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Where to start customer journey mapping

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

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

Start your customer journey mapping

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

 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

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

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

 

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

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

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

Thank you,

Jerry 

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

Does the PRM label restrict airports’ thinking?

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

passenger experience prm disability

 

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

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

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

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

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

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

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

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

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

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

Upgrade the acronym

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

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

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

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

We need to go further

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

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

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

There are two issues at stake here

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

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

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

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

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

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

So, what does ‘easier’ mean?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

It’s about people, not processes

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

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

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

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

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

 

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

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

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

Thank you,

Jerry 

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

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.

The future of airline passenger experience

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

 

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

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

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

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

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

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

 

Forward thinking for forward bookings

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

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

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

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

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

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

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

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

 

What do passengers say to each other?

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

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

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

 

The future is already here

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

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

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

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

 


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

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

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

 

 

 

 

Passenger experience: managing disruption without disrupting relationships

The delicate, reciprocal balance of any alliance between airline and passenger shifts dramatically when there’s a planned or unplanned change in schedule. One party very quickly becomes totally dependent on the other to get them through the next few hours.  It puts the relationship on a knife-edge with the stakes and expectations equally high.   

Get it right and we know the benefits of salvaging relationships that have teetered on the edge.  Get it wrong and research shows that the majority of people won’t even complain; they will simply take their contribution to load factor metrics elsewhere.  Abigail Comber of British Airways summed it up succinctly recently when she said: “The best products in the world are no good if they’re not delivered brilliantly”.Passenger experience

To have and to hold

The longevity of fulfilling relationships between people or between people and brands will not survive if, so we’re told, one party feels the other is showing it any trace of contempt.

Passengers travel for a reason.  Arrangements have been made with people at the other end. So where there’s a loss of certainty, it’s no surprise that anxiety levels rise. And while passengers accept that some delays are unavoidable, expectations are quite rightly very high that information will be timely and accurate and that action will be swift.

As passengers, we expect the airline to respond and communicate in a timely and relevant way.  We don’t know or, frankly, care whose responsibility it is.  What we don’t expect or want is any suggestion that the airline doesn’t know, care or acknowledge just how important and emotive the situation is to us at that moment.

How the airline responds has a direct consequence on how it makes people feel.  And that is what they will remember next time they come to choose who to fly with.

Seeing it from the other person’s perspective helps know what to say, when and how in a way that not only protects the relationship in times of instability but strengthens the bonds of trust for the future.

 

Expectations are always rising

How a passenger expects to be treated is not set by today’s airline or by other carriers who do things better. When they’re not being a PRN, the same people are doing business with, or are hearing about, a raft of other organisations each day.  They might be online retailers, telecoms providers or local cafes.  Some of them simply get the basics right every time, some do unexpected things we wish more companies would do, while others are horror stories to be wary of.

When there’s a problem developing we’ll hear about it on the radio, followed by an advisory to “Contact your airline for more information”.  Passengers expectations are changing though from “Ok, I’ll do that” to “They’ve got my details, why haven’t they contacted me?” and “What would have happened if I hadn’t just heard that radio broadcast?”.  In fairness, more airlines are taking a more proactive approach not least because automating the initial message reduces the cost of handling volume of inbound calls and frees up finite resource to focus on the passengers who need help the most.

Such are the expectations that the perception of the response takes on a sharper focus.  Consider the airline that sends an SMS inviting a passenger to book travel insurance through them but is silent when a flight has been cancelled.   A passenger can be forgiven for thinking “The airline had no interest in me other than getting me to spend more money”.  People do have a choice and so the consequences for airline and airport are predictable.

 

Your brand in their hands

The very nature of an airline’s business model hands over the delivery of many aspects of the brand and passenger experience to a third party.  In many cases it’s seamless but that’s not always the way.  Sullen gate staff and disengaged baggage handlers have the ability to throw away millions of dollars worth of brand building in an instant.passenger experience

Whatever the posters on the wall say about putting customers first, unless everyone in the chain understands why that’s important, how it will be delivered and how success will be measured, the nicely-worded platitudes are meaningless. The myopic focus on costs will prevail without a view of the consequences of that cost obsession.

Outsourcing the sensitive management of communications that are natural around disruption can be a sound commercial move but also requires high levels of understanding between airline and agency.  I spoke about the issue to John Milburn, general manager at Bosch Service Solutions who handle customer contacts for a number of leading global airline brands.

John told me: “Our client’s knows how critical it is to get the right information to the right people in the right way.  They take our agents to their in-house brand training facility to immerse them in their  brand and crucially allow them to experience what their passengers should expect ether flying economy or first-class, and – importantly – why. It means that when there is a problem our people can be highly empathetic, managing a relationship rather than executing a transaction”.

 

Frequency risks breeding complacency

According to Flightstats, in the 30 days to mid-August 26,300 flights were cancelled globally with 692,000 being delayed.  With an average 100 people on board, that’s the best part of 700 million people having their plans disrupted – in one month.

So with my passenger hat on, compensation rules aside, it’s not unreasonable for me to think that if something changes, the airline will be well drilled in letting me know important information.

