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Lessons in how to embed Customer Experience

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

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

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

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

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

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

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

Empathyce

Your CX momentum will take off, eventually

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

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

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

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

 

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

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

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

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

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

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

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

Thank you,

Jerry 

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

 

Customer Journey Mapping, done. What next?

Here’s a familiar scenario in the customer journey mapping process.  Your workshops went well, everyone was engaged and the team is bursting with ideas. You added extra value by creating an environment where people from across all functions shared their behind-the-scenes stories. In doing so they learned a lot more about their own business, which wouldn’t have happened without you. All in all it’s a good result.Customer journey mapping process

With plenty of actions and food for thought there is now momentum. Expectations are high but the ‘journey of the journey’ has only just begun.  So as you unplug your laptop, switch off the light and leave the workshop your attention turns to what happens next.

 

In the first part of this series I explored ways to get buy-in from skeptical stakeholders for customer journey mapping workshops.  Last time I looked at how to make sure the workshop stays on track and is efficient use of time.  And for this last instalment I want to share thoughts on what to do after everyone’s gone back to their day job.

And that’s part of the challenge we now face.  We’ve got people interested and we’ve flushed out some great initiatives. However, the reality is that whatever gold we uncover and however energised we feel, we have to make it part of their day job before the wave of enthusiasm loses its energy.  We don’t want it lost in the noise of inboxes and meetings.

A large utility company I worked with recently told me they’d done some journey mapping a couple of years previously. They’d had it illustrated and they’d dig it out to compare then with now. Only they couldn’t find it. After much searching the mystery was eventually uncovered. In a sea of hot-desks at corporate HQ was a line of table-high storage units.  Beneath the glass top, but also barely visible under stationery boxes, photocopying paper and a guillotine was a cleverly illustrated customer journey. Had it been on show it would have been a powerful way to engage stakeholders. It told a compelling story and could have been a catalyst for badly needed change. But all the effort had, literally, been shelved.

So what can we do to make sure the path down which we’ve just started doesn’t wind on aimlessly?  Here is my take on just some of things we can do.

Share it

First things first, thank everyone for attending and write up the journey (s) you’ve looked at.  Beyond that, share it personally with other stakeholders who you need to be involved and demonstrate the momentum you now have, inviting them to be part of it.  Get everyone to share the outputs with their own teams and make it part of the governance process to have them reviewed and critiqued.

Sharing it widely increases the collective ownership. It will also then keep evolving into a more accurate picture of the real-world customer experience.

Show it off

Customer journey mapping isn’t, as some organisations seem to think, all about creating a pretty picture.  It’s important but not the end-game, far from it.  What it looks like will depend on what works for your own business and who your audiences are.  Some will be at a high-level and others more detailed but if you can turn the brown paper and sticky notes into something pleasing to the eye that’s great. Make it large and put it somewhere that will stay visible. Ask passers-by in the office to comment on it.

Unless you have easy access to a graphics team, my experience is that, at worst, it’s better to have a well-organised table made in PowerPoint, Keynote or Excel to tell the tale than to lose time trying making it look like a storyboard for the next Peter Jackson film.  The aim is still to help colleagues understand what they need to change and why.

Validate it

When you feel it’s in good shape, try it out on a few customers who match the persona from whose perspective it was done. Ask them if they recognise that as their journey and their issues as they pass through it. Play it back to them so they know you’ve understood and ask them what they don’t want to happen at each stage. Having that extra layer of customer validation gives enormous credibility, something that’s hugely beneficial when dealing with stakeholders, especially the one who love to pick holes in things.

Act on it

It’s the most obvious and important thing to do with a journey map but there’s simply no point in doing the maps if there’s no way of using them.  It must become a regular feature of the CX governance.  Or, as I’ve seen a few times, the creation of a journey map is the very stimulus needed for creating oversight in the first place.  The maps need nurturing and harvesting if they are to continue growing and yielding more insights.

Prioritising what to do next is then the issue. Hopefully you’ll have no shortage of possible actions but the mapping exercise will reveal what to do first. You will have identified what’s most important and how well it’s done and that then gives confidence about what to do in the short, medium and long term for customers, colleagues and stakeholders.

Picking off those things that are easy to implement and have a big impact will also demonstrate the proof of concept for when you are seeking greater investments in time, people and money.

