Category Archives: Customer Experience

Tales of Customer Experience: The Good, The Bad, And The Ugly?

giffgaff: Wow! What A Delightful Experience.

Youngest, daughter, has ‘lost’ her mobile phone. So she logged me into her giffgaff account on the website. I clicked the “Help” tab. Then I clicked “Lost & Stolen”. Then I chose “Lost Both My Phone and SIM”.  At this point I was expecting to be told that the phone and SIM had been blocked. And a new SIM would be with me in a couple of days. That would have been a good enough experience: got the job done in a couple of minutes.

That is not what happened. Once I selected the “Lost Both My Phone and SIM” option I was informed that the phone and sim were now blocked. AND I was informed that I could get a replacement SIM activated immediately instead of waiting for one to arrive in a couple of days.  How so?  By getting hold of and activating an existing giffgaff SIM – one that had not been activated to date. How is that possible? giffgaff, as a matter of course, sends extra SIMs to members. Why? So that they can give them to those who they think would benefit from being members of giffgaff.

As a result of this capability, I was able to hand over a fully working mobile phone on the giffgaff network to my daughter in less than five minutes – start to finish!  That was my desired, real, outcome. And arriving at this desired outcome in five minutes as opposed to several days left me delighted; I am a protective parent!

What is unconcealed here?  The starting point for customer-centricity is authentic care for one’s customers.  When this is in place then the folks in the organisation will exercise thoughtfulness. In so doing, these folks will make it easy and enriching for customers to do business with that organisation.  And in the process the organisation will both generate customer loyalty and reduce waste – doing stuff that costs money but does not create value for customers from the customer point of view.

What can I say? I love the folks at giffgaff. I love how thoughtful and smart they are. I love how easy they make life for me.  I’d happily recommend giffgaff and have done so many times!

RAC: Regulation of Call-Centre Agent Behaviour Is What Matters, Not The Customer Experience

Youngest son bought a car and in the process he was about to buy breakdown insurance. I told him that he didn’t need to do that as I’d put him on my existing breakdown policy with the RAC. I rang the RAC expecting a brief conversation of the following kind:

Me: I’d like to put my son Marco on my existing breakdown policy. Here is the policy number. What is the cost?

Call-centre agent: The cost is £x. Does that work for you?

Me: Yes, here is my credit card number.

Call-centre agent: That’s done for you. We’ll send out a membership card to your son in the next couple of days.

Me: Thank you.

How did the conversation actually go?  It took some time. I found myself frustrated. I found myself raising my voice. I found myself angry. Why? Once the helpful young man had verified who I was he proceeded to ask me stupid questions.  What made these questions stupid?  He already had the answers to these questions. He was asking about the services that my son would need. And I told him those on the existing policy: roadside recovery, home recovery, onward travel, and European travel.

So why did this friendly professional (sounding) call-centre agent ask me questions to which he already had the answers?  Because he had to: the ‘designers’ of the call-centre operation had come up with a script and he had to follow it to the letter so that he would be in compliance with the script.  After all the phone call was being recorded and the quality folks would be listening in to ensure compliance with the script.

What a waste! What a waste of my, the customer’s, time. What a waste of the intelligence of the call-centre agent. What a waste of valuable call-centre resource: the time of the call-centre agent. What a waste of an opportunity to deliver a great customer experience and generate goodwill.  What a waste!

What is unconcealed here?  There is a conflict between the way organisations are designed to operate (regulate the behaviour of the folks in the organisation so as to facilitate command and control) and the flexibility (of response) that has to be in place in order for the customer facing folks to respond intelligently to this particular customer, at this particular time, as regards this particular context.

 Sainsburys Bank: A Good Experience Turns Ugly

Eldest, son, asked for help in signing up for a suitable credit cards. I did the research and identified several providers. In the process I found three providers which appealed to me. I signed up for each of these providers – one of these being Sainsburys Bank. All three providers made it easy to sign-up. All three did the background checks on me, verified me as sound credit risk, approved me as customers and gave me a credit limit.  Two of them, at the end of the process, invited-encouraged me to setup an online account with them so that I could manage my account online.

Several days later I got the paperwork through from all three providers.  Two providers sent me confirmation paperwork, terms and conditions, and the passwords/codes I’d need to use the credit cards. One provider – Sainsburys Bank – didn’t. What did Sainsburys Bank send me?  It send me a bunch of unappealing (black and white) paperwork to read and sign!  This struck me as such a disconnect!  How antiquated in comparison to the other two providers! What a great way to foul up a great digital experience! The whole point of digital is that stuff can be done there and then, in real-time.