Airlines can compete on costs, metrics and processing efficiencies but as Ryanair is discovering with its “Always Getting Better” initiative, there are greater commercial rewards to be found by paying more attention to the things customers are most interested in – and that includes communications at the most important times.  I wrote a blog just recently about how high up the agenda a customer focus is for the airline that not so long ago appeared proud of the contempt it shows passengers (read here).

It’s a trend that disruption management specialists 15below have also seen.  They report a rapid growth in the demand for its collaborative workshops that help airlines understand what it’s like to be the passenger, what they should do and how.

At a recent event in Dubai, 15below highlight some very telling facts, including that of the top 10 on-time performing Middle East and African airlines, 21% of their passengers are – over 8 million a year – are disrupted.

Yet the workshops reveal that while the intent in one part of an airline is good, significant barriers still remain.  Doing things on the customer agenda remains a contentious subject in many a boardroom in any sector, not just airlines.  If a business case cannot show an immediate ROI it won’t make the short-list.  The marketing and customer experience teams might be making the right moves and articulating the cost of lost customers.  But if the culture means their insight is not adopted by every other part of the business, the focus will remain on doing the wrong things really well.

IT understandably has a loud voice at the table and often wants to manage innovation and change in-house.  Falling into the clutches of its normal programme management governance and competing for resource around the business equally retains control over the time-quality-cost triumvirate and helps negotiate the portfolio of legacy and merged systems, but anecdotal evidence suggest it often slows things down too.  And that simply lets others get ahead.

 

The to-do list

15below has some sound advice (and a JetBlue case study here) to help airlines do things better.

First, planning with stakeholders and partners so whether ground staff or outsourced contact centre, they all have the same information and the right information at the same time.  For a passenger the only thing worse than no information is inconsistent information between gate, Google, contact centre and departure board.

Strike a better balance between automation and human communications.  Technology offers some fantastic opportunities for handling issues of scale. But airlines must also recognise when passengers need reassurance that comes from speaking with a person and not interacting with an algorithm.

Solving the problem before a passenger knows it exists is also a way to retaining passenger faith.  Making it easy to understand what’s happened, making it easy to talk to someone about their own specifics and having a ready-made solution in place takes a little effort but is immensely appreciated.

Proactive communications with those who are expecting the passenger such as hotels or family takes the experience to another level. Automated voice messages are more popular in the US than in the UK.  But calling at 2am or assuming that a passengers first language is English despite what they’ve already made clear is not right either, yet it happens.

 

The “So what?”

It is well accepted that there are three elements to the customer experience.  Did it do what I expected it to?, Was it easy? and How did it make me feel?  Research also shows it’s not an equal three-way split in terms of importance.  The memory of the emotional aspect from last time can drive upwards of 70% of decision-making for the next time.

So passengers are far less likely to buy a ticket from an airline that has previously showed them any degree of contempt, whatever the customer charter and brand promise say. The brand is what passengers tell others it is, not what the strapline says.  They have a voice and they have a choice.

Airlines who still see no reason to change or who don’t make the right changes will therefore get left further behind by those at the next gate or the next airport who do get it.

The stakes are high, the expectations are high.  It’s not just a relationship that’s under threat or about to flourish – by definition its also revenue, load factors and forward bookings.  And none of those want to be disrupted.

 


Jerry Angrave is a Certified Customer Experience Professional and consultant.  Managing Director of Empathyce, Jerry has worked for or with organisations in the aviation and travel, retail banking, utilities, legal services and pharmaceutical industries. 

Jerry will be chairing sessions a the AirXperience event in London in September 2015 – feel free to ask Jerry any further questions on this subject.

Making technology relevant to the passenger experience

(This post was created as a guest blog for Total BlueSky in August 2015)

The speed and breadth of technological change not just in the aviation world presents fantastic opportunities.  The challenge however, is to take advantage of the right opportunities not just the latest opportunity. Understanding the things that passengers value most helps prioritise where investment and resource is best focused.

“We need to think like retailers, we need to be more digital” is the rallying cry in many away-day strategic planning session. After all, the retail sector is often the first roll-out new technology and in stores, online and bridging the divide between the two. Passenger experience

On the flip side however, why not use technology to create an airline that retailers aspire to be like?

As passengers we are all also consumers in other markets.  It is those interactions when buying a coffee, returning an item bought online or getting our telecoms provider to explain the latest bill that set our expectations.  Replicating best practice creates nothing new and is soon overtaken.  Even mobile, Apple and contactless payment methods quickly become established. Applying the right technology to the right problems on the other hand is a winning strategy.

That however, raises a few questions, not least in the debate about using the latest tech because we can, or using the most relevant tech.

Should our planning horizon be months rather than three or 5 years? If mobile, beacons and wearables are the answer, exactly what is the question? And if technology is so good, why do airlines automate check-in for passengers in economy yet retain the personal touch for those in business class.

It might make processing more cost-efficient but if I’m using it for the first time or it’s not working properly I’ll still expect someone there to help me. It feels very transactional, all about barcodes and processing with no apparent desire for any kind of relationship.  If I fly business class one week and economy the next, I’ll be paying less but I’ll also remember how the different approach made me feel when I’m booking my next business-class flight.

