is presented in a timely, clear and relevant way
3. Helpful and understanding when I’ve got a question
Being easy to deal with is critical when a customer needs help or simply has a question. On the assumption that good companies do respond (a recent Eptica survey found more than 50% of online inquiries go unanswered), helpful companies are ones who:
- listen to understand before acting
- give a customer the feeling that they are trusted and respected
- will provide an answer and additional, relevant help
- provide certainty and manage expectations about what will happen next and at each stage
- empower employees to make decisions
- resolve issues first time and quickly
- have employees who are happy to give their names and direct contact numbers
- preempt problems and solve them before customers are aware
- fix customers’ mistakes without blame or making them feel awkward
- follow-up afterwards to check everything was sorted and is still as it should be
- are not afraid to apologise when they get it wrong
4. Attitude of the people
Individual employees who are interacting with customers become a proxy for the brand. If they demonstrate the wrong behaviours the damage can be hugely expensive but getting them right does not cost a huge amount of money. Most often a function of the corporate attitude, the most appreciated characteristics are:
- being courteous and friendly
- a positive, “I’ll sort it” attitude
- they are good at listening
- it’s obvious they care about, and are proud of, the product/service
- they are professional and not pushy
- they are helpful and proactive
- they are genuine and humble
- they smile
- hey are engaging and interested in the customer
- they have personality, not a corporate script
- they are patient
- they show respect for their fellow colleagues
We are all individuals and like to be treated as such. Having “big data” was seen as the answer but as these companies demonstrate, it’s not only more important to have the right data and do the right things with it, but it’s also linked again to corporate attitude. Those who get the personalisation right:
- understand, anticipate and are proactive
- keep customers informed with relevant information
- shows they listen and act, not just collect feedback
- create a relaxed environment because a customer’s needs fits neatly into what they are offering
- create a feeling of respect, that they care and have “taken the time to know me, to make things easier for me”
- make it feel like dealing with a person where there’s a connection, not just a transaction
- allow their customers to control the degree of personalisation in terms of frequency and content
- remain flexible and adaptive to the circumstances, not scripted
6. The product or service itself
Making it easy, personal and rewarding will be wasted effort if the core product or service doesn’t live up to expectation. At the end of the day, your business has to have something of value to the customer to sell! When it comes to products and services, the #1 Customer Experience brands are those who:
- the right mix of choice, relevance, quality and innovation
- well designed, so it is easy to get it to do what it’s supposed to
- quality is complemented by relevant innovation, not technical innovation for the sake of it
- obsessive about the detail
- paying as much attention to secondary products, such as food on airlines
- good at turning necessary evils into compelling attributes – Air New Zealand’s legendary on-board safety briefings, for example
- adept at keeping up with, ahead of and shaping basic expectations
As customers we like certainty and predictability. It means that the decisions we make carry less risk because we can confidently trust the outcomes. It also demonstrates stability of, and a shared understanding of, strategy. For our respondents, consistency is about experiences that:
- look and feel the same
- can continue easily wherever, whenever and however
- match or build on the positive expectations created last time
- have continuity in not only what happens but how it happens; tone of voice, quality, different locations, store or franchise, people and processes, performance
- provide the same reliable answers to the same questions
- integrate with other services
8. The way it makes me feel
Emotions are a function of how good the other two cornerstones of Customer Experience – function and accessibility – are. How they were made to feel, whether intentional or not, is what people remember. Being the personal consequence of most if not all the issues covered here, it is what drives our behaviour about whether or not we will do the same next time and tell others to do the same. If people think they are part of something special, connected to a company that lives by like-minded values, they will FEEL special. And as human beings, we appreciate that. Survey espondents cited a number of great examples:
- “get on an Air New Zealand flight anywhere in the world it already feels like you’re home”
- “the packaging increases the anticipation when opening a new product” (Apple)
- “interactions with employees don’t feel like processes out of an operating manual”
- “there is (the perception of) a genuine relationship; it’s not just about them selling every time they are in touch”
- “they make me feel as if I’m their only customer” (Land Rover)
9. The way they treat me
At the root of how we feel and therefore behave is often down to how we are treated. Good and great companies have experiences that:
- demonstrate respect
- show an empathy with customer needs
- don’t do things like asking a customer to repeat information if handed from one colleague to another
- keep customers posted on feedback they’ve given
- recognise their customers both by staff individually in-store and organisationally
- have a consistency of treatment even when not spending money in-store
- create relevant retail environments so that customers feel they are treated as if they are somewhere special
- develop meaningful loyalty programmes that acknowledge past purchases and reward future ones
- are not patronising in tone
10. They’re reliable
Not surprisingly, reliability is cited as a key attribute. Although we simply expect things to work as they did last time or as it was promised, we probably won’t get too excited if that is the case. However, the consequences of it not happening will result in additional time, effort, inconvenience and sometimes cost to the customer; not what a brand would want to be blamed for. There are some markets where the mere hint of a lack of reliability in its truest sense has serious consequences for a brand. More generally, reliable customer experiences are ones that
- give confidence and a level of trust that what we ask for when we buy is what we get; there are no nasty surprises
- understand that they are key to repeat purchases and advocacy. No-one will put their own reputation on the line to recommended any brand product or service that is unreliable
11. They do what they promise
Again, this is a character trait we appreciate in friends, family and colleagues and it’s no different when dealing with a business. It can be seen as a subset of “the way they treat me” but it is also critical at a strategic level too; the brand is what people say it does and so that has to be consistent with what it’s promising, just as its employees need to keep their own promises to customers too. There’s a real financial benefit here too where unnecessary and costly rework can be avoided. How many enquiries coming into the business are because “You said you’d get someone to call back”, “You said you’d send me a copy of that statement” or “Where’s my fridge, I’ve had to take the whole day off work and there’s still no sign of it”. Customer experiences that do what they promise:
- live up to the expectations they set
- have employees that do what they say they will do
- do it all consistently
- fix it quick if they fail
- are good at managing expectations
As customers, time (alongside money) is a commodity we trade with. A company who appreciates the finite and precious nature of it will create a distinct advantage. In today’s everything-everywhere-now life it’s not surprising that speed is an issue. Expectations are rising all the time where customers interacting with other brands see what can be done. Quick customer experiences are ones that:
- move at the right speed for customers
- show respect by having have good reaction times once a customer has initiated part one of a two-way activity
- manage expectations, so if it’s not “quick” as defined by customers there are also, no disappointing surprises
- are not just focused on speed of delivery but are quick to answer the phone, flexibility to find ways around rules and respond to questions
13. People knowledge
Having people who are technically competent with their product knowledge is another character of top brands. Companies that possess employees like this have an invaluable asset who are:
- able to translate the concerns and questions
- able to articulate complex issues in simple language
- are not patronising
- are proud that their knowledge can help someone else
There is no shortage of good and great experiences to learn from and they bring favourable commercial results to the companies that do have them. They don’t have to be high-tech out-of-this-world experiences; simply knowing what the basic expectations are should not be that hard and delivering them well time after time should just be the norm. This independent research also shows that it’s a combination of characteristics that matter, not one in isolation. That said, experiences, customers and balance sheets are always given an essential boost where having the‘right attitude’ is the common thread running right through the organisation.