Do more of it

It’s not a one-off exercise. The world keeps changing so the mapping will need repeating to stay relevant. That might be at least annually if not more frequently, especially as your changes get implemented and the experience evolves.  Even if nothing within the front-line business changes, customers’ expectations shift, competitors up the ante and an IT systems upgrade always seems to have an unintended consequence somewhere down the line.

It’s likely you identified several other personas in the workshop so map the same journey for them.  You’ll also have different journeys, some made by yet more personas, to map out too.  And time spent mapping what it’s like for a colleague and/or third-party to deliver the experience is as invaluable as it is necessary to complete the picture.

 

The customer journey mapping process is an essential competency of any business. It’s only part of the CX mix and without it the risks, wasted costs and commercial consequences can be significant.

But with the right engagement and preparation, with robust facilitation and with the resilience to build the momentum you’ve created, your influence will be greater, the connection between CX and the bottom-line will be clearer and the cogs of the business all fit together neatly to deliver the right experiences. A good result indeed.

 


Follow Jerry Angrave on Twitter @jerryangrave


Thank you for reading the blog about journey mapping, I hope you found it useful.  I’m Jerry Angrave, a Certified Customer Experience Professional (CCXP).  I’m a Jerry AngraveCX consultant with an extensive corporate background and I also specialise in professional development for those in, or moving to, customer experience roles.  Feel free to contact me with any questions – by email to [email protected] or by phone on +44 (0)7917 718072.  More details at the website www.empathyce.com.

Keep customer journey mapping sessions on track and effective

Facilitating a customer journey mapping session for the first time can be daunting.  However, assuming you’ve invited the right people from across the business, and those who said they’d come do turn up, you should have an audience eager to get involved. Make customer journey mapping effective

Even so, your collaborations have to work hard and show that the time is well spent.  In your workshops some people will feel they can’t be seen not tapping away at a keyboard.  Others will have to duck-out half way through to take a call and there will always be at least one who is there because they’ve been told to but have no idea why.

In the opening segment of this three-part series I looked at ways to get buy-in from sceptical stakeholders.  The next and final instalment will suggest what to do with the ‘map’ once it’s been created.

This second piece therefore is about keeping your journey mapping workshop on track.  It’s easy to get derailed so asking the right questions, documenting the answers and making it an enjoyable experience for those taking part are central tenets of any journey mapping session. Here though, are five more suggestions for making sure your time with others is going to generate compelling insights and position you as the go-to person for customer experience.

Firstly, we need to be really clear about exactly who is doing what and why.

#1 Personas

To improve an existing experience or design a new one we must have genuine empathy with those on the receiving end of what we do. Traditional segmentation approaches that give us Millennials, socio-economic groups or B2B vs B2C are helpful but only to a degree.  Generational Marketing for example, assumes that everyone born around the same time will follow similar behaviours.

For an organisation wedded to metrics, processes and projects, commoditising customers in that way may feel more comfortable.  Yet it fails to highlight that we’re dealing with real people who interact with us because of real needs and wants. They have different motivations, hopes and expectations. And there are real, personal consequences if we get it right or not.

By bringing customers to life as a person not a segment, we can show the rest of the business what’s most important to them and why in a more meaningful and engaging way. Give the persona a name, draw a picture of them or a day in their life. Take time to discuss what they think, say and do.

We’re talking here about customers but the mapping exercise can – and should – be done equally for employees delivering the experience, stakeholders and partners to empathise with them too.

 

#2 Prioritise

Chances are you’ll identify  a number of personas, all of whom have the potential to go on many different journeys with you. We can’t do justice to journey mapping by trying to do everything at the same time so we need a focus and a clear scope.  Multiply the number of personas by the products or services they’re buying, the number of reasons they are interacting and then by the channel permutations and the number of possible journeys can quickly be measured in the hundreds if not thousands.  Which one to map?

Some will jump out more than others especially where there are burning platforms.  Others will emerge as you go along;  a touchpoint can be drilled into in more detail to become a mapable journey in its own right.  But as far as possible, choose one persona doing one thing and stick to it; have a crystal-clear scope for this journey and plan to deal with the others later.

The journey maps will then highlight the things are most important to your customers. They will show how well you do those things – if indeed they are measured – so you know how well (or not) you do the most important stuff or where you’re wasting effort.