So another question might be “Who is benefiting most from the technology?”.  Is it the airline or airport who can leverage the benefits of data, measure processes more efficiently and drive down operating costs?

Or is it the passenger, for whom technology makes it easier to do business than with a competitor and so they return more often, spend more and tell everyone else to do the same?

At an aviation conference recently I asked a fellow speaker for their views on where technology and passenger experiences meet. Will there be a time in the not too distant future, I wondered, when I won’t be able to fly if I don’t have a smartphone?  The immediate and enthusiastic response was an unequivocal “Absolutely!”.

Nothing wrong with ambition, but there’s a real risk of making the assumption that owning a smartphone means being willing and able to use it in the way that airlines want passengers to.

A large US carrier launched its lost baggage app with a big fanfare and indeed, it did shows where a bag was and how that compared with where it should be.  That’s not an inconsiderable amount of time, money and opportunity cost to develop technology that is unlikely to be at the top of a passenger’s wish-list.

As a passenger, I expect my bag to make the same trip as me.  I accept that problems happen and that bags do go missing or not make onto the flight.  BA’s recent problems at LHR Terminal 5 highlighted that all too well. But would I download an app and keep checking it when the chances of it going missing are slim anyway and I’ve got a hundred other things to do?

On a trip to Poland recently, my bag didn’t make it.  I went to the information desk and got things sorted. Having just landed in a foreign country late at night, the baggage reclaim area was not where I would have expected to try and connect to a new mobile network and rely on an app to know more than the people in the room.  I would still have gone to the information desk anyway.

I put it to the airline who had developed the app that its usefulness was there, but limited.  The response was that passengers always want to know where their bags are. Personally, I assume they’re where they are supposed to be but if you go to the effort of producing an app, I’m inclined to feel less confident and believe now that’s a frequent occurrence.

And, I was told, as people in transit can run through an airport quicker than bags can be processed, it’s good to check if your bag is going to make it or not.  We then fell into a debate about designing (unintentional) experiences where people have to run, whether they’re fit, have just had a hip replacement, have amplified anxiety and so on.

The point is relevance.

We hear headlines that people are “always connected”. They will be connected to the things that are most relevant to them and help them do what they want to do.  In the case of lost bags, I know the airline has my cellphone number – they’ve reminded me to check-in early and stock up on duty-free goods ­- and I know they can link the bag to its owner.  So if there is an issue why can’t they get in touch with me before I even know there is a problem and solve it.

The slightly introspective approach also manifests itself in the green, orange and red “How was it for you?” buttons that greet us after security, by the gate or exiting customs.

They give a score, an indication of satisfaction at the point of interaction and add to the wealth or metrics and data. What they don’t yield is a qualitative element; why did someone tap the green button with a smile or punch the red button in frustration?

Without that, how do we know what to change?  And as a customer, if I’ve already told you what I think, why should I bother telling you again when I get an email the day after travelling back?

Thinking like a retailer might be a step in the right direction and there is obviously a place for technology.  But what makes the technology a good investment is the mindset and culture that it’s nurtured and developed in.  For example, where everyone in the project team understands and can keep on top of how and why passengers and therefore the business will benefit.

London City Airport has a huge focus on technology but for the primary reason of making the travelling experience better.  From that, they know, will flow more passengers and more revenue.  And the results are testimony to that approach; passenger numbers are expected to exceed 4 million this year.  Customer reviews suggest it’s the kind of airport you hope your airline will fly to.  And commercially, the owners have just put the airport up for sale with an estimated price tag of £2bn.

Technology plays a huge part but I recall LCY’s chief executive Declan Collier keeping things in perspective about how it’s used in an interview with Forrester in 2013. He said “Customer experience is nothing without delivery, and in our business, our propositions stand or fall on the ability of our people to deliver them”.

Adding to the sentiment from New Zealand is Andy Lester, Chief Operating Officer of Christchurch airport.  Such was the devastation of the tragic 2011 earthquake that much of the city is yet to be rebuilt.  However, speaking in Barcelona about how the airport has got back on its feet, he said “We have a great opportunity … but if we think like an airport or think like an airline we won’t see things the way our customers do”.

Airlines have access to some amazing technology. Passengers have a choice about who they fly with. Understanding the two sides and bringing them together in the right way will create a winning combination.


 

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, founder of Empathyce and an ex-corporate customer experience practitioner.  Since 2012 I’ve been a consultant helping others understand how best to improve their customer experiences.  If you’ve any questions about this or any other CX issue do please get in touch.  I’m on +44 (0) 7917 718 072 or on email I’m [email protected]

Thank you Jerry

 

 

 

 

 

 

 

Jerry Angrave

CCXP LogoCustomer Experience awards judge

Passenger experiences and what they say to each other

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?

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What is it that customers tell each other when they write about the passenger experience?

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”

 

In summary:

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”.

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Good news – plenty of seats. Bad news – information boards positioned too far away beyond the moving walkway

 

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?

  1. 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”

 

  1. 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.

 

  1. 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.

 

  1. 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.

 

  1. 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:

LHR tweet

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.