A huge thank you to all those who participated in this research – without you giving up your valuable time and insight, I would not be able to share such valuable output.
An even bigger thank you to my friend and colleague, Jerry Angrave. Not only has Jerry co-authored this post, he also conducted the detailed analysis of the research results. A brilliant CX mind, he is also one of the most genuine Customer Experience practitioners I have ever met. You can read more of Jerry’s work at empathyce.com – I strongly encourage you to do so!
… and thank you to Ian too. I hope you found the post interesting but if you have any questions or other brands who you think should top the list, do get in touch. We’ll also shortly be looking at the opposite side of things and what customer experiences turn brands into our least favourite so watch this space!
Jerry Angrave | [email protected] | +44 (0)7917 718 072
Airports and the people who use them want different versions of the same thing from the passenger experience. Whether we’re transiting through one or managing one, the common need is for it to be efficient. But this research report into what passengers tell each other about good and bad experiences shows that the way customers define efficiency is not always the same as how airports measure it.
- The ideal passenger experience is in airport that simply does what it’s supposed to and in a pleasant environment
- The consequences of long queues, inadequate facilities and the wrong staff attitude are what make people use a different airport next time
- An airport’s obsessive focus on processing efficiency risks doing the wrong things well and needing to spend resource on fixing self-inflicted problems
The gap between what airports think and what passengers think is a crucial one. All the while that metrics are being collated and analysed, if they are the wrong ones, airports will be oblivious to why passengers are exercising their choices and voices. In Barcelona last year, Andy Lester of Christchurch airport summed it up well when he talked of rebuilding after the 2011 New Zealand earthquake and observed
“If you think like an airport you’ll never understand your customers”.
We’ve seen recently a flurry of airports celebrating bigger passenger numbers and new routes with new airlines. Yet their customers react with a sigh because many of those airports are already at or beyond passenger numbers that make going through the airport a tolerable experience.
At the risk of generalising, airports aim to get as many people through the airport as possible, as efficiently as possible. It needs to be done in a way that means they can spend as much money as possible, come back as often as possible and tell everyone they know to do the same. If it moves (that is either people or bags) they can barcoded, processed and measured. How many get from A to B in as little time or at least cost becomes the primary, sometimes, sole focus. All of which makes good operational sense, given the complexity and challenges of running an airport in a way that airlines will be confident is using.
But what are passengers concerned with and what is their version of what efficiency means? Kiosks with red, orange and green buttons greet us everywhere to ask how the service was. While that allows an AQS metric to be reported and tracked, there is no qualitative, actionable insight let alone allowances for mischievous kids or cleaners tapping away as they pass. However, the travel industry is blessed with no shortage of customers willing and able to give their feedback – and that in turn creates a vast reservoir of insight not only for customers choosing an airport but for the airports to tap into themselves.
From that readily available information I’ve researched to see what customers said to each other about what makes an airport good or bad. Using feedback on airports left at the Airline Quality / Skytrax review site I organised over 750 descriptions behind why passengers gave an airport a score of 9 or 10 (out of 10) and then 0 or 1.
Passenger experience key findings:
Where there were positive experiences, 98% of the comments can be summarised into one of two areas; either that it worked or that it was in a nice environment. That might seem obvious, and to a large degree it is. However, if it is so obvious then why are passengers still telling each other about cases where it’s anything but efficient?
The negative experiences were more fragmented in their causes, being about the function of the airport building, how good the processes in it are, staff attitude and information. What is clear is that a bad experience is significantly more negatively emotive than good experiences are positive. The core expectation is that everything will work as it’s meant to. If it does, great. But where it falls short, the consequences are commercially harmful, as typified by this message:
“I intend to avoid any lengthy stay in this airport again even if it means having to pay more to fly direct – it’s worth the price to keep your sanity”
One: 55% of the reasons for a good score were simply about it being “efficient”
Airport experiences do not all have to have a Wow! factor. First and foremost, passengers just want everything to work. It’s a truism that without the basics in place being done well and consistently, a Wow! becomes a Waste of Work.
A noticeable number of passengers used the word “efficient” in their reviews, by which they were referring to things such as (in order of how often these were mentioned)
- there was almost no experience, in that everything worked as it should
- when they needed to interact with staff, the response was courteous and helpful
- getting around the airport was easy because of good signage and easily accessible information
- they didn’t have to wait long on arrival to collect bags and head on the next leg of their journey
- getting to and from the airport was easy, with good connections and acceptable parking charges
Two: 43% of the reasons for a good score were about a nice airport environment
The most efficient, effective, high-tech and innovative processes will all have their business-case ROI ruined if the environment in which they operate makes people feel like they are being treated with contempt. Often that happens unintentionally but if the value-exchange is one-sided, there is only so long a customer will put up with it. Chances are they have spent a lot of time and money on this trip, they are by definition not yet where they want to be and anything that is perceived as not making their journey any easier will count against the airport. It puts into context why people value a pleasant environment, the most common specific examples of which included:
- shops were relevant, toilets were sufficient in number and the general facilities laid on were good
- everywhere was kept clean and tidy
- the layout was spacious with plenty of comfortable seating
- the atmosphere throughout was one of calm, bright and quiet
- good wi-fi connections were cited but this is increasingly sliding down the food-chain to be a basic expectation; its absence being more of an issue than its presence.