You’ll end up with a long list of ideas but they can be organised so you focus on protecting the important things that are done well, pounce on the significant experiences that are done badly and stop doing the costly work that customers don’t value.

 

#3 Stay in character031

It’s one of the most essential elements of journey mapping yet it’s also the easiest to fall foul of. Short of asking customers directly (more of that in a moment) the only way to truly see things from their perspective is to act and think like them.  The personas you’ve created will guide you.  Take on the persona and pretend, role-play their interactions.

If you’re facilitating the session watch out for comments like “Yeah, but the reason why we have to do it like that is because ….” and “The customer doesn’t appreciate that what we have to do is…”.

We are not creating a process map.  When the team is in full flight it’s very easy to revert to the day-job. Just for the avoidance of any doubt, I repeat.  We are not creating a process map.  Quite the opposite:  we need to know what it is like to be on the receiving end of our processes.

An effective discipline here is to use “I… “ statements.  In other words, use their language not yours.  When the sticky notes are flying onto the brown paper, use phrases like “I’m choosing” or “I’m paying” rather than “Browse website” and “Purchase” respectively.

 

#4 Customer in the room…eventually

A valuable by-product of journey mapping is that cross-functional teams get to know their own business better.  By all means share the ins- and outs of what you do, it’s a great – and from what I see an all-too-often unique – opportunity to do so.

But while those conversations nurture internal understanding, they are not always ones you’d feel happy having in front of customers.  For them to hear that their premium-priced service is actually quite fragile and held together with string and tape isn’t great. Or, that one part of the business really doesn’t know what the next bit does.

It’s the main reason I advocate that customers only get the opportunity – and they must at some point – to validate and iterate the journey once you’ve agreed the starting point internally.

On the flip-side, where you are mapping “What could the future look like?” scenarios, having customers’ input and creativity coupled with successful design-thinking and ethnography is as essential as it is priceless.

 

#5 Start/Finish points

Unless you magically happen to burst into someone’s life the instant they think they might need you and then disappear forever just as quickly when you’ve got their money, the traditional end-to-end thinking can be flawed.

From a customer’s perspective, it won’t start with the initial enquiry.  More likely, it will begin with an event in the customer’s life that triggers the need or desire for the first or next interaction.  It’s best to start where there is no current or active relationship with the brand as it will then become clear how what you do fits in with their life, not the other way around.

The final end point may equally be a shade of grey but one thing every journey should have is touchpoint under the heading of “I’m sharing my experience”. It may be during or at the end of the experience but if nothing else, it forces the team to think about where a customer might tell the story of their experience, however unstructured, usually once it’s over.  If that’s not plugged into the current feedback system and usual reactive surveys, there’s one action to add to the list already.  I wrote about that specific issue in a separate blog here.

 

So journey mapping is an incredibly insightful tool but it must be done effectively and with discipline if it’s to yield the results that will drive a business forward.

The final instalment in this three-part series about customer journey mapping will look at what should happen next.  In the meantime, if you’ve your own suggestions on how to ensure journey mapping is working hard for you I’d love you to share them.


Follow Jerry Angrave on Twitter @jerryangrave


Thank you.  I’m Jerry Angrave, a Certified Customer Experience Professional (CCXP).  I’m a Jerry AngraveCX consultant with an extensive corporate background and also specialise in professional development for those in customer experience roles.  Feel free to contact me with any questions – by email to [email protected] or by phone on +44 (0)7917 718072.  More details at the website www.empathyce.com.

The job of the customer experience manager

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.

customer experience manager

The job of the customer experience manager

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.

  1. 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.
  2. 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.
  3. 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.
  4. 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).
  5. 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?
  6. 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.
  7. 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.

    Find ways to help them help themselves

  8. 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”.
  9. 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”.
  10. 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.

 

Jerry Angrave

Certified Customer Experience Professional – a practitioner and consultant on the strategic and tactical ways to help organisations improve their customer experiences

 

 

 

 

 

Customer experience without trust is costly

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”.


 

Did City Link’s customer reviews predict failure?

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

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

Being aware of the changing environment is key to survival

Being aware of the changing environment is key to survival

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

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

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

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

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

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

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

 


 

 

Creating the right customer experience is all about leading by example

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

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

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

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

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

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

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

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

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

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

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

“Enthused. Educated in a practical approach”  SD

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

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

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

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

 

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

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

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

Jerry

+44 (0) 7917 718 072

www.empathyce.com

 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

 

 

 

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

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

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

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

Add customer experience to an existing team

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

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

Create a new customer experience team

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

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

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

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

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

Have the right culture

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

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

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

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

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

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

Customer Experience at the Board table: a voice, a vote or a veto?