Thank you,

Jerry Angrave

 


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 and lawyers

United Airlines threw a new perspective into the debate about where responsibility for customer experience sits when it handed accountability to its General Counsel.

 

In an unusual move, United has brought customer experience and lawyers together by putting its General Counsel in charge (reported by Gary Leff).   The airline has a habit of being in the media for its unharmonious relationships with guitar playing customers, monks and even its own employees.   To pull the airline off the bottom of the customer satisfaction tables and into a position where customers rave rather than rant certainly needs drastic action.  Customer experience and lawyers under the same wing – a piece of corporate brilliance and a shrewd commercial move or a temporary holding position for an internal hot potato that nobody wants to catch?Customer experience and lawyers

True, the role of GCs and their teams is changing as the stakes have become higher. The economic turmoil of recent years coupled with increased regulatory demands has turned up the volume of the legal voice in the Board Room.  Their plate is already overflowing with the need to advise and keep the business ethical so should that also include managing customers’ experiences?  Like every other part of the company, Legal needs to have input and be kept informed.  At a practical level though, legal teams may not be closest to customers on a day-to-day basis and therefore best qualified to determine the nuances of what it should be like to be a customer.

I’ve seen companies who have the same director in charge of IT and Marketing.  Operations directors often pick up the customer experience reporting lines, as do those leading the Marketing  agendas.  Where silos exist and presumably more oversight is seen as a motivator for greater collaboration, many businesses also make one functional director accountable for the customer experience in another unrelated function.  The legal, risk and compliance teams already have a big say in how things are run, for sound commercial reasons.  At the other extreme though, having such a specialism in charge of customer experience creates a perception that it’s necessary because the experiences are so awful that the legal team are going to be integral to it anyway.

Whose role is it?  In this case, only United can answer that.  It’s a question we shouldn’t have to ask though.  Customer experience – doing the right combination of things for customers and the balance sheet – is what a business is about.  It’s a way of thinking and collaborating, it’s not an agenda item on one person’s monthly report back to the Board.  But if no one else will pick it up, maybe an empathetic and disciplined legal team are as good as any to run with it.

 

Are we talking the right language of customer experience?

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

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

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

 

Customer Experience or Customer Memorylanguage of customer experience

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

 

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

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

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

 

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

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

 

The voice of the customer or What people think

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

 

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

 

 

 

 

Will thinking like a retailer improve customer experiences?

“We need to think like a retailer”.   Really?

In listening to those who are looking to improve customer experiences, I’ve heard two very different opinions from the aviation industry this year on where the aspirations lie.   The airline: “We should think like a retailer who happens to run a fleet of aircraft”.   The airport:  “If you think like an airport you’ll never really understand your customers”.   As a passenger, I know which way of thinking I’d rather be on the receiving end of.024

To those organisations in any industry who aspire to think like a retailer (code for “sell more”), I have a suggestion.  Why stop there?  Why not have the aspiration to make your customer experiences so easy, consistent and cost-effective that it is the retailers who are the ones who look to you and say “We need to think like them”?

One of the biggest challenges we see in creating a truly customer-focused business is the lack of clarity among employees about the overall strategy.  Or, a brand that creates expectations but then has little robust structure to deliver what it promises.  Whatever market we operate in, an aspiration to improve is of course admirable.  But we need confidence in our own business model.  Surely, we don’t want to give our employees the impression that we don’t back ourselves so we’re going to act like someone else.  That message, intended or not, isn’t what will drive the right behaviours and engagement.

It’s a similar risk with searching for and emulating best practices carried out by competitors.  In reality, it’s never that straightforward but if we replicate what they are good at we will, by definition, only be the same as them.  And in today’s world, we need to be different and distinctive.  The bar of expectations is rising relentlessly so yesterday’s best practice quickly becomes today’s norm.  And it’s not always about the “Wow” moments – getting every basic element right every time is, for sure, a best practice that others will aspire too.

I hear a lot about the need to think like a retailer and I applaud the intent.  Retailers have some great experiences but they have a lot of very average ones too.  Yes, they sell stuff and most organisations are looking for ways to increase revenues.  But I’m still firmly of the view that while we can learn from others, it is critical to aspire to get the customer experience right for our own business first.  In doing so, we then become the one that everyone else looks to as the role model.

 

Differentiated customer experiences require differentiated thinking

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


 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

 

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 experiences highlight the danger of businesses taking relationships for granted

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.Customer Experience vs Customer Service

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?Mind the gap between Service and Experience

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…

Luxury or productivity? The question of value for Business Aviation’s customer experience.

FBOs and charter airlines are in a strong position to capitalise on the belt-tightening consequences of recent economic conditions.  That’s providing they are able to articulate their value in a meaningful way. 

Value, to paraphrase, is in the eye of the beholder. Understanding what that means in reality and then being organised to do something about it puts companies on track for that competitive edge and long-term growth and stability they need.

Focusing on customers is nothing new.  In designing and implement customer strategies, there’s no shortage of advice on why that’s a good thing.  But the piece that’s often missing is how to use it in a way that creates real business benefits.

Here are some tips that go some way to plugging the gaps.