What do they say when the experience is a good one? Here are some examples:
“It’s clean. It makes you believe they are aware of their customers’ health and wellbeing”
“If you have the option to use this airport, it is a great choice”
“It never lets me down”
Three: 48% of the negative reasons were about the facilities
Where customers were giving airports a score of 0 or 1, the biggest gripe was that the airport couldn’t cope with the volume of passengers. The resulting slow and uncomfortable journey through the airport creates frustration and anxiety. It’s made worse by the fact that as passengers we not unreasonably expect airports to know exactly who is going to be in the airport each day and to be prepared. Other consequences of the over-crowding included poor seating, a dirty and gloomy atmosphere and poor choices of food and drink.
It’s for these reasons that an airport celebrating a rise in new passenger numbers might want to acknowledge and address the concerns of existing customers at the same time.
Four: 28% of the negative reasons were about processes
For passengers, security, immigration and baggage handling fall into the category of processes that should just work every time. Where they do, it’s fine, but where they fall short, they can have a significant impact on influencing whether a passenger will choose that airport again.
Slow moving queues, duty free goods being confiscated in transit, poorly translated instructions and slow baggage reclaims were among the specific processes that riled customers. Again, it becomes emotive because these are all seen as avoidable inconveniences when we experience other airports who can and do get it right.
Five: 13% of the negative reasons were about staff
As a generally compliant travelling public (and I accept there are exceptions, such as when peanuts are served in bags), going through an airport can be a daunting experience even in the best of terminals. The one thing we hope we can rely on is that when we need to interact with another human being there will be a mutual respect, a helping hand or at least clear instructions so we can indeed be compliant. Airports go out of their way to train staff and yet the evidence is that many are still failing.
Rude, unempathetic, incompetent, unhelpful, deliberately slow and uncaring are just some of the ways staff were described. Any organisation is dependent on having good relationships but where one side feels they are being treated with contempt, it becomes a very deep scar to heal.
A customer wrote about their disappointing and surprising experience at one of the largest US airports where there were
“Miserable, nasty employees, barking and screaming at customers as if they were dogs”.
Six: 11% of the negative reasons were about information
It’s an area airports have focused on and with a good deal of success. Making passengers more self-sufficient and having employees being better at handling questions has benefits for all sides. But there are still airports where having the right information at the right time in the right place is still elusive; more specifically, passengers concerns around information was that either there was none, it was inadequate, it was wrong or it was confusing – all frustrating when we live in a world dominated by technology and information.
So what? Why is it important and what does it tell us?
- Poor experiences make people choose other airports next time. Passengers’ expectations are not only set by what it was like last time, but by how other airports do it and by their interactions with other companies they deal with in their day-to-day lives. So where things don’t meet the basic expectations, not only does that impact on revenue for the airport there is also a commercial consequence for airline partners. For example, some passengers said
“I usually fly Delta but will now try to avoid them – to avoid Atlanta”, and
“Because of this airport I will never fly Etihad again”
- Depending on which piece of research you read, anything between 75% and 95% of customers are influenced by what others say. Any robust customer strategy will have at its core a clear vision of what the experiences need to be in order that passengers will think, feel, do and share as intended. Many organisations now build into their customer journey mapping a stage specifically to address the “I’m sharing what it was like” issues.
- An obsession with metric-driven efficiency and processes that work for the airport’s operations team but not for passengers creates blind-spots as to what will help drive non-aeronautical revenue. Customers themselves recognised this by saying
“All of time put aside to shop was spent queueing”, and
“They have allowed way too many people to use this place. Cannot be good for business as nobody has time to spend any money in the shops or bars”
Declan Collier of London City Airport reinforces the point about the dangers of process focus, task orientation and metric myopia when he talks about being “in the people business” and that the fortunes of LCY will “rise or fall on the ability of its people”.
For example, last year I questioned the fanfare for an app that tells passengers where their lost bags are. I accept that bags go missing but as a passenger, whether I’ve a smart-phone and free hands or not, I’d prefer to have seen the investment directed to not leaving me feeling awkward and helpless standing by an empty baggage carousel. However, I was told by a large airport hub that the rationale was that it would mean transiting passengers could run for their connection without having to worry about collecting bags that weren’t there. I was told that yes, running is part of the expected experience and my concerns about what that is like for my confused mother or my autistic son fell on deaf ears. I was told I don’t understand airport operations and they’re right, I don’t. But I do understand what it’s like to be a passenger.
- The best airport experiences don’t need to be expensive, complex or high-tech. Think what a difference just having engaged, helpful and friendly staff makes – and that doesn’t take a huge piece of capex to justify, just a degree of collaboration with employees and third parties who have the airport’s brand reputation in their hands.
- One observation in the course of the research was that the high and low scores often applied to the same airports. That has to be a concern and worthy of investigating; why can it be done so well at times but not at others? How come all the effort and pride can create advocates some of the time but at other times is just handing passengers to competitors?
Final thoughts on the airport passenger experience
These days, people do not expect a poor passenger experience. The bar is climbing higher and in simple terms that just means doing the right things well. Earlier this year, writer Alastair Campbell travelled through Terminal 2 and sent this tweet to his 285,000 followers:
Unsurprisngly, Heathrow’s social media team proudly retweeted it to a similar number of their followers. Within 15 minutes, this positive message was shared with well over half a million people. And all because the experience was simply – and “amazingly” – smooth and quick. Nothing more complicated than that.
It’s not just about giving customers the right experiences every time. To make an airport efficient for passengers as well as managers it also needs to avoid giving the wrong experiences, ever. The commercial consequences are riding on it.