Everyone seems agreed that, like the complaints department, in theory the real aim of an in-house customer experience team should be to do itself out of a role.

I say that because if every decision made by an organisation strikes the right balance between what its customers value and what drives the corporate value, then there is no need for anyone to champion its cause.  It’ll just happen.  It’ll just be the way things are done.

Until then however, those leading and managing the customer agenda need the skills and credibility to get people talking to each other, to demonstrate unequivocal proof that customer experience doesn’t leave money on the table and to be accountable for ensuring that the right things are being done in the right order.  Not only does that have to happen across the width of a multi-functional structure but from the very top down.

Recent corporate evolution has seen Boards grow more upright Evolution of Progressas they respond to what’s going on around them and the discovery of how interdependent the executive team is.  The finance chief, risk head and company secretary have pretty much always been at the top table; HR took its place when team-building and balanced scorecards came of age along with the decentralisation of its core services;  to keep up with Sales, the Operations and Marketing divisions then were invited in.  And more recently, general counsel – traditionally the gatekeepers at the end of the corridor – are being brought much closer in to the running of the business.

As a result, for a customer experience leader there is intense competition around the Board table for attention, time and resources.  But it is essential for that person to be able to go toe-to-toe with everyone in the senior team; not because they want to win their argument and look important but because they will genuinely have customer insights that will make the decision-making process more effective.  Of course, there will be personal agendas all around the table as individuals try to be seen exerting their influence on cash-flow.  However, predicting the commercial impact of customer behaviour based on what the corporate strategy needs can align and prioritise decisions as well as take out costs that are duplicated or that are not valued.  Absent that guidance and customer strategy, the risks and unintended consequences quickly turn into unnecessary but costly issues.

Having a voice that is heard and listened to is a great start and a large number of companies are heading down that path.  Going a step further is having a vote, helping to ensure that things are done for the right reasons and that at the very least, the real-world customer impact has been given due consideration.

But better still, is for those in charge of ‘customer experience’, whatever the size of team, to have the right of veto on decisions that affect customers directly or indirectly – for the organisation’s own long-term good.  There are few people who work right across every function and who also have the opportunity to be the one who gets them all in the same place.  Even fewer know what shutterstock_87641005it’s really like to be one of their own customers and how that affects what they do next time.  That knowledge needs to be used to its full competitive advantage.

Having a unilateral right of veto might seem a bit extreme but if we are all agreed that in an ideal world a customer experience team would not be needed, that is effectively what the organisation would evolve to do, naturally and instinctively.

Remove unintended barriers to the intended email Customer Experience.

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.

Jerry

———
Jerry Angrave
Managing Director, Empathyce Customer Experience
www.empathyce.com | [email protected]
+44 (0) 7917 718 072

The feedback on Customer Experience feedback

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.

Jerry Angrave
Managing Director
Empathyce, the business of Customer Experience

+44 (0)7917 718 072
https://www.empathyce.com
[email protected]
@Empathyce

The (not-so subtle) differences between Customer Experience and Customer Service

You can see it in job titles, department names and in strategic planning sessions;  the terms Customer Experience and Customer Service are used liberally and are freely interchangeable.  Not surprising then, why I’m often asked “What’s the difference?  Same thing isn’t it?  Does it matter?”.

There’s a big difference.  And, if the future strength of the business is at stake, yes it does matter very much.  Of course, good Customer Service is essential – in essence that’s about what you offer and do for your customers or clients today;   Customer Experience meanwhile jumps to their side of the fence and understands how what you did today will affect what they do tomorrow.

All the “wow” and “magic moment” boxes of Customer Service may be ticked but without knowing what it really feels like to be a customer, a focus on Service alone and not Experience exposes a brand to unintentional consequences, oblivious to the real emotional and functional impact an action or a change will have on a customer.

So over the last few weeks I’ve tried to illustrate the point, using real-life situations to bring to life the key differences.  For example:

Customer Service is about what we do for our customers today.  Customer Experience is about what our customers will do for us tomorrow.