What is unconcealed here?  Some folks just don’t get digital. Some folks just don’t get mobile. Some folks don’t get social. Some folks just don’t get how to use the various customer interaction channels intelligently. More importantly, some folks don’t get customers. A customer who chooses to interact with you through digital channels is looking for a digital experience. A customer who chooses to ring in to the call-centre is looking to talk with an intelligent-friendly human being – not navigate a frustrating-inhuman IVR.  You get the idea.

It occurs to me that established organisations have a long and difficult path ahead of them if they are to compete on the quality of the Customer Experience.  On the Customer Experience path the advantage lies with the younger, greenfield, organisations which do not have to deal with the legacy of relational and technical debt.  And  that is food for a future conversation.  Thanks for listening.

Which Customer Experience Path Is Your Organisation Travelling? Is It The Right One?

What Customer Experience Paths Are Organisations Taking?

It occurs to me that under the Customer Experience umbrella one can pursue several distinctive paths. What might these paths be?

One there is the lets suck less path. This almost always involves looking at way of reducing customer effort at specific touchpoints e.g. call-centre, or specific customer interactions e.g. when buying something.  Arguably some, perhaps even most, of the effort that the UK government has put into its digital services programme is about sucking less, reducing customer effort, and in the process decreasing costs.

Two, there is the data-technology path.  Let’s make use of the latest technologies (internet, social, mobile, mobile apps, kiosks, marketing platforms..) to do interesting/sexy stuff. And in the process collect-harness data on the end consumers – who have to date been unidentifiable. Take a look at just about any high profile B2C brand. For me, several automotive brands come to mind immediately.  This is the path pushed by the technology vendors and the more IT oriented consultancies.

Three, there is the customer journey / business integration path.  By this I mean lets glue up the organisation – business units (online, offline), interaction channels and business processes – so as to provide a harmonious (as a result of the integration) customer experience. What is in it for us?  Higher revenues (customer stick around more, attract new customers through word of mouth, and existing customers buy more) and reduced operating costs. A great example of this is the John Lewis Partnership in the UK.

Is this all there is? Making that which is, work better?  And using the latest shiny technology to collect data on customers, potential customers, and push out marketing messages?  Is this the extent of the possibility of Customer Experience?

What Is The Truest / Fullest Expression of Customer Experience?

Bring new light to what life might be.

- Hugh MacLeod

I say that the true-fullest possibility that is inherent in Customer Experience is that of bringing new light to what life might be.  Think Amazon. Have the folks at Amazon not brought new light what the experience of searching for, finding, reviewing and purchasing products might be?  Have they not set the benchmark for what constitutes an online store and the associated experience?

Think Apple. Some say Apple is phone company now given that this is where the bulk of revenues, profits and growth is at for Apple. How did it get that way? Did not the folks at Apple ‘bring new light to what life might be’ with a touchscreen intuitive (to use) phone?  And is it not that possibility that has been pursued consistently such that few of us would now consider being apart from our smartphones?

Think First Direct. Did the folks there not bring new light to what telephone and online banking might be?

Think The John Lewis Partnership. Did the folks there not bring new light to what life might be for the folks that work in the business and those who are served by those who work in the business?  The genuine partnership model were they are no employees. Only partners, who partner with one another to deliver great service to customers.

Think giffgaff. Have the folks at giffgaff not brought life to what life might be like for customers of mobile phone networks: life as a community?  The experience of membership, of community, of being in it together, of participation, of loyalty, of honest dealing between network and its customers?

It occurs to me that the folks that were at the helm of these companies were pursuing a vision of what life might be. Not just in the pursuit of making the numbers. They chose to tread the bold path rather the safer one of incrementalism or following the latest fashion. They led in the truest sense of leading: the invented a possibility, they enrolled people into that possibility and got busy giving birth to the unborn: what life might be.

I am finding myself becoming more and more dissatisfied with Customer Experience as practiced. Why?  Because what calls me is the possibility of ‘bringing new light to what life might be': honouring, enriching, elevating, the life of my fellow human beings.  Perhaps my interest is in innovation rather than Customer Experience. Or perhaps my interest is in innovation in the form of the total customer experience : Customer Experience Innovation. What about you?

Customer & Leadership: Is There A Formula / Recipe For Success?

I wish to acknowledge members of the ‘methodology police’, whom I met recently, for being the source of this conversation. Please note that for the purposes of this conversation I will use the terms formula, recipe, method, script, template interchangeably.