Passengers know that as well as anyone. So if there’s one message, then it is that the airport and its brand is only as good as people tell each other it is.
I hope you find this report useful and interesting but email [email protected] or call me on +44 (0) 7917 718 072 if you’ve any questions or comments – I’d love to hear your views.
The need to improve customer experiences has been around since cavemen traded rocks for fish. And as our understanding of complex customer experience issues has grown, so too have the opportunities for those moving into leadership and management roles.
Having credibility to influence change is at the heart of the job. But in reality, it can sometimes feel like ours is a lonely customer voice at a crowded and loud business table. Therefore to be a successful customer experience practitioner isn’t just about being good at what gets done; it’s every bit about how it’s done too.
The good news is that business leaders are more empathetic. They know the impact on customer experiences of how they think and act. It’s important because it means they are making things better – and stopping things getting worse – for their customers and balance sheets. Job done? Not quite.
The bad news is that despite the evidence it works not everyone, sees it that way. As a customer experience professional, we therefore need to be increasingly influential with those making the decisions.
Beneath the shiny veneer of perfect customer experience platitudes is a real world that’s arguing with itself; relentless short-termism in one corner and profitable longevity in the other. Sometimes, indeed often, the two protagonists are in neighbouring departments.
One CEO recently told me, in front of his team, that getting customer experience right “couldn’t be more important”. And yet a few days later when it came to making strategic decisions, it was all about taking (not necessarily the right) costs out. The customer’s voice was not being sought, let alone listened to. And as a result they will continue to do the wrong things well and see managing exceptions as the norm.
It’s a stark reminder that despite the proof that improving customer experiences creates better commercial outcomes, many business people remain wedded to traditional scorecard metrics, processes and tasks. They don’t get it, they may not want to get it or their boss won’t listen even if they do get it.
Maybe that’s our fault as customer experience professionals because our own approach has not been empathetic enough. We believe in it passionately because it works, we just need to convince the sceptics. It’s only part of the role, but a huge part nonetheless. And so, from my time as both practitioner and consultant, here are ten themes that I know makes our role more effective.
- Hunt out your stakeholders – sounds obvious, but map the web of people (not departments) who intentionally or unintentionally make the customer experience what it is. Whatever their level, whether they’re front-line / back-office / central support or external third parties, they should all be on your list of people you want onside. Prioritise them, pick them off one-by-one, stay close to them and then get them collaborating with each other.
- Build your army – chances are you can’t bring about the right changes on your own. You need pockets of supporters, advocates in all corners of the business who will help open doors to those stakeholders and tell you what the real challenges are. They might spring up from the most unlikely of places but people who express an interest in what you do and why you do it are invaluable. They’re our equivalent of finding a rare Gauguin painting at the back of the garage. Take them under your wing and they will become the veins through which the oxygen of customer experience will flow into the business.
- Listen to understand – make time to understand what stakeholders see as their role in the organisation, what their objectives and challenges are and why they have the issues they do. Observe carefully; their most important and personal motivation is often revealed in an off-guard comment or in general conversation about the state of the nation.
- Make it matter to them – help them look good. Use what you hear to show specifically how better customer experiences can make their job more effective. Show how having the right experiences can help them get a better result in their own personal and team objectives. Give them early warning nudges over a coffee rather than surprise them in the Board Room. Let them take the credit for being more customer-centric (your boss will know it’s you who made the difference).
- Map their journey – if we want to see how we fit into a customer’s world and create the right responses, we map their journeys. Why not do the same with internal customers too? It makes conversations much more empathetic and less adversarial. And it’s not just about their role per se – if you are inviting them to a workshop, how can you position it and present it in a way that guarantees they turn up and contribute?
- Invite them in – take any opportunity to show or reinforce the customer strategy. Have your compelling and targeted “How Customer Experience makes our business better” material handy at all times, especially in your head. Show them customer journey mapping visuals, build a physical mock-up of a customer’s world. Host a regular customer experience forum where you get senior people from all your stakeholder areas to share their perspectives. Create “Customer experience for non-customer experience people sessions” to help spread the word.
- Make them empathetic – use real warts-and-all feedback to show them what it’s like to be on the receiving end of what they do. Remind them that they are a consumer in their own lives. Get them to think like a customer. Ask them how the experiences they deliver compare with other organisations in other markets they deal with. After all, those are the ones pushing the bar of our customers’ expectations ever higher.
- Talk their language – keep it commercial. Relate using the vocabulary of what matters to them. Link customer experience to revenue, costs, efficiency, loyalty and margins. And despite the fanfare around the subject, don’t start the engagement of a sceptical, process-focused but key stakeholder with “Can I talk to you about customer emotions?”. Eyes will roll and you’ll lose them before you begin. You know how emotions fit in the bigger picture so that can come later. Much better to say something like “I’d appreciate your thoughts on how what we do now drives what our customers do next time”.
- Lead by example – be proactive and be responsive. Get a reputation for having the clearest, most unambiguous emails and reports. Little things go a long way – always turn up for meetings on time, keep promises, return calls and show an interest. I’m indebted to David Hicks of Mulberry Consulting for a great example – my answerphone message promises to call back asap but “certainly within 3 hours”.
- Keep the momentum going – stay on the look-out for quick wins and use them as proof of concept. Provide updates, share successes and relay stories of what others in other markets are doing. Be the one to create an engaging company-wide forum focused purely on customers. And invite yourself to talk with colleagues around the business at their team meetings.
There will be more ways so it will be great to hear what you think. How do you influence and manage your customer experience stakeholders?
One last thought. To see people, attitudes and companies change for the better as a result of what you have done can be the most rewarding job in the world. In fact, it then no longer becomes a job. So stay true to what you believe. Expect progress to be slow but up the ante by planning to be quick. Whatever happens though – and I thank Churchill for his words of wisdom – Never give up. Never give up. Never ever give up.
Certified Customer Experience Professional – a practitioner and consultant on the strategic and tactical ways to help organisations improve their customer experiences
The new challengers in the energy market must be thanking the so-called “Big 6” for making their job easier. A report just out by Which? shows the polar extremes of customer satisfaction, much of it driven by trust.