Customer Service is getting a geolocation text message in an airport. Customer Experience is being more concerned about hunting for a baggage trolley and then being charged a non-refundable £1 to use it.

Customer Service is what you say to your customers today.  Customer Experience is knowing what they say about it to family and friends over dinner tonight.

Customer Service is a brand promising “Here when you need us”.  Customer Experience is being charged to be put on hold when you call them.

Customer Service is practical; Customer Experience is memorable. 

Customer Service is having six ticket desks in a cinema foyer.  Customer Experience is seeing the long queue because only one is open and going for a meal instead.

Customer Service is sending a “Dear Valued Customer” letter.  Customer Experience is thinking “If I’m so ‘valued’ why don’t they use my name and why do they sign it just ‘Manager’?”

Customer Service is like leading a horse to water.  Customer Experience is the horse thinking “Nay, I was about to order a take-away latte”.

Customer Service is a polite builder. Customer Experience is them hosing down the driveway every day and giving neighbours dust sheets for their cars. 

Customer Service is a retail store being decorated for Christmas. Jolly. Customer Experience is a frustrating queue at the checkout because three staff are “busy” decorating. A priority? Humbug.

Customer Service is being given a feedback form. Customer Experience is “Blimey, the same questions about the same one-night stay from FOUR different sources?”

Customer Service is a bistro providing baby high-chairs. Customer Experience is being able to move it and set it up with one hand.

Customer Service is offering a more personalised service at a premium price. Customer Experience is then that sinking feeling when told to email “info”@…

Mind the gap between Customer Experience and Customer Service

Customer Service is having a reception desk. Customer Experience is how you feel about the business when the receptionist doesn’t smile or make eye contact.

Customer Service is a shiny new online help service.  Customer Experience is being perplexed at getting no response, or finding out it’s only open 9-5.

And so on.  You get the idea. Feel free to share your own examples – there is no shortage of them in day-to-day life…

______________
Jerry Angrave
Managing Director
Empathyce, the business of Customer and Client Experience
 
+44 (0) 7917 718072   |   [email protected]   |   www.empathyce.com
 
Empathyce helps business leaders and their teams to get the most out of their Customer and Client Experiences.  The business improvements as a result can include better decision-making because there’s a clear Customer Strategy; less duplication and better investment / resource allocation by acting on the right feedback and insight; better employee and stakeholder engagement by showing them what it’s really like to be a customer; and better financial results by giving robust governance to prioritise acting on the things that are creating – and destroying – the most value.
 
Twitter – @Empathyce
LinkedIn – http://uk.linkedin.com/in/improvecustomerexperiences
 

What happened to our Brand? It dropped through the gap between Customer Service and Customer Experience…

Which has the bigger impact on the bottom-line:  ticking the boxes for slick customer service or having customers feel and behave as you intended?

There’s nothing new in saying Customer Service isn’t the same as Customer Experience but I’m often asked if it matters that much.   It should matter, very much.  Fortunately (or rather, unfortunately) there’s no shortage of examples that show why.

Imagine if you will, a high-level meeting within a large passenger rail franchise discussing latest performance figures.  “How were our customers last month?” someone asks, eventually.

“Well, it’s all looking ok” comes the response. “100% of the trains left and arrived on time and every train was fully staffed to help our guests.  Passenger numbers were up, especially on the peak-time trains and yet we coped with no additional costs of extra capacity.  Customer satisfaction was down a few notches at 20% but that’s probably just a statistical anomaly in the calculation again”.  And so on.  The meeting closes with no further action points, happy that everything is, pardon the pun, on track.

The service picture (the bits they are looking at) is shaping up well but there are always two sides to every story.  So in that same month, what did it really look and feel like to be a passenger.  One passenger (yours truly) had the same experience on many occasions…

I leave the jostling of a rush-hour underground system behind and step into the main-line terminal concourse.  Phew.  It’s been a long day, I’m tired, I left home well before dawn and now because my meeting overran, I’ll miss putting the kids to bed.  Not much I can do now though.  I had a seat reserved but it was on the train that left a while ago.  Still there’s one every hour and I’ve got a flexible ticket so I’ll go grab a coffee and get the next one.