Customer journey mapping

“We need a customer journey map for that” is a common call that’s heard in workshops aiming to lift the levels of customer service.  Unfortunately, what gets put on the table is just as often a linear process map, an operations manual or a sales checklist.  They give a starting point but little in the way of direction.

A good journey map is itself a means to an end.  It will give everyone a common version of what it’s really like to be a customer.   It points to where effort and resource needs to be focused and it provides others across the business with critical information about how best to achieve their own individual goals.  Most importantly though, it forms the platform of knowledge on which future decision-making is based.

It is therefore the output and what is done with it that counts. There’s no golden rule about what the map should look like, it must simply work for your organisation in a credible way that tells the story of what the opportunities are and why.  The tighter the scope the better.  For example, a forensic look at the tablet-based booking process for a high-value, regular customer or the welcome experience for a new-to-business-aviation client will yield more actionable and effective insight than a one-size-fits-all approach.

Understanding the customer’s perception of what happens every step of the way, set against what should happen and what drives value for the business, will flush out detailed commercial considerations.  What does good look like?  How do we compare? What does this customer (or customer type) really value and how well do we do it?  What are the unintended consequences? If we’re over-delivering in an area that the customer doesn’t see as a priority, can we save costs there?   And so on.

With robust leadership and governance, the journey map makes sure the right activity is prioritised, the right people are held to account and the right measurement programme is in place to perpetuate improvements.

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

Today’s customers will sit down to dinner tonight with family or colleagues and share a story or two about their flight(s).  It would be great to be a fly on the wall but with the journey mapping having created pre-meditated and dependable experiences, when the chairman asks if we know what they are saying not only can we answer “yes”, but we can also articulate how that is adding value to the business.

Commercial benefits

Business aviation is no different from many other markets in that standing out from the crowd is increasingly as difficult as it is necessary.  But for those who place a spotlight on getting things right, the commercial benefits are as much non-financial as they are financial.

Collecting first-hand evidence of what works for customers and their own internal stakeholders back at their office shapes strategic as well as tactical decisions.  It means the weaknesses and inflexibility of commercial aviation alternatives can be articulated to best effect. It helps recognise how much competitors might include video conferencing.  It flushes out how customers want to pay and reveals insights for lobbying airport owners and regulatory policy makers.  Such knowledge also ensures all activity across the company is working to the same priorities and that marketing investment isn’t wasted when something other than the brand promise is delivered.

While business aviation has to navigate around a plethora of political, regulatory and infrastructure issues, it also wrestles with the issue of perception.  For many clients, the economic climate has put cost management at the top of their agenda yet brands and communications targeting corporate accounts still ooze indulgence rather than productivity advantages.  That’s fine if the chosen target market is the luxury seeker, but a sceptical programme director overseeing an urgent M&A project will only let the team fly privately if the broader economic benefits for the business case are clear.  Therefore, getting to understand the customer and their own organisation is essential for business aviation companies who can then provide the right information that makes that business case uncontested.

Diverting finite resources for an even greater customer focus might take some persuading for metric-driven stakeholders.  The translation therefore of customer measurements such as the net promoter score (NPS) and of customers’ emotionally-driven behaviour into real money makes the case forcefully.

Medallia’s research into NPS – the popular measurement tool which asks customers how likely they are to recommend your business – shows that on average, those who are willing to be an advocate are worth 30% more than those who are not.  The Temkin Group also showed that promoters are five times more likely to repurchase than detractors.

A joint piece of research between Forrester and Watermark Consulting tracked the correlation between organisations that had a customer experience focus and their stock-market performance.  In that five-year period, the S&P 500 market index dropped by -1.5%; companies on the front foot with customer engagement increased by +22% while those dragging their feet fell by 46%.

Traits of successful FBOs and charter airlines

Somewhat unhelpfully, successful FBOs and charter airlines come in all shapes and sizes.  Some brands make a feature of being loud and brash while others go about their business quietly, but very effectively, keeping well under the radar.

The one thing they all have in common is good people.  Flat fee options, in-flight connectivity that replicates being in the office and a highly responsive service will count for nothing without the right people. They understand what the company is all about, they know what it needs to do day-in and day-out to succeed and they are energised to accomplish at least that on a daily basis.

Steve Jones, Managing Director, Marshall Aerospace said of their success: “In the last year it’s all been about accumulating a strong team and so far it has been more about building expertise than building things”

Thomas Flohr, Chairman of VistaJet which regularly has 20-25% revenue growth, bypasses the fractional model – “We tore up all the old conventions and designed a revolutionary business model focused entirely around our clients. What they wanted. What they needed. We’ve never looked back.”

And earlier this year, Rizon Jet said that its awards were due to a “Dedication to fantastic customer service….it’s not just the facility, but the people that make the difference”.

Organic business growth

Organic business growth

A further illustration of how customer service can trump price came in the AIN FBO survey – Americas 2013.  Customers were asked to cite the most important factors when choosing an FBO:  85% said good customer service, the top answer.  And the top reason for avoiding an FBO? 71% said poor customer service.