On the satisfaction scores, the smaller companies such as Ecotricity, Ovo and Good Energy are over 80%. With nPower at 35% and Scottish Power at 41% none of the larger legacy retailers nudge above 50%.
Making matters worse for them, less than 20% of customers trust their suppliers.
Why can one group get it so wrong and others get it right? Only the internal workings of change programmes with workstreams that don’t talk to each other, customer impacts seen at best as an afterthought and metric obsessed planning meetings can answer that. But while companies like nPower are working hard to hang on to what they’ve got, the challengers are welcoming new customers in with open arms.
It may be their way of thinking. If those who run the Big 6 think and act like an energy company they may be missing the point. Ovo Energy for example has a culture where they are a tech company, a retailer and then an energy supplier. Subtle, but huge differences.
And what do we mean by trust? As in any thriving relationship it’s emotive and essential. Where one party shows contempt, whether perceived or real, the damage is often irreversible.
So little things add up. Making what should be simple enquiries or transactions difficult have consequences. Customers want their questions answered when they call in, not to find they’ve been routed through to the wrong department by an overly-eager IVR. They want agents to call them back when they said they would and they want to be able to understand their tariffs and bills. Business customers have different needs from residential yet a lack of empathy is all too often apparent.
Getting the employee experience is vital here too. If they’re not proud to be delivering the customer experiences they are asked to, the lack of connection shows. I’ve spent time with one of these companies where employees said they would rather make something up than tell people where they worked.
Reports like this latest update from Which? show the trend of shifting to new players continues. But it’s been doing that for some time and little seems to be changing. Maybe we should change their label to the “Running out of energy 6”.
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.
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.
Customer experiences that are genuinely engaging are the gift organisations desperately want to receive. And it’s for life, not just for Christmas.
Some receive because first they give. There are others who will be disappointed because they have created a perception of taking rather than giving (Tesco in the UK for example). In doing so, they have undermined all the good stuff with wrong behaviours that customers watch and remember.
We know only too well that relationships are a two-way thing; they are not just price-led and they can be fragile. Any sign of contempt and that’s it. Over.
So it’s great to see those who are thriving by having the courage to adopt a “give to get” approach. They are not about short-term sales or how many followers they can get on Twitter. It’s not about blogging for blogging’s sake. It’s about sharing relevant information that will build a mutually beneficial, honest and empathetic connection with current and future customers.
To illustrate, here are four examples that I think are great role models.
From the stable of global conference company Terrapinn come three powerful event brands (there are more where they came from). They use quality videos to showcase their events but ensure the topics they cover are highly relevant to their audience and newsworthy. No great surprise there but even when there is no specific event to highlight or sell, they continue to create appropriate content, interviews with the people you want to hear from and insightful reports. A great way to keep up to date.
These guys really show how to move from transactional to relationship-based engagement. More than a few of the world’s best swimmers use their kit so they could be forgiven for sitting back and letting that do the talking. But to their credit (and their commercial nous), taking prominence over the traditional shopping cart is Speedo World; experts tips and videos not just on how to swim faster, but techniques to be more efficient in the pool and in their words – how to feel wonderful, have fun and achieve your goals. It’s all brought to life even more so on their Facebook pages, a fantastic way to engage and stay front of mind for when that next purchase is needed.
Fellow CCXP (Certified Customer Experience Professional), colleague and customer experience’s answer to Michelin’s restaurant reviews, Ian Golding is a relentless blogger. He writes about customer experiences he’s been on the receiving end of or has heard about from others. Ian applies a structured methodology to his reviews around the functional, ease and emotional consequences. What that creates is two things of real value to his readers; a wealth of cases studies on the good, the bad and the ugly of customer experiences and stimulating food-for-thought about how people can assess and improve their own organisation.
Red Website Design
This UK-based company is another great example of sharing, in a way that’s relevant and profile-raising. For a start, their engagement on Twitter is two-way – they have over 147,000 followers and follow back nearly 130,000. Compare that with companies who enjoy tens of thousands of followers yet only reciprocate that to literally a handful. What does that say? I’ve included RWD here also because every day they post very practical tools and tips on how to improve websites and social engagement. They lead by example.
Creating differentiation and engagement by a offering high-value, low-cost proposition is a real commercial imperative. Not least, it involves and engages employees aswell as customers. And, by creating that connection at both an emotional and rational level, the certainty of having more customers, coming back more often, spending more and telling others about it is dramatically increased.
That then, is the gift that keeps on giving.
I’d love to hear your thoughts and examples of others you have seen – drop a note here or share them on Twitter, @Empathyce.
In the meantime, here is my small gift to thank you for reading, for your comments and for your company through the year.
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.
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.
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:
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)
Corporate change leads investors to rethink the potential for future income streams. But, by putting customer experience in the boardroom, can it improve that decision-making process?
This week has seen some significant corporate activity in the UK. BT is making a play for the mobile market by talking to O2 about a return to its fold; Harriet Green made a surprise departure from Thomas Cook that sent its shares tumbling; And the East Coast Mainline rail franchise is coming out of public hands and into a combined Stagecoach and Virgin operator.
To make sense of these moves, we generally look to the stockmarket to see whether it’s good news or not. Fund managers crawl through a jigsaw of balance sheets, management profiles and annual reports to predict how this latest change will affect a company’s future cash flows, profitability and dividends. Within seconds, the outcome of that opinion is reflected in the share prices of those directly – and indirectly – involved.
There is though, a missing piece in that jigsaw and a critical one at that. I would say this wouldn’t I, but it’s the opinion of the customer. Why? A couple of reasons jump out.
Firstly, it is the customer who is going to be handing over the money that creates the revenue that underpins the profit that delivers the dividend. They can answer some very telling questions: How will these changes affect what they do? What else has it prompted them to share with others that will influence a wider audience? Why do they have the perception (whether rational or not) they do?