Hang on. Coffee will have to wait.  It’d be nice to wind down this time in the evening but I’ve a gauntlet to run.  Like anticipating the lights of a grand prix start, I – and it seems several hundred others – are taking up a position of stealth.  We need to be at just the right place where we can see the platform number ‘revealed’ so that when the swarm of flailing jackets, cartwheeling suitcases and over-size man-bags makes a bolt for it, we’re right at the front.  The prize?  A seat.  It’s a very basic expectation, it’s not much to ask, but it’s not guaranteed.

Mind the gap between Service and Experience

The platform’s called and suddenly it’s like the whole All Blacks squad is chasing down a loose ball.  Work shoes are not meant to be run in.  It’s frantic and all very undignified.  Once on board, pause to put a bag in the rack overhead and you’ll find someone’s jumped into your seat and then, conveniently, they grow selective hearing and the manners of a potato.

The result?  I paid a premium price to travel at peak time and to have a degree of flexibility.  Yet I (and many others) have to stand in a draughty, noisy doorway near a toilet for the first hour or so of a two-hour journey.  This often happens but we all agree they don’t respond to complaints and so our collective plans to use a different route and franchise next time quickly take shape.

I won’t go on.  Back to the meeting then.  The point is that ticking the boxes of customer service is fine to an extent as long as they are the right boxes.  Nonetheless, the brand and P&L will be seriously undermined if that’s not done in the context of knowing – in a timely manner and being prepared to do something about it – how what happens makes customers feel and behave; how that writes the story they will tell about their brand experience.

As they say, whatever the intention, whatever the strapline offers, the brand is what the brand does.

Jerry Angrave
Customer Experience Consultant
 
+44 (0) 7917 718 072
www.customerexperience.uk.com
[email protected]
 
Jerry Angrave helps business leaders plan and deliver Customer Strategies, design and execute customer experience programmes and provides coaching and personal development tools for those charged with leading and managing the customer agenda.  These services are borne out of real-world know-how in running teams of Customer Experience professionals and Customer “champions” in large complex businesses. 
 
Twitter – @IdealExperience
LinkedIn – http://uk.linkedin.com/in/improvecustomerexperiences
 
 

Q: The difference between Customer Service and Customer Experience? A: Emotion-driven behaviour.

We’ve all seen “Customer Service” and “Customer Experience” labels freely interchangeable in role descriptions, job titles and team functions.  They are seen as one and the same thing.

Does it matter? After all, it’s about “putting the customer at the heart of everything we do” (whatever that means in practice).  I’d argue it matters a lot;  they are very different disciplines with potential for a very different impact on the bottom line.

I’d suggest there are one or two crucial differences that may help.  For me, Customer Service is what we do for our customers and clients;  Customer Experience meanwhile is what that service really looks like to be on the receiving end of it.

And then there’s the difference in outcomes – Customer Service is generally tracked retrospectively by internal performance metrics while Customer Experience – functionally and emotionally – affects the way customers feel, think and behave next time.

A recent example brings the differences to life.

Buying a rail ticket online should be a straightforward transaction.  Indeed, they have a comprehensive website, a booking engine that caters for all needs, navigation that is (for the most part) intuitive and a helpline in case there are any questions or problems.  Lots of Customer Service boxes ticked then.

So, feeling reassured and confident, I book a short day-return journey.  I’m then asked for my seat preferences.  Great.  Easy to do business with.   On to the payment page though and I notice a couple of personalised messages:  I must travel off-peak and there are no seats available.  Uh-oh.  Confidence turns to anxiety and confusion.

I know I selected to travel off-peak, so why are they making an issue of it here?  Worse, there is no information about exactly what times are peak or off-peak.  And they are happy for me to pay yet there are no seats and no alternatives offered.  What’s that about?

Maybe I was too fussy in my choice so I start over (there’s no option to amend what I’ve done so far).  Same result.  After the third time, confusion morphs into frustration so I call the helpline.  What do I get?  Charged a handsome rate, back to the beginning and a voice-activated question and answer system. After 20 minutes battling with the computer I’m finally told I’m being put through to someone who can take my payment.  But then, not only is it such a bad line I can’t hear what they’re saying but the price has suddenly gone up.  Once again we get into seat availability and unclear cost options.  Honestly, how hard can it be?

Frustration becomes exasperation becomes anger.  But that quickly evaporates when I hatch a cunning plan, wrestle back control and smile smugly as I hang up and go back online to book a bus.