Another common factor of successful businesses is having the right customer feedback programme.  In X-Jet’s own words, “Truly we do live for that con­nection with the customers and we’re constantly seeking feedback on how we can do things better”

Lessons from other industries

Markets outside business aviation are also finding that the bar of expectation is rising all the time. As law firms are discovering to their cost, the world around them has changed and in their clients own lives they are interacting more and more effortlessly with a host of other organisations through an array of devices and channels.

Apple is a regular contender for exemplary customer service.  That’s not surprising with the focus it has on recruiting the right people for its brand, the focus it has on customer empathy rather than selling and on evoking the right emotions.

In March this year, Marriott headed the Temkin Group rankings once again for a hotel brand’s customer experience.  Like Amazon and NetFlix, they create relevant personalisation and make it easy to do business with.  They focus on the things their customer value, whether it’s helping the procurement team choose Marriott over a cheaper alternative down the street or tracking down lost luggage.

Many of these results stem from having (read: “allowing”) its people talk directly with customers.  These organisations also have strong leadership for a clear customer strategy that is shared and understood by every employee.

Conclusion

Companies in the business aviation market are not on their own in needing to articulate their real value to existing and new customers.  But for those who get it right, delivering what is valued most and what is seen as value for money, customers will reflect that they made the right decision, their organisation will benefit and they’ll tell everyone.  And that’s invaluable.

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.

The Omni-Channel Experience, shaken or stirred: right concept, wrong name?

Any time, any place anywhere – it’s the right one.  Who knew that the now decades-old yet iconic Martini ad campaign was forming the basis of what is now tagged as the Omni-channel experience.

The concept is exercising many brains right now.  We know that in an ideal world we need to give an easy, reliable and considered experience however, whenever and wherever our customers and clients demand it, whatever device they are using.  But from the people I’ve spoken to recently about the subject, the bigger question is “How?”.  It will be hard to find anyone who resists the fundamental theory behind an Omni-channel experience, but in practice how do we get the people leading divisional teams within an organisation to talk with each other and to establish practices that benefit each other, the customer and company P&L?

It may be semantics, but the label “Omni-channel” therefore seems to simply exacerbate the current problems and internal challenges rather than help overcome them.  It implies that channels can still function in the way they always have but they simply need to be joined up more effectively.

Legacy systems, behaviours and organisational structures won’t get changed overnight but for me, ticking the “Omni-channel” box is a false ending.  In part it’s because, in determining what our Omni-channel strategy should be, the use of the word “channel” still suggests that the focus is on what an organisation can do with its front-line structure and resources rather than be led by how customers want to do business.  If the latter is the starting point, working back to today’s capability will surely bring about better outcomes than the inside-out approach.

To have an effective Omni-channel strategy needs a clarity of purpose that extends beyond the channels themselves.  Customers deal with a brand as a whole and that therefore needs all the parts of an organisation, whether customer-facing or not, to function as one.

That takes strong leadership and it needs people with the right skills to influence sceptical stakeholders and adapt metric-driven scorecards. But the effort is worth it – there is a good reason why the Martini principles have endured for so long.  They are the right ones.

Jerry

 

 

The Customer Experience message; a victim of its own success?

Over 23 million variations on a theme.  At least, that’s how many links you’ve access to if you put “Definition of customer experience” into Google.   There are only 3 million more links to “Definition of humanity”.

So it’s not surprising that to engage the corporate leadership team or those of a sceptical, short-term disposition in the importance of customer experience, it needs the clarity of a flawless diamond and the long-term vision to match.  Anything less will not secure the ongoing resource and mindset needed.

I’ve seen many in-house customer experience teams who, despite best endeavours, focus nearly all their efforts on internal priorities that could, and realistically probably should, be dealt with by other teams  – ‘customer care’, ‘customer service’, ‘compliance’ and so on.  But at least they can say “We do customer experience” .Customer Experience

Much has been said about how reliant customer experience programmes are on managing emotions.  Yet influencing a room full of cross-functional  executives to change their own objectives to be based around how they make customers feel will at best be daunting, at worst a very short session.  Nonetheless, making sure that root causes of complaints are stamped out and that the commitment to service standards are being maintained are certainly the minimum any enlightened organisation should strive for.  But that’s not customer experience, that’s running a business efficiently.

So this dilution of what customer experience really means and the ability of its champions to articulate that clearly puts it – and therefore the advantages it brings – at risk of becoming a victim of its own success.   The concept of Customer Experience is nothing new, so absent an absolute recognition of how it can help individuals, teams, departments and the organisation overall, there will still be dismissive conversation barriers such as “We’ve done all right so far”, “Yeah, heard of that, everyone’s doing it” and “C’mon, it’s just a fancy name for customer service”.

If Customer Experience is to demonstrate its true value and contribution to the bottom line it needs to keep up the momentum and avoid an unconscious drift into complacency.  Those leading the charge need – more than ever – to talk the language of other business divisions, debunk myths and make it matter to every person.

For those championing the virtues and outcomes of a disciplined approach to customer experience, the challenge is to engage in a way that makes it clear that what the business does collectively today will determine what its individual customers, clients, passengers or patients will do tomorrow.   It has to be about the right experiences, the ones that work in tandem to create the best, balanced outcomes for the business and the people who buy what it sells.