The answers to many of those questions arguably must provide a better forecast of a company’s future value. At the very least, an indication of what is going on at that front-line of that company. Or, early warning signs that having the strongest of capital ratios doesn’t necessarily mean that customers will come, come back, spend more and tell everyone they know to do the same. Here’s some examples of reactions this week; they have been selected to illustrate the point about underlying issues but have all been in the public domain.
That last line about changing provider sums up the issue nicely. Investors might be seeking the short-term profit but customers play the long-game, the implication being that investors will eventually lose as customers do have a choice. Two interdependent but not always aligned views.
The EastCoast rail franchise focus has been on the winners, yet other operators who were unsuccessful also get caught up in the conversations.
Secondly, these key stakeholders can just as easily be shareholders either directly or by association. They are just as informed, just as quick to pass judgement and, at the end of the day, are the ones who will determine whether the stockmarket called it correctly.
Investors are in the business of forecasting the future. So should they be better at listening to customers as if they were in the boardroom? Should they seek greater reinforcement or challenge to their investment decisions from the very people who will deal in reality, not predictions?
I’m asked if my account with them really is out of contract. I thought if anyone should know, they should. To be certain, he gives me a number to text a keyword to. We wait with baited breath for a message to come back. “You ain’t got nuthin’ yet? Oh, you need to write the keyword in capitals, sorry”. I try again and again I get nothing back. We struggle on but when he asks if I can call back in 15 minutes my patience runs out.
I know this particular company can do better, a lot better. We rate customer experiences on three dimensions; how easy was it, did it do what I set out to achieve and how did it make me feel. On none of those levels did the company score well at all, the effort amplified by the fact that it should have been so easy.
I wish those in the board room who sign-off the high-cost Wow! investments that few are asking for could experience the customer journey of the low-cost, invaluable basics being done badly for so many. These are basic expectations, the bar of which is rising faster than the bar of Wow! expectations. The irony is that a customer experience with all the basics in place, done well time after time creates more differentiation, more loyalty and itself becomes the “Wow!”.
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.
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.
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.
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.
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.
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.
+44 (0) 7917 718 072
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.
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.
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.
The sage advice “Don’t bite the hand that feeds you” needs no introduction but it clearly infers that one party is more needy than the other.
It’s a sentiment that’s always been true in a commercial context since the earliest days of trading. In today’s world though, while the business side is becoming increasingly reliant, the experience they present in search of short-term results can push their customers away rather than bringing them closer. What’s worse, is that it’s especially magnified – not to say ironic – when the hand that’s doing the feeding has made a commitment, with the inevitable result that the business gets dropped and the customer turns away to move indifferently on.
The very mention of a “relationship” conjures up different meanings to different people yet it is a ubiquitous byword for underpinning success. Our focus on customer experience, on what it’s really like to do business, is helping to explain why that potential misunderstanding can have serious consequences.
Let’s be honest, it is really only the organisation that wants or even talks about the proverbial relationship. The P&L and share price are much more dependent on their customer than the other way around. At its core, it means that the client simply plays along until a better offer appears or they have reason to suspect a lack of value, trust or respect.
What is intended by one party as a commitment to be in it for the long-haul can be seen by the other as an opportunity to take advantage of, worrying about tomorrow, tomorrow. Harsh? Well, customer experience feedback is showing that even where – or because – a client does commit, they are made to feel that the business is a bit too needy, being greedy, embracing the relationship with the grace of a pick-pocketing bear-hug.
Whether necessitated by the economic environment, organisational complacency or driven by the personal short-term agendas of those in charge, there are signs emerging where such conditions serve only to increase the likelihood of a customer choosing an alternative next time, defeating the point of a business creating the relationship in the first place.
To illustrate the point let’s take two examples.
Firstly, legal services. There are many law firms and other B2B companies who are exemplary at managing their client experiences and will do so for a long time. There are some however, who, having worked hard to win a new contract, will try to extract as much revenue from that arrangement as quickly as possible because it might not be there in three years when it’s due to be renewed.
Patently, that short-term approach of ignoring what clients really value – things like charging hourly rates for what should be fixed-price work, showing a lack of understanding and having nasty surprises or a lack of information on invoices – is a self-fulfilling prophecy and will actually make sure the client will not renew in three years. At best there won’t be a happy exchange of testimonials and worse, the client may pull the plug before the contract expires and explain why to all of their contacts.
Secondly, rail operators. One would think that securing a fixed-term franchise is great news, and it should be. A foot in the door for all those future contracts too. But reading passenger reviews of one particular rail company in the UK reveals evidence that one person’s short-term is another’s long-term. Investors rightly expect a return on their investment but those behind the franchise operators may have tipped the balance in extracting so much jam today that they now risk having no bread and butter tomorrow.
If their trains are filled with more people than there are seats, is it because their passenger experience is so good or because there’s a coach missing as a result of cheaper but longer maintenance schedules? Or, that they don’t care about charging full price to stand for an hour in a draughty, noisy place?
For some, the basic but unmet needs of reliability and cleanliness are still objectives and talking points for franchises rather than being the norm. And, despite broadband wi-fi being available everywhere from my local café to an Airbus A380, we were told yesterday that rail companies in the UK should be able to offer wi-fi by 2019. I know that’s more of a capital-intensive offering than getting staff to smile but still, 2019?
So, while some operators have fans rather than passengers, why is it that others are failing? The word on the seats about this one major operator is that service has not improved noticeably since the franchise began – there are still broken doors on carriages and paid-for extras don’t materialise. Even worried staff are saying everything’s on hold until (if) it is renewed, due in a year. It’s easy to see how even just an ‘ok’ service then in turn breeds a shared cynicism; it is also believed, rightly or wrongly, that a key metric in that renewal pitch is on-time arrivals – something that’s easy to achieve high scores on if you’re also in control of the timetable.
We know that with the right experiences, customers will choose to come back next time and it is that – the accumulation of many very short-term affirmations – which gives longevity to what businesses see as the elusive relationship.
So even where a contract, commitment or lack of choice exists, the company being fed would do well to act as if there is no long-term nature, no assumption about next time.
