Category Archives: Customer Engagement

Can Insight into the Human Condition Help Us With Leadership, Employee Engagement, and Customer Experience?

It occurs to me that “outside in” is being approached with an “inside-out” way of being in the world.  And the people that are doing this are blind to it.  What do I mean by that?  It is best to illustrate it through behaviour.  As such I urge you to read this post by Wim Rampen that points at the gulf between customer-centric rhetoric and company centred behaviour.

Why is it that so many are doing “outside-in” through an “inside-out” lens. And are blind to it?  Why is it that so many talk about employee engagement and collaboration and yet there is so little of it?  Why is it that we talk about social and yet social media used by business folks is anything but social? Why is it that we talk about service and yet so little service is experienced?  How is it that there is so much talk about relationship yet authentic relationship is so rare?

To get at the root, I say one needs to get present to the human condition.  It is the most obvious reality and yet the hardest for us to see, and be truthful about – to ourselves, and to others. Here, I call on the wisdom of David Foster Wallace.  A man who understood existence in a way that so few of us do and shared his profound insight in the following talk which is 23 minutes long.

Here are some nuggets from the speech:

1. “The most obvious, important realities are often the ones that are the hardest to see and talk about..”

2. “The exact same experience can mean two totally different things to two different people given those people’s two different belief templates and two different ways of constructing meaning from experience.”

3. “Plus there is the matter of arrogance…. Blind certainty – a close mindedness that amounts to an imprisonment so total that the prisoner doesn’t even know he’s locked up…”

4. “To be just a little less arrogant. To have just a little critical awareness about myself and my certainties because a huge percentage of stuff that I tend to be automatically certain of is, as it turns out, totally wrong and deluded…”

5. “Here’s one example of the utter wrongness of something I tend to be automatically sure of: everything in my own immediate experience supports my deep belief that I am the absolute center of the universe, the realest, most vivid and important person in existence…….It is our default-setting, hard-wired into our boards at birth.”

6. “….it’s a matter of my choosing to do the work of somehow altering or getting free of my natural, hard-wired default-setting, which is to be deeply and literally self-centered, and to see and interpret everything through this lens of self. People who can adjust their natural default-setting this way are often described as being “well adjusted,” which I suggest to you is not an accidental term.”

7. ““Learning how to think” really means learning how to exercise some control over how and what you think. It means being conscious and aware enough to choose what you pay attention to and to choose how you construct meaning from experience.”

8. “… How to keep from going through your comfortable, prosperous, respectable adult life dead, unconscious, a slave to your head and to your natural default-setting of being uniquely, completely, imperially alone, day in and day out.”

9. “The plain fact is that you graduating seniors do not yet have any clue what “day in, day out” really means. There happen to be whole large parts of adult American life that nobody talks about in commencement speeches. One such part involves boredom, routine, and petty frustration…”

10. “But you can’t take your frustration out on the frantic lady working the register, who is overworked at a job whose daily tedium and meaninglessness surpasses the imagination of any of us….”

11. “….. I’m operating on the automatic, unconscious belief that I am the center of the world and that my immediate needs and feelings are what should determine the world’s priorities. The thing is that there are obviously different ways to think about these kinds of situations.”

12. “Or I can choose to force myself to consider the likelihood that everyone else in the supermarket’s checkout line is just as bored and frustrated as I am, and that some of these people probably have much harder, more tedious or painful lives than I do, overall.”

13. “But most days, if you’re aware enough to give yourself a choice, you can choose to look differently at this fat, dead-eyed, over-made-lady who just screamed at her little child in the checkout line — maybe she’s not usually like this; maybe she’s been up three straight nights holding the hand of her husband who’s dying of bone cancer…”

14. “The only thing that’s capital-T True is that you get to decide how you’re going to try to see it.….You get to consciously decide what has meaning and what doesn’t. You get to decide what to worship…..Everybody worships. The only choice we get is what to worship.”

15. “If you worship money and things — if they are where you tap real meaning in life — then you will never have enough. Never feel you have enough.”

16. “Worship power — you will feel weak and afraid, and you will need ever more power over others to keep the fear at bay.”

17. “Worship your intellect, being seen as smart — you will end up feeling stupid, a fraud, always on the verge of being found out.”

18.”On one level we all know this stuff already…… The trick is keeping the truth up-front in daily consciousness.”

19. “The insidious thing about these forms of worship is not that they’re evil or sinful; it is that they are unconscious. They are default-settings. They’re the kind of worship you just gradually slip into, day after day, getting more and more selective about what you see and how you measure value without ever being fully aware that that’s what you’re doing.”

20. “The really important kind of freedom is involves attention and awareness, and discipline, and being able to truly care about other people and to sacrifice for them in a myriad petty little unsexy ways every day.”

What Are The Two Most Critical Challenges Facing Marketers?

For those of you who view me as a customer service expert, you might be surprised to know that I have an avid interest in marketing and most of my work over the last 10 years has been with, and continues to be with, marketers and the Marketing function. So in this post, I am going to address what I see as two most important challenges facing marketers and the Marketing function.