The Customer Service was in place, with all good intentions and yet the reality was that it produced a range of emotions and took too much effort for me to become a customer, let alone a frequent traveller or an advocate.

The brand is what the brand does, as they say and experiences don’t always mirror what the Customer Service manual says should happen.

So if we’re not confident we know what today’s customers will say about their experience over dinner tonight, we should at the very least not assume that Customer Service and Customer Experience are one and the same thing.

Jerry Angrave
Customer Experience Consultant
 
+44 (0) 7917 718 072
www.customerexperience.uk.com
[email protected]
 
Twitter – @IdealExperience
LinkedIn – http://uk.linkedin.com/in/improvecustomerexperiences
 
 
 

Customer Experience says: If I leave, don’t slam the door. Leave it open so I can come back.

Funny things, relationships.

For most organisations, that “relationship” has the same attributes, strengths and challenges as our own personal liaisons.   There is of course a mutual benefit, but put a customer’s hat on and while the basic requirements of trust, respect, empathy and support are still there, the relationship becomes more of a convenient association.

Customer Experience Management (CEM) accepts that from time-to-time, for whatever reason and for however long, we switch to try out what a competitor has to offer.  Any loyalty is to our wallets and our own agenda first.  Yet organisations easily mistake inertia for loyalty.

So if for some reason the relationship gets broken, the organisation is not going to help itself by reacting like a moody teenager who thinks they’ve been jilted for an alien slime-ball, shouting “Well, I never valued you anyway!”.  To mix metaphors, throwing dolls out of the pram will put the skids under the relationship quicker than a dog on wet lino.

But that’s what it can feel like as a customer.  A case in point, as experienced by your erstwhile correspondent very recently.  Mobile phone contract due for renewal in two months.  After 6 years with one supplier, the decision is to change.  Proof, if it was needed, that even those who give high customer satisfaction scores can switch.

The instructions on how to back out of a contract are hard to find (a coincidence?) but eventually it’s just a matter of giving 30 days’ notice.  Fine.  Email sent and confirmation of the PAC number comes back with final date.  Then the current supplier calls but because the smooth “Please don’t go, we really value you” patter doesn’t change things, the conversation turns sour.

It’s pointed out that the ‘how to leave’ section of the website was virtually undetectable.  “What did you expect?” comes the incredulous reply.  Ok, so now we know where we stand.  Any thought that I would happily consider them next time were fading fast.  And that was just the beginning.

They didn’t offer a reminder that the bank payment details need changing.  On the day the contract expired, they didn’t send an SMS giving me an hour’s notice that the connection will disappear. They didn’t say that the handset would be locked, preventing any other supplier’s SIM card working.  They therefore also kept hidden the fact that to unlock the handset needed someone in-store to send an email to someone at head office who would email the unlocking instructions – they couldn’t do it themselves – with an SLA of 48 hours.  “So, my phone is dead and you knew that would happen all along?”,  “Er, yeah”. (Arghh!).

And until then, it was all going so well.  But because they showed a complete lack of respect, empathy and support it will be of no surprise that whatever “relationship” we had is now over.  I know how important it is to stop customers leaving, I get that, but those unnecessarily high barriers, both emotional and physical, were just too much.

We’re an item no more – after that experience we never will be.  And that’s a shame.  It didn’t have to end that way.

Jerry Angrave
Customer Experience Consulting
www.customerexperience.uk.com
[email protected]
+44 (0) 7917 718072

Customer Experience: in-house teams must lead by example

The first rule of Customer Experience?  Understand what it’s really like to be a customer. Really understand.

Not just “What is your score for customer satisfaction?” but more along the lines of “How did what we do make you feel and how will that affect what you do next time?” or “What will you say about your experience over dinner tonight?”.  All good – and the right – insight to create better results for everyone concerned.

But when was the last time the in-house Customer Experience team, or those who are taking CE under their wing, were mapping a journey of what it’s like to be one of their own, internal stakeholders?  After all, even with all the most perceptive insight in the world, if it’s going to be used to change things, it will take willing co-operation from all corners of the organisation.  And how well do those in the team keep up with latest trends, best practice and benchmarking of their own competencies?