Their customers don’t make rash assumptions or see it that way; what they do see is that on the other end of the hand that is doing the feeding they also have a pair of legs, ready to run at the first sign of a bite to a more appreciative recipient…
The world is full of great ideas the size of a planet but unfortunately, that’s how most of them stay – just ideas.
For some time now though the Circular Economy has been proving itself as an exception to the rule. This inspirational initiative is changing the future of the way manufacturers make and service companies sell. But for their customers and clients, it also means a different way of doing business, something that history tells us must not be overlooked. In explaining the nature of the new consumer generation, Micha Kaufman at Forbes summarised it neatly by saying “The product itself is not important, only the experience that they contain”.
The creation of the Circular Economy 100 is the latest testimony to the vision and effort that has secured the support and imagination of governments, business leaders and innovators around the world.
Led by the genuinely inspiring Dame Ellen MacArthur and her foundation team, the principles of the Circular Economy have already been adopted. Moving beyond ‘simply’ cutting carbon emissions and recycling glass into aggregate, some notable and diverse organisations such as wear2 and Maersk Line are effectively starting from scratch; building new processes so that what they make is made to be made again; the Cradle-to-Cradle approach. And what are seen as product-oriented companies are looking at how they move to a service / relationship orientation by selling the benefit rather than the product – washing machines for example, where consumers pay by the cycle while the manufacturer takes responsibility for the machine’s upkeep and replacement.
To have brought an idea on this scale from conception to execution is nothing short of phenomenal. It takes enlightened people, enlightened organisations to change the rules of thinking in a way that will generate significant commercial benefits as well as reducing the enormous and shameful waste that plagues our planet.
Inevitably however, the success or otherwise of the Circular Economy is dependent on an acceptance by clients and consumers that they too must change the way they interact. And so at this early stage of maturity, organisations have a unique opportunity to ensure, right from the start, that what they build and how they deliver it creates intended, consistent and profitable customer experiences.
The lessons of history teach us that one of the reasons why there is so much focus on customer experience today is because organisations are trying to force-fit new demands on top of old-style business models. Markets are littered with examples of operational processes that were built for efficiency but that lack the flexibility and personalisation their customers expect.
So much time and effort is being spent investigating root causes of complaints, customer contacts that go under the spreadsheet heading of “failure demand” and simply the need to get the basics right. And for others, it’s worse. The focus is way out on the horizon to the extent that the rocks under their feet go unnoticed. I’d much rather an airline communicate with me when there’s a delay than spend time and money developing an app that just tells me my bags are on the same flight.
Organisations would normally relish the chance to start with a relatively blank piece of paper and design around the customer but they may not have the resources or (yet) the appetite. In the search for commercial sustainability and market differentiation however, the advent of the Circular Economy is a fantastic opportunity for those businesses who can, to think beyond the implications for its own processes and to genuinely build around what it will be like to be a customer. How will what they do make their clients feel and behave next time? What will their customers say to their family and friends over dinner tonight about what it’s been like to do business with them? And how can they use those experiences to generate more, high value customers?
The circular economy is about the huge economic, commercial and environmental benefits from making things now that can be remade later. But while the focus is understandably about innovation and operational processes, that effort will risk being wasted without the understanding and then the execution of the right customer experiences as an integral element of the design process.
It’s an exciting future but it also has to pay attention to the detail of the end-user experience, lest we go round in circles again.
Far too often we see that organisations have a heavy, sometimes over-reliance on metric-based surveys. In a way it’s understandable; partly it’s about feeding the target-driven performance culture and partly it’s to have as much information as we can at our fingertips because that, in theory, makes strategic decision-making more robust.
So it was intriguing to read the latest headline about the rising confidence levels of UK businesses. The UK Business Confidence Monitor index “stands at +16.7, up from +12.8 in Q1 2013, suggesting GDP will grow by 0.6% in Q2 2013”.
I wish to take nothing away from its credibility, accuracy and the expertise of those who know much more about economics than I, but it means, er, what exactly? Well, delve a bit deeper and the trend is confidently portrayed as being a proxy for future economic growth, of higher levels of borrowing and investment. I’m no Smith, Keynes or Friedman but on the face of it that sounds like good news despite the fact that we may also conclude that the appetite to take on more debt is weak and fragile customer demand is still a problem.
Armed with just that though, if I was to present to the Board of UK plc, I’d fully expect them to say “And just what is it that you want us to do next?”.
It’s often the same when it comes to finding out what it’s really like to be a customer or client. In the Business Confidence Monitor, the question that respondents are answering is “Overall, how would you describe your confidence in the economic prospects facing your business over the next 12 months, compared to the previous 12 months?”. In consumer and employee surveys the equivalent questions might be “How likely are you to recommend us?”, “How do you rate our service” and “How satisfied are you?”.
All good questions in their own right, and also trying to predict future behaviour. But while metrics will show a trend, on their own they don’t show why the trend is what it is, and therefore what it is likely to be in the coming weeks, months and years. What’s more, depending on sample sizes and other mechanics of the survey, the reliability of the numbers comes with its own confidence factor of plus or minus x%.
Absent clear comments as to why respondents gave the reasons they did, there is a vacuum of context. That means, as with so many metric-based surveys, that translating the information into knowledge upon which valuable decisions can be made still remains elusive.
I’ve always said that if organisations get the experience right first, the metrics will look after themselves. Base analyses and decisions on the numbers alone and without any context, trends will simply continue to happen whether they’re known to be the right ones or not.
In that, I have every confidence.
Thank you for your interest and for your time reading this blog. I’m Jerry Angrave and I provide Customer Experience research and advisory services, most recently to the aviation, transport and legal services sectors. If you’ve any comments or questions, do let me know, either through the blog, by email to [email protected] or feel free to call me on +44 (0) 7917 718 072. There’s also more information at www.empathyce.com.
It’s an inconvenient truth that in promoting the use of email as a contact method, it is surprisingly easy to leave the wrong message.
I’m not talking about the content here, there’s plenty of focus on that. The issue is about the realities of the customer experience when there has been a lack of thought given to the subject heading and the email address itself.