Is technology the answer to the challenges facing marketers?

I recently attended and spoke at the Technology for Marketing & Advertising conference/exhibition in London. What I found fascinating is the love of new technology.  I was reminded of the heady days of CRM.  Do you remember those days?  The days when Siebel sales folks would open up every sales presentation with “Siebel is the fastest growing software company ever.” And the point was that CRM technology was going to change the business world and put customers and their wallets at the feet of the organisation.

What is the biggest challenge facing marketing and advertising today?  Is it the lack of technology to gather up all the data on prospects and customers and use this data to fire out marketing propaganda and offers, across a variety of channels; to turn prospects into customers and customers into repeat buyers and loyal advocates?  If the folks in your marketing department believe this then your business is in deep trouble.

The first challenge is that of relevance

When it comes to effective marketing the first challenge is relevance.  From the customer perspective the question is “Why should I listen to you?  Why are you relevant to my life? What do you offer that simplifies/enriches my life?”  Please tell me how technology is going to address this crucial challenge for you.

Look, Sky keeping marketing to me through direct mail, through email, and by telephoning me regularly.  What does Sky want?  Sky wants me to sign up for Sky TV; I was once a customer.  I keep refusing. Why?  My viewing needs are adequately addressed through a combination of Netflix/Lovefilm and going to the cinema.  What Sky TV has to offer is no longer relevant even if it is being offered at half price.

The second challenge is that of the Customer Experience

Marketing is a profession that is tasked with manipulating impressions and emotions through the use of image, words, sounds and story. Put bluntly, marketing to date has been the discipline of propaganda.  The big problem is that this propaganda does not work. Why?  The most pithy answer I have ever come across is that put forth by Matt Watkinson:

No amount of marketing can compensate for an average one-star review on Amazon. You just couldn’t talk the talk anymore, you had to walk the walk. 

If you get this you get the enormity of the challenge.  What this means is the marketers and the Marketing function have to pretty much turn themselves inside out.  They have to transform themselves from image makers to reality makers. Their challenge is to ensure that all the organisational actors that impinge on the Customer Experience do that which is necessary to deliver a Customer Experience that matches the brand promise, the value proposition, and the customer expectations.

Please tell me who the fancy technology is going to help you, the marketers, to influence the minds and shape the actions of all the people in the organisation that directly or indirectly generate the Customer Experience?

My advice to marketers

Technology is a red herring.  Technology allows you to undertake marketing activities.  Technology impacts the operation/mechanics of doing marketing.  What technology does not do is address the strategic challenges. Worse still the pursuit of technology distracts you from the most important strategic challenges facing you, and your business.  What are those strategic challenges?  Brand relevance, and Customer Experience.

Musings on relationships, experience, engagement, and relationship

It occurs to me that we, the folks in the world of business, are blind to relationship, relationships, experience, and engagement.  It occurs to me that we just don’t get it!  Let’s start with relationships and work our way through to relationship (no there is no typo here).

Customer Relationship Management

Whilst we talk about relationships, sometime a lot, in business it occurs to me that we don’t get relationships.  That was the whole issue with CRM and still is.  Within the context of CRM, R stood for let’s put in technology that makes me more powerful and allows me to control you.  That is still what relationship stands for! It take a genuine connection with our own humanity, our feelings, our existence to get relationships. If you haven’t seen this TED video then I invite you to listen to it. Enjoy!

Customer Experience and Customer Engagement

Now the talk has moved on. It is no longer cool to talk about customer relationships. Now the talk is of customer experience and customer engagement. And, who is doing the talking?  The same people who didn’t and don’t get relationships. And they are equally ignorant of experience and engagement.  Are you up for getting  to get what experience is for human beings?  Are you up for getting what engagement is for human beings? Are you up for getting the experience of relationship? Then I offer you this video – please see it through the end:

Relationship: life itself is relationship

Are the soil, the plant, the sun, the rain, the bee separate?  Of course they are!  Our language tells us that they are.  But is that really the case?  Can we treat these separately doing what we want without consideration of the bigger picture?

Of course, we cannot.  They exist in relationship! What happens when we take out bees as we are doing right now?  Who pollinates?  Without pollination what happens to the plants?  And when the plants that require pollination by bees collapse? What happens to us?  All that is, is in relationship.  That is the central point of ecology, of systems thinking.  Get it?

The “I” is an illusion, a very persuasive one, yet nonetheless an illusion.  You don’t believe me?  Please allow me to put you in a vacuum and then I want you to tell me that you are an “I”.  We exist in relationship. All there is, is relationship. Yet, we are not mindful of this especially when it comes to the world of business.  And so I leave you with the following infographic on climate change created by: LearnStuff.com. Why? Because climate change (like our feelings) is an indicator of the health of relationship of life itself:

climate-change

Is there a serious issue with the whole customer-brand relationship thing?