Is Success Reducible To A Formula/Recipe?

Is communicating with another reducible to a formula?  Is relating and cultivating relationships with colleagues, clients, family and friends, reducible to a recipe?  Does the co-creation of a ‘good’ customer experience yield to a predefined template?  Does the successful implementation of a new CRM systems and the associated way of showing up and operating in the organisation yield to a specific method? Is great customer service reducible to a recipe? What about leadership: is the exercise of leading and leadership reducible to a formula?

YES. If I look at how it is that we show up and travel then it occurs to me that we operate on the basis that the answer is an unequivocal YES.  Everything is reducible to a recipe: EVERYTHING.  Which means that if the outcomes that we wish for are not showing up then the cause of the problem must be in one of the following domains:

  • we are making it up as we go along as opposed to following a ‘proven’ formula;
  • we are not following the formula/method and as such we need to be manipulated (training, rewards, punishment) into following the one ‘proven’ formula; and

  • there is something wrong with the recipe, it is not ‘tight’ enough, or it is out of date.

Hence, our obsession in organisational worlds with the likes of processes and procedures, methodologies and methods, scripts, judgment-evaluation of people, criticism, praise, reward and punishment.  With this deep rooted obsession we create a wide open clearing for all kind of charlatans to show up and sell their unique ‘secret recipes’ for success – in just any and every domain including the domains of Customer and Leadership.

What Constitutes The Deepest Lack Of Intelligence?

Is there a deeper lack of intelligence (stupidity) than seeking formulas/recipes for the major challenges of business, of education, of living and life?  I say yes.  What is the deeper stupidity?  I say it is keeping our faith in the god like being of formula/recipe intact even when we have followed the formula/recipe and  it has not generated the promised-desired outcome/s.  Why do we do this?  We do this because we grant, individually and collectively, divine status to formulas/recipes.  Therefore, it makes sense to conclude that our understanding and/or application of the formula was at fault.

Words Of Wisdom 

I invite you to listen to the speaking of one that shows up for me as speaking wisdom:

Once, several years ago, some friends and I enrolled in a cooking class taught by an Armenian matriarch and her aged servant. Since they spoke no English and we no Armenian, communication was not easy. She taught by demonstration; we watched (and diligently tried to quantify her recipes) as she prepared an array of marvellous eggplant and lamb dishes. But our recipes were imperfect; and try as hard as we could, we could not duplicate her dishes.

“What was it,” I wondered, “that gave her cooking that special touch?” The answer eluded me until one day, when I was keeping a particularly keen watch on the kitchen proceeding, I saw our teacher, with great dignity and deliberation, prepare a dish. She handed it to her servant who wordlessly carried it into the kitchen, to the oven and, without breaking a stride, threw in handful after handful of assorted spices and condiments. I am convinced that those surreptitious “throw-ins” made all the difference….

But what are these “throw-ins”, these elusive, “off the record” extras?  They exist outside of formal theory, they are not written about, they are not explicitly taught. Therapist are often unaware of them ……. The critical ingredients are hard to describe, even harder to define. Indeed, is it possible to define and teach such qualities as compassion, “presence”, caring, extending oneself, touching the patient at a profound level, or – that most elusive one of all – wisdom?

- Irvin D. Yalom, Existential Pyschotherapy

Concluding Thoughts For Your Consideration

I invite you to consider:

That the guru does not even have to be a charlatan for charlatanry to show up. How so? In this example, the matriarch, was not aware of the “throw-ins” that were being added to her recipe by her assistant.

Where human beings are intrinsic to the game being played, the access to effectiveness (generating the desired outcomes) lies in a sensitivity-attunement to the context in which the game is being played.

Sensitivity-attunement to the context allows you to figure out and put into the game the “throw-ins” that make the difference between the ordinary and the extraordinary.

It is our addiction to slavishly following formulas/recipes that is the biggest obstacle to being attuned and responsive to the context and throwing in the most appropriate “throw-ins” for that particular context in that moment;

Insisting on and slavishly following formulas/recipes (including processes, procedures, scripts, methods etc) is the most significant barrier to effectiveness in the human realm. And that includes the dimensions of Customer (customer service, CRM, customer experience) and of Leadership.

You may disagree. If that is the case then I look forward to hearing what you say.

 

2014 State of Customer Experience: Who Are UK’s Leaders And What Can We Learn From Them? (Part 4)

Today’s conversation completes this four part series (part 1, part 2, part 3) centred on Nunwood‘s 2014 UK Analysis report. In this conversation I want to talk about CX improvement.  Specifically, what Nunwood say about what it takes to generate CX improvement.