We wouldn’t set out to create an intentional experience that deliberately stops customers from being able to get in touch with us. Not least, we wouldn’t want to be the one having to explain it to the Board. And worse, it’s an uncomfortable conversation to have to justify it to a customer who is trying to turn to us for help.
Surely that doesn’t happen in today’s hyper-competitive, customer-hugging commercial world? But it does, very much so, and in the process undermines all the good work created by the brand investment, employee engagement programmes and those posters on the wall proclaiming “We put customers at the heart of everything we do” (whatever that means..).
Here are three examples of where it can go wrong. To give them context, the first one has a customer’s perspective providing the commentary:
I’ve had an email from “DoNotReply” – how do I get in touch?
Bought my tickets online. It all went well, it was easy and the people were friendly. But in the confirmation email I had there were a couple of things that weren’t quite clear and so I wanted to check some of the details. Problem was, it was from [email protected]— so I wasn’t sure what to do. There was no other way of contacting them apart from links to “Subscribe to our newsletter”, “You might also be interested in these services” and so on. I’ve never had a good experience with their call centre either.
I went back to the company website and looked for the “Contact Us” page but knew I’d have to explain all the information again. Turns out it wasn’t a freephone number so I sent a message using one of those forms. All I’ve had back is a note saying I’m a valued customer and they’ll get back to me in three working days. I’m still waiting.
If they can send me an email, why do they make it so hard to reply to it?
And the point is?
Stopping people replying to automated messages might seem like an operational efficiency but there’s going to be a greater cost in, at best, handling the additional enquiry or at worst, losing the business next time. To get an email from DoNotReply isn’t very friendly language. You’re effectively saying ‘Hey you. Don’t even think about replying. Ha. We’ve got your money so we’re off trying to seduce more new customers like you”.
Either put in place a mechanism for routing emails that do come in or provide an obvious and easy alternative. By their nature, automatically generated messages that fit a template are more likely to generate enquiries from customers whose lives are not governed by templates.
You get the drift. The second and third points follow in the same vein so I’ll rattle through them.
Dear “Info”, who are you, really?
When our customers or clients put the effort in and choose to go to our website, ideally we want them to get in touch. That’s why we have a Contact Us page. How many times have we read that we only have one chance to make a first impression; that it’s the first seven seconds where people make up their minds about us?
So it seems at odds with that if the first contact we offer them is a highly impersonal [email protected]— or [email protected]—. It can also be at odds with what the brand promises everywhere else on the site about being customer-focused. Whether your customers are buying a book or chartering a luxury business jet, it’s got to be reassuring for the customer to think they are sending a message to a real person. Simply changing “[email protected]” to, say, “[email protected]” makes it so much more engaging.
I know you’re here somewhere…
Linked to the two I’ve mentioned, this one’s about customers being able to find your emails later.
Chances are that during the life of your relationship a customer will want to get in touch. And if they’ve got an account number, membership reference, a password reminder or simply want your email address, it’s very likely they’ll look up an old email from you. We all do it, and the first thing we’re likely to do is to sort our inbox messages by sender.
However, the name of the company is often elusive. Instead, we have many messages from “Customer Services”, “Info”, “NoReply” to name but three very generic addresses. We want it to be easy for people to get in touch with us and we don’t want to give them a reason to give up searching or risk going elsewhere. It’s therefore well worth thinking about using an appropriate name that will appear in the customers inbox where they expect it to.
You may have all these and more covered, in which case that’s great. But if there’s any doubt, check it out. It won’t take long and if it starts a conversation between you and your colleagues about what needs fixing and how, that’s got to be better than the alternative “Please explain” conversation around the Board table.
Interested to hear your views, thank you.
Managing Director, Empathyce Customer Experience
www.empathyce.com | [email protected]
+44 (0) 7917 718 072
The process of gathering the right, usable customer feedback needs to be treated every bit as much as any other key touchpoint in the Customer Experience journey.
At a time where barely a day goes by without our customers being asked to give comments about at least one brand or another, it’s more important than ever to make sure that our survey is quick, clear and easy.
It’s not so long ago that when we were asked for customer feedback, we were happy to oblige; flattered that our opinion was being sought, happy to think we were helping make a difference.
Nowadays though, we are faced with a relentless torrent of surveys, a deluge that is at serious risk of diluting our willingness to spend time and effort understanding complex questions, giving subjective scores and thinking of constructive responses.
And so not only do feedback programmes have to work harder to unearth the actionable insights, the very mechanics are under the spotlight too. Calling customers on a Sunday afternoon, asking customers in-store to go online and leave feedback when they get home or sending “How did you get on?” survey forms at the time of the booking rather than after the holiday will at best garner lacklustre responses. At worst, it will damage relationships, brand reputation and the quality of decision-making.
For want of a better phrase, the “survey experience” should be understood and managed just like any other touchpoint in the customer journey. Particularly for service industries, it can be one of the few tangible points of contact. Make it a point of difference, not a nuisance.
I recently needed a roadside breakdown patrol to breathe life back into my car. Job done, and stood in the icy cold wind, I was asked to take a quick survey. The questions were supposed to be about my experience but in essence were really an audit of what they knew already; how long did you wait, did you need towing, did the patrol do a battery check and so on? When it came to the “how likely are you to recommend?” question, there was no “Why do you say that?” follow up.
“They never ask us what it’s really like to be out here” the patrol guy said, frustrated that although it will look like the metric-based targets will be safe, the fact that the call centre got my location and phone number wrong, keeping him and me out in the cold for longer, will pass “them” by.
The more customers give feedback, the more discerning they will become. Anything that makes them feel like it’s not worth it or that it won’t be listened to will be ignored. A wasted opportunity.
Already, we see that over 80% of unhappy customers don’t complain, they just choose a competitor next time. So knowing what it’s really like to be a customer is as precious as the willingness and ability to act on it.
We just need to make sure that when we draw people in to give us feedback, we don’t push them away as a result.
Empathyce, the business of Customer Experience
+44 (0)7917 718 072