Customer Experience has proved to be a great discipline and catalyst for many companies to improve their commercial performance.  But the label risks being over-used, misunderstood and not telling the full story.  It’s not about the customer experience per se – it’s about how the right experiences will make customers want to choose us again and spend more next time.

As for the search for a definitive platitude about what customer experience is, I think that misses the point.

In the same way that corporate objectives and recruitment policies are individual to an organisation, so too is Customer Experience.  It’s not a department.  It’s cultural and therefore key to what it means for them and their customer strategy.

It’s only my opinion, but without continued effort behind landing the right messages to the right people, without a clarity of purpose matched by strong leadership, the tentacles of metric-driven, short-term objectives will creep back up the pecking order and we’ll wonder why we have to search so hard for good customer experiences again.

The Circular Economy and the Customer Experience

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.

Customer Experience surveys, metrics and a question of confidence

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.

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

Customers et al. It’s their experience too…

More often than not the Customer Experience spotlight lands directly on the person who is buying, the patient who is being treated or the customer who is complaining. It means that the experience is designed around that person, the feedback requests reach out to that person and changes are made based on what that person says. And with good reason too.

shutterstock_50501017

But there are occasions when that spotlight may be too focused; so intent on its target that it misses a real opportunity close by. It’s one that rarely gets a mention but left unchecked can have just as much of a detrimental impact on future business as ignoring the primary customer; it’s the people who are with them at the time.

These are customers by association and therefore potential future customers. Maybe they are already existing customers. They are, for example, the parents of a first-time buyer helping their son or daughter negotiate the house-buying process or are keeping an eye on the mortgage paperwork. It could be someone picking friends up from the airport or relatives visiting a patient undergoing private medical care.

They see at first-hand what it’s really like to be a customer and have their own interactions too. As a result, that experience puts them in a position where they can just as easily become a recommender or a detractor. Their memory of what they saw and how someone close to them was made to feel will influence their next buying decision in the same way as if it was their own experience.

And that’s the point. It was their experience, just from a slightly different perspective. It’s one that the spotlight should not leave in the shadows.

Jerry Angrave
Managing Director, Empathyce
+44(0) 7917 718072
[email protected]
www.empathyce.com

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
 
 

The emotive price of “Wow!!” vs “What??”

Low headline prices.  It’s a familiar scenario in many industries, forced on companies trying to prise open the gap between revenue and costs by generating greater volume and more loyalty than their competitive peers.  At the same time, there is a relentless pursuit of bringing innovative products, differentiated propositions and “Wow!” moments to market.

But looking at the reasons why customers say “I’ll never, EVER use them again” – and advise others to do the same – is rarely because of the price or perceived value, but almost always about service.  Or rather, the lack of it and the consequences for how that made them feel.

Looking at consumer reviews recently as part of a research assignment, it’s clear the extent to which a lacklustre experience is a destroyer of value, much more so than a low price creates it.

As ever with research, there are caveats.  Telecoms, airlines, banks, utility companies – and no doubt many others – all have their good guys and bad guys.  And in self-generated reviews online, the tendency is to get polarised opinions.

Recently I studied a random sample of 200 reviews across a variety of industries where the customers were not only scoring zero, 1 or 2 on a satisfaction or advocacy scale but they were adamant that their relationship was over.  Of those 200, the future behaviour of 189 (94%) was directly attributable to the service they had.  94%!

Often it’s about causes of frustration – “You what??” – and the lack of (expected) basics rather than the absence of a “Wow!!” moment.  It’s an emotional thing and it’s easy to see why.  However, for the business, the root causes would not cost a fortune to do in a more constructive way or avoid completely.  For example, the reasons cited by these customers included:

“It was only a 2-hour flight but there were relentless announcements and pressure selling of scratch cards and ‘Win a trip to Las Vegas’ competitions.  Not relaxing at all.  Very unpleasant”.

“All the staff looked tired and as if they didn’t want to be there”.

“They don’t get back to you when they say they would and when they eventually do, you get a different answer each time.  Honestly, how hard can it be?” 

With the small exception of a handful of reviews, each articulated at least one negative emotion.  I know that getting metric-driven operations teams or a target-focused sales force to make changes based on how they make customers feel is a huge cultural challenge, but it can be done.  The brand is, very much, what the brand does and how it makes customers feel.

Brand loyalty?  Getting harder all the time.  After all, customers are primarily loyal to their wallets and to their own well-being.  If the same focus and resource that was put on pricing and yield management was given to the customer experience, businesses – at relatively little cost – will be able to increase revenue and reduce costs by getting customers to come back simply because of how they are treated rather than how much the widget costs.

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
 

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
 
 
 

How sport shows us to be better at customer journey mapping

Ok, where do we start?  There’s no doubt that done properly, customer journey mapping provides rich insights into what it’s really like to have a customer or client experience and what we should do to make it better.  In the right hands, it’s an effective tool that’s being used more and more.  Personally, I’ve lost count of the times I’ve been in a meeting and there’s a cry from the back of “We’ll need a customer journey for that!”.