What Does It Take To Excel At The Customer Experience Game? How Should Your Organisation Go About It?

The authors of the Nunwood report show up for me as being practical folks. They get that there is fine balance between aspiration and pragmatism. Here’s what they write (bolding mine)

For most brands, trying to improve performance simply by emulating John Lewis or First Direct can be counterproductive. Trying to move too quickly, or claiming to be something at odds with reality, can cause credibility and cultural issues. The rapid and sustainable progress of the top brands is the result of long-term, diligent investment. 

… the temptation of many chief executives ….. is to set an expectation … that the organisation will soon resemble a top 10 brand……. Transformational change is seldom less than five year project. In fact, a considerable number of brands ranked 100th to 263rd in this study have publicly held similar goals since 2010 and climbed no more than a few places over this time. Rallying cries must be credible, as well as loud. 

Equally dangerous is the risk of myopically focusing just on the immediate sector competitors, who are often only marginally different in the consumers’ eyes.

Given this what is it that the authors advise?  Here is what they say:

… the question for many brands is not how to get into the top 10 within 12 months, nor is it simply how to be the best of their immediate competitors. Rather, the best dividends come from understanding how to accelerate the rate of customer experience change. 

Which Four Critical Dimensions Do Businesses Need To Master In Order To Accelerate Customer Experience Improvement? 

According to the authors these are the four critical dimensions that businesses need to master to generate sustainable and significant improvements in CX excellence:

  1. A business is mobilised around a common vision;
  2. Customer journeys are mapped and prioritised for change;
  3. Measurement is owned by the frontline and linked to actions; and
  4. Customer experience motivates the employee experience.

As I look at these four critical dimensions it occurs to me that the only one that is ‘easy’ is the first half of the second item on the list: mapping of customer journeys.  Why is this the case? Because you can get a bunch of people together and get them doing customer journey mapping without any disruption to organisational politics or day-to-day operations.  Is that why customer journey mapping, and VoC surveying, are so common place. And action that actually changes anything worth changing so rare?

It occurs to me that it is no easy-simple task to come up with a common vision for the customer experience. And it is a major challenge to get everyone in the business to row in the same direction and in sync with one another. The devil often turns out to be in the detail. The other day I was in a meeting where all the buzzword were there: trusted, easy to do business with, personalisation, consistence…. And everyone was in agreement in this level. The fun came when it came to filling out these empty words with something concrete: What set of practices are ruled out if we are to be trustworthy? What set of practices do we need to embrace to be easy to do business with? What does personalisation actually mean? And so forth.

Take a look at number three on the list: measurement is owned at the front line and linked to actions.  Ask yourself why the call-centre agent on minimum wage, working in factory like conditions, should care, genuinely care, about owning measurement and taking action.  Or flip it and ask yourself who loses out if power moves from head office to the operations, from managers to the people who actually deal with customers?  Furthermore, for this to genuinely occur then something like the practices put forth by Deming (‘drive fear out of the workplace’) and implemented by Toyota (the workers own the design-execution-improvement of the work processes and machinery) need to occur.

Customer experience motivates the employee experience. What does this mean? I take it to mean that you start with figuring out the kind of customer experience that you propose to generate. And use this to figure out which kind of employee experience you need to cause in order for the employees to cause the customer experience you have in mind.  In many businesses, and every service business where the employees touch the customer, it means relaxing control, embracing flexibility and encouraging improvisation-creativity-responsiveness to the situation at hand.  It means treating employees as human beings rather than resources which come in the troublesome form of human being.  It means that power has to move to where the action occurs: the frontline. Who does this threaten? Managers at all levels of the organisation.

Why do I point this out? To reinforce the point that the authors make and which I shared earlier:

Transformational change is seldom less than five year project. In fact, a considerable number of brands ranked 100th to 263rd in this study have publicly held similar goals since 2010 and climbed no more than a few places over this time. Rallying cries must be credible, as well as loud. 

At this point, I ask you this question: what kind of leader and exercise of leadership plants the seeds of transformational change and then nurtures this seeds to fruition?  Can it be the kind of leaders that are commonplace today?  Which leader is going to embark in a journey which involves hardship, including putting one’s reputation and selfhood at stake, and which not yield fruits for at least five years?  It occurs to me only one that it is going to be there in a leadership role for much longer than five years.  Now think of Jeff Bezos at Amazon, or Tony Hsieh of Zappos, Steve Jobs at Apple, Richard Branson at Virgin…

That concludes the conversation on Nunwood’s 2014 UK Analysis report. I hope that I made some contribution to you. Thanks for listening.