The understandable day-to-day focus is on what’s happening out there on the front-line.  However, for in-house Customer Experience teams and customer “champions”, they need the confidence and leadership to follow their own advice – hold up that mirror and find out what it’s really like to work with them within the organisation;  how do they make stakeholders feel and therefore behave.  What’s their internal ‘brand’ reputation?  Are they credible in their own right or able to call the shots just because the CEO is on-side?  Can they prove the economic benefits or are they seen as a fluffy side of Marketing?

Charged with leading the agenda of what is a relatively new discipline they need the rest of the organisation to “get it”, to be enthused and motivated to change things that may not be in their own personal scorecard.

Internal stakeholders and suppliers are to the in-house team what customers are to the business.  One won’t work without the other.  Customers don’t want you to turn up late because you’d stopped on the way to pick up a coffee, nor do your internal customers.

Against a backdrop of a commercial world that is still largely governed by short-term sales targets, margin protection and cost reduction, the in-house teams need to have the right leadership skills to bring cross-functional teams – previously worlds apart – together.  They need to be able to navigate the politics of crashing other agendas, influencing investment decisions and resource allocation.  They need to dispel the myths around Customer Experience.  They need to get metric-driven organisations to start thinking about customer emotions; easier said than done for sure, but it can be done.

Most importantly, they need everyone on board.  Not just the Product, Marketing, Operational and Sales teams but Finance, IT and HR too.

As Albert Schweitzer once said: “Example is not the main thing in influencing others; it is the only thing”.

Of all the ‘customer’ journeys to manage this is both one of the most important and, happily, one over which they have most design control.  Know how to lead by example and turn stakeholders into real advocates for Customer Experience.

Jerry Angrave
Customer Experience Consulting
www.customerexperience.uk.com
[email protected]
+44 (0) 7917 718072

Customer Experience: listen to the silence of the customer

If ever there was a statistic to make us sit up and take notice, for me this is that stat:  “96% of customers who are unhappy don’t complain“.  96%! Frightening.  And it gets worse.  “Of those, 90% will just walk away and not come back”.

When businesses set out to build a branded, differentiated customer experience they will often search for the silver bullet; that single, elusive crowning glory that will set them apart from everyone else for ever.  True, such aspirations are good at galvanizing an organisation behind a common goal but the reality is that the starting point needs to be a broad and strong foundation of many smaller experiences that just get the basics right.

Understandably, most of the information for what to get right comes from the root cause analysis of complaints and operational data.  Investment and resources are directed accordingly and all being well, the number of complaints starts falling.

But just fixing the underlying causes of complaints doesn’t have as big an impact on customer numbers and their value as it might.  That’s because, generally, the things that are complained about get prioritised.  If fixing complaints are the foundation blocks for a Customer Experience programme, then addressing this potentially destructive layer of niggles and frustrations is the bedrock on which those foundations should sit.

So, we have a rich seam of things that don’t go as customers would want, which are significant enough to make them try elsewhere next time but not so significant as to warrant putting fingers to keyboards and to complain.  It might be about phone calls to a service centre that doesn’t answer the phone.  It might be a shop assistant who doesn’t smile.  Surprise at the final cost.  Things that are easily fixed but that have a big emotional impact on customers.  That in turn drives their behaviour next time. The silent customers then, voting with their feet and loyal only to their wallet. Gone.

And yet those problems are unintentionally left to fester because people are complaining about other things.  What we need to know is what our customers from today say to each other when they sit down for dinner tonight.  When they tell the tale of what is was really like to be a customer, is that story the one we want and expect them to tell?

Customer insight about what it's really like to be on the receiving end of our service

Wanted: to know what our customers tell each other that they don’t tell us

Tracking down that level of qualitative information isn’t without challenge but it is well worth the effort.  Research that asks customers what they want will give the proposition teams ideas for bells and whistles.  But knowing what niggles customers will show where finite resources need to focus on in the short-term to improve experiences, loyalty and therefore revenue streams.

To complain takes effort and many feel companies don’t deserve to be helped if they can’t get such basics right.  In today’s world where the customer is in control, and whose bar of expectations is rising all the time, customers are rightly less tolerant to anyone who shows them a lack of respect by not “bothering” to reach a minimum standard.

They might be the small, sometimes “fluffy” things and not the single shiny silver bullet – that will come in time – but left unchecked these corrosive issues may as well be bullets being shot in the brand’s own feet.

Jerry Angrave

Customer Experience Consultant

+44 (0) 7917 718 072
www.customerexperience.uk.com
[email protected]