I came across this great quote from Anthony Robbins on relationship and I want to share it with you:

The only way a relationship will last is if you see your relationship as a place THAT YOU GO TO GIVE and not a place that you go to take.

Coming across this quote has rekindled the struggle that I have had with the relationship thing between the organisation/brand and customers.  Why?

We live in a self-seeking, self-interested, self-centred ideology and context. Customers are expecting companies to reward them for their loyalty. These rewards can be in terms of price discounts, higher levels of service, special privileges etc.  Brands/organisations have engaged in the relationship thing because of promises made by gurus/consultants/marketing professors. What promises?  Promises of  higher revenues, margins and profits.  How? According to these ‘gurus’ customers in a relationship will paying higher prices and buy more from the brand.

Do you see the issue?  From the brand viewpoint it is worth entering into the relationship so that the brand can take more – revenues and profits – from the relationship.  From the customer viewpoint it is worth entering into a relationship if they can get more value (price discounts, higher levels of service, privileges..) out of the brands.

This reminds me of the prisoners dilemma where the ideal course of action is for you to encourage the other party to cooperate whilst you defect.  And as such this occurs to be the use of the word/concept of ‘relationship’ masking a ‘selfishness/greed’ orientation/behaviour.  Which may explain why it is that with all the talk of ‘relationship’ there are so few brands that actually build relationships and cultivate loyalty.

Oh, if you are up for a refreshing take on the customer/brand relationship thing then I recommend the following slide deck from Martin Weigel, head of planning at Wieden+Kennedy, Amsterdam:

This is the deck that brought to the surface my unease with the relationship thing.  And it shows up for me as a great deck – one that speaks uncomfortable/unsettling truths. I’d love to hear your take on this.

What does it take to generate breakthroughs in performance and the customer experience?

Why do almost all change initiatives fail to deliver?

I have been involved in all kinds of organisational change initiatives whose ultimate purpose was to power performance. These change initiatives have come in many flavours: strategy, people, process, and technology.  They have encompassed the front office, or the back office, or both.  These change initiatives included: BPR, Kaizen, shared services, quality, ERP-CRM-Ecommerce technology, customer service excellence, strategy…

What is it that is I found common pretty much across all of these change initiatives:

  • They were mostly initiated by people gripped by a fad of that time;
  • Each of these initiatives was going to deliver substantial, even breakthrough, improvements in performance; and
  • Almost all of them failed to deliver on the promise.

I see the pattern being repeated with Customer initiatives that are focussed on improving the customer experience and thus engendering loyalty and advocacy.  Why?  Because what is being changed is the content and not the context.  Working on the content whilst leaving the context intact is liking rearranging the music, the dining hall, the food & wine, say on the Titanic.  Great stuff and ultimately it is merely a distraction from the inevitable.  The inevitable (destiny) is always shaped/determined by the context.

Differentiating between the context and the content

Let’s start with the dictionary definitions of context:

con·text

  1. Background, environment, framework, setting, or situation surrounding an event or occurrence.
  2. Words and sentences that occur before or after a word or sentence and imbue it with a particular meaning.
  3. Circumstances under which a document was created, including its function, purpose, use, time, the creator, and the recipient.

con·tent

  1. The things that are held or included in something.
  2. A state of satisfaction: “the greater part of the century was a time of content”.

Are you struggling with distinguishing between context and content and why this distinction is of profound significance? Let me help out.  Let’s use the analogy of computer software. The context can be likened to the operating system.  The content to the software programmes that you are using say Word, Excel, Outlook.

Or think of work and home.  The context of work is radically different to the context of home. Or the context of a wedding is radically different to the context of a funeral. Do you see how the content – people, talk, behaviour – whilst the same is/can be radically different in the differing contexts.  You talk at work, you talk at home, yet the way you talk and what you talk about is likely to be very different between work and home.

Shifts in context are the access to transformation and breakthrough results – for customers, for the organisation

Let me say this bluntly, most of the work that is taking place in the customer space in the name of customer focus, customer experience, customer-centricity, customer obsession is wasted money and effort. It is merely the equivalent of arranging deck chairs on the Titanic. Or if you prefer behaving like Blockbuster or HMV – both of which have gone into administration and are busy closing or selling their stores.

I say that excellence in the customer domain, and the business benefit this excellence generates, is only available to a particular set of organisations.  Which organisations?  The organisations whose leaders exercise courage. What kind of courage?  The courage to shift the context.  Allow me to give you some dimensions along which you can shift the context that powers your business:

Slide3

If you want to get a better grip of context and how it applies to the customer experience then read this post.

Great examples of shifts of context: from Amazon to Zane’s Cycles

Examples of Contextual Shifts

 

Kuhn called this contextual shifts “paradigm shifts”.  Every paradigm shapes/limits that which shows up including human relations and performance.  Some paradigms create more space and generate more energy to empower high performance. If you want to transform your customer experience then pay attention to the context.  Context comes first, content second. Only the fool, or one who has time-money to burn, focuses only on the content.

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