 

2014 State of Customer Experience: Who Are UK’s 2014 Leaders And What Can We Learn From Them? (Part 3)

This conversation continues on from where the earlier one ended. As promised, I have been looking at what Nunwood has to say about certain brands. And find myself in a position to share with you the table that I have put together:

2014 Nunwood CX Leaders Table

 What Does It Take To Be A Customer Experience Excellence  Leader?

Just about everyone I come across business is looking for the answer, the recipe, the formula for turning the ordinary into extraordinary, base metal to gold; Nobody has or makes the time to linger, to think and rethink, to grapple with, experiment, and finally arrive at a home made ‘solution’ to any serious challenge.  So is there a recipe/formula for CX excellence?

If there is, then it is worth taking a look at First Direct as it is in top place in 2014 and has consistently been in the top 10.  Here is what the folks at Nunwood say on the matter (bolding mine):

The First Direct formula is remarkably simple one, yet it has proved difficult to implement in other organisations: remove the barriers between customers and the bank; employ people who want to serve the customer and care about doing a good job; train them intensely and empower them to handle and resolve any issues brought to them by the customer.

What does this look like from a customer perspective? Let’s listen to a First Direct customer:

 I was in Venice when my credit card was refused and it was quite stressful. I phoned First Direct and talked with a patient man with a great sense of humour who spent time talking to me about the holiday, acknowledged this this was a stressful thing to happen and worked methodically to sort thing out. I rarely phone First Direct as I can do almost everything online, but is was so important that when I needed them, they were unfailingly polite, human and ready to treat me as valued customer.

What Is It That Is Missing From The CX Game Of Excellence?

I have read the Nunwood report several times.  And putting this report together with other reports and my lived experience I find myself thinking “There is no rocket science here!” and find myself in agreement with the author of the Nunwood 2014 UK CX report when they say (referring to First Direct) that the formula for CX excellence is a remarkably simple one.  So why is it that so many brands fail to make any meaningful shifts/progress in CX excellence?  Allow me to point at what occurs to me as ‘that which is missing the presence of which makes all the difference’ by sharing a personal story with you.

Earlier this week I was due to be at an important meeting in central London at 10:00.  Seven people were counting on me to be there to ‘chair’ the meeting. I was counting on myself to be there to chair the meeting.  The unexpected occurred on my way to the rail station. I found myself at a stand still on the road for 45 minutes or so. I took the next train – thirty minutes later than I had planned.  This meant that my contingency was gone – everything had to work out just right if I was to make that meeting on time. I arrived at Paddington Station and made my way hurriedly toward the underground. Suddenly, I found my feet sliding, no control, left knee smacks into the hard tile floor, right leg twists awkwardly, the right ankle is in some pain. A helpful gentlemen helps me up. I recover and get that the floor has become an ice rink in some place (food for a future post). I walk slowly, in pain, towards the underground. The up escalator is out of action so I make my way up the stairs – slowly and awkwardly, in pain. I walk for several minutes to the underground entrance. It is closed. I ring both of my colleagues and the client to let them know that I am likely to be late.

Making my way to the taxi rank I notice a long queue and get that if I wait there I will not get to the meeting on time. So I make my way down the stairs and out of Paddington Station. Leaving the station, the rain falls down and I start getting wet. I walk away from Paddington station and towards central London. Why? I get that I have to get far enough away from the station to find an empty taxi. As I am walking I am in pain and mindful that I have to walk carefully on my sprained ankle. After walking for 5 – 10 minutes I find a black cab. I tell the cab driver that he is blessing, a Godsend. We arrive at the client’s office – five minutes after the meeting has started.  What do I find?  The meeting is on the sixth floor and all the lifts are out of service. What do I do? I embrace the pain, walk as mindfully and carefully as I can, and make my way up the stairs to the sixth floor.  I chair the meeting, we do what needs to be done. Just after noon I leave and make my way home as I am in considerable pain.

What was it that allowed me to overcome a series of obstacles and considerable pain to honor my commitment? Absolute commitment to the commitments that I make: playing full out to honor my word.  Ask yourself how often you find that kind of commitment when it comes to the CX realm. Now you have your answer to why it is that so few are CX Excellence Leaders and most are languishing in ‘no mans land’ of averageness.

Enough for today. In the next post I will bring this series of post on the Nunwood 2014 UK CX report to a close.  I wish you a great day and thank you for your listening.

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