It’s great that organisations are putting themselves in their customers’ shoes more so than ever before.  What’s not so great is that many of those “journeys” turn out to be existing linear process maps, operational flow-charts or decision-trees.

The problem there is that they will only start at the initial physical interaction, whether that’s walking into the store, arriving at the airport car-park, landing on the home-page or calling the help-line.

That approach is (questionably) better than nothing.  Start of the race but a long way from the start of the journeyBut to draw on the sporting analogy then, it would be like a coach trying to understand what drives the individuals in the team, what can be done to make them better, go faster and go further by drawing conclusions purely from an analysis that starts with the race-day itself.

Olympic and World champions take years, if not a lifetime of dedication, family support and sacrifice to be in a position to start the races we watch today.  A solo round-the-world sailor will only get to their start line after months and years of intense and meticulous preparation.  We can trace a climber’s route to the summit but the physical start of the journey from base-camp is also the end of another long journey of forensic planning.

So starting a customer journey map at that initial physical contact point risks missing the key triggers, emotions and events that a customer experiences when they feel a want or need to engage with the brand – events that we could shape and influence in a way that sets up a successful experience for customers and our business.

For example, if I’m flying away on holiday in a month’s time I might start thinking now about how I get to the parking spot I’ve reserved; how I get from there to the right entrance and from there to the check-in desk. And what can I expect at security and in Departures, how does all that work?  I’m anxious because it’s the first time I’ve flown and I’ll have an autistic relative with me who lives in the moment and is therefore totally reliant on knowing the certainty of what happens next.

So, an opportunity to recognise what’s most important to the customer as they begin the ‘journey’ from their perspective.  And, a great opportunity for brand loyalty and advocacy. But it’s also a missed opportunity for the journey map that jumps from the booking at the travel agent 200 miles away and 12 months ago to the car park system, check-in process, cafe locations, signage and so on.

Every sporting journey, every journey of any sort has a starting point.  The beauty and the beast of a map is that we can find a start-point anywhere.  That’s the skill of the customer journey map – to find the right starting point.

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

Customer Experience needs to ask: “What’s the real impact of this change on our customers, now and long-term?”

The headline says “United Drops Early Boarding For Families”.

I’m happy to be corrected but, as Vivian, Julia Roberts’ character in Pretty Woman said: “Big mistake.  BIG.  HUGE!  I have to go…”.

Who wins as a result of this change?  United say it’s to reduce the number of boarding phases.  In theory that should cut down on turnaround times and therefore costs.  I’m guessing there are operational and commercial benefits involved because it’s not clear to me who else will benefit.

Leaving aside the debate about whether those with premium or standard tickets should board first, frequent business travellers and those without kids may initially welcome the news.  After all, airlines get a bad rap from passengers who are not able to stake their claim to what space is rightly theirs in the overhead bins because it’s been stolen by an excess of toys, nappies, food, spare-clothes and car-seats.

The solution is, quite simply, to board together.  So if we were to carry out some high-level customer journey mapping (ie give it a bit of thought) what does that experience look like from a passenger’s perspective?  Hmm.

Even with well-behaved kids and a relatively smooth journey, by the time parents get to the gate they will have endured the packing, the journey to the airport (“Are we there yet?”), the car-park, the bags falling off trolleys, keeping the kids occupied at the check-in line, finding where to go next, making sure they’re fed and watered, waiting again to go through security, one of the kids needs the toilet and then finding somewhere to pitch up in Departures while keeping one eye on the kids and one eye on which gate to trek to.

And that’s before we consider what it’s then like as a single parent with kids who are totally out of routine and exhausted or for those who have varying forms of Special Needs.

At least actually getting settled into the seats was relatively straight-forward  Until now.  Will families really choose an airline that says to them they now need to scoop up all their things and kids and run the gauntlet with everyone else, hoping that the seat allocations are error-free and their toddler doesn’t get clouted on the head by a bag squeezing past.  Flying with kids is a challenge at the best of times so adding another layer of anxiety and uncertainty isn’t the most effective customer loyalty scheme I’ve seen.  On top of that, most parents I know are very aware that kids are not everyone’s favourite in confined spaces and will genuinely be concerned that by holding everything up as they walk slowly to the aircraft it only makes the situation worse.

For those without kids, it doesn’t get much better either.  To have young kids walking from the gate to aircraft while everyone is in more of a rush is bound to slow things up.  At best it’s frustrating, at worst dangerous.  In the process of sitting down, it naturally takes longer for a parent to sort out things for their children so not only is it likely that they will end up with less overhead space than they are entitled to but everyone will get tangled up and end up even more frustrated.

Going back to United and what’s in it for them.  They might raise revenue from those families and travellers who can and want to pay for pre-boarding or to have everyone sat together.  I understand why core and ancillary revenue is so vital but when those things are perceived to be freely available at the next check-in counter along the line, I’m still not sure it will offset the damage from lost customers long-term.  It’s certainly not strengthening the brand positioning to be “the airline customers want to fly”.

Meanwhile, their competitors must be quietly humming away the theme tune to Pretty Woman…

Jerry Angrave
Customer Experience Consulting
www.customerexperience.uk.com
[email protected]
+44 (0) 7917 718 072

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]