Customer Experience Through The Eyes Of The Frontline Retail Employee

Perspective. If we are to improve the performance of human worlds (couple, family, neighbourhood, team, department, business, nation…) perspective taking is essential. It occurs to me that the simplest form of perspective taking is attentive-receptive listening to those who find themselves embedded in the human world that one is interested in.  The deepest from of perspective taking is to enter into the lives, and live the lives, of those whose perspective one wishes to become intimately familiar with.

What did I learn when listened to the perspective (lived experience) of frontline retail employees who work for one of the big UK retailers?

On many days the store is short-staffed. Those who are present and ready for work find themselves stressed. The standards are high – for merchandising, store cleanliness, customer service…  There is a lot to get done. The pressure is on. This calls people to take short-cuts (including putting their health & safety at risk), bypass policies and practices to do that which needs to be done.

The folks dealing with customers on the frontline are not adequately trained – as in training that comes through apprenticeship.  Why are they not adequately trained? Because the stores are short-staffed. Due to the short-staffing, the pressure is on to throw new frontline employees into the deep end. This places the new employees under stress: these employees face demanding customers, they are aware that their colleagues are counting on them, they know that their manager is judging them, and they are intimately aware that they lack the contextual understanding and experimental know-how to do things well.  They do their best. And their best is not enough. They are aware that their best is enough.

Folks distant and cut-off from the reality of the world of the store (that particular store) make decisions for that store. These decisions whilst sound in theory are impractical given the reality of that store.  Yet the folks in that store – including the manager of that store – have no power to affect or challenge these decisions. So there are substantial and frequent store refreshes and not enough staff to merely do the day to day tasks. The product range is expanded and there is not enough shelf space. Customers complain of products not being in stock yet the replenishment decisions are made by computers and remote others in charge of store replenishment. New machinery is introduced that does not fit well into the store and makes lives harder for the folks in the store ….  All of this increases the level of stress experienced by the folks working in the stores.

Customers are demanding at best, rude at their worst. They demand perfection: a seamless experience. They are encouraged in this demanding-ness by the folks higher up in the business who designate and promote services (and service standards) which are impractical given the reality of that store. Folks serving these customers want to provide a good service and experience a certain kind of human encounter with customers. Yet, they find themselves in a reality in which providing merely an average customer experience is all that can be reasonably provided.  They experience the withering look of many customers. And some customers, more and more these days, who are condescending, critical, and rude. All of this increases the level of stress experienced by these front line employees.

Their employer and their manager does not care for them. The folks experience themselves as not appreciated, not valued, not loved.  It is not just that these folks are paid the minimum wage. It is not just that if they arrive five minutes late for work then fifteen minutes of pay is docked. It is not that they are expected to stay up to half an hour later than their shift and they do not get paid for this half an hour. It is not that they are not adequately trained. It is not just that they are rarely given their allotted lunch break. It is more. It is the gap that they experience (on a daily basis) between the way the company expects them to treat customers and the way they are treated by the company. Is it then any surprise that the stores are regularly and frequently short-staffed – in numbers and in terms of experience/cable employees?  Who wants to work in such an environment? And even those who do work in such an environment quit as soon as the can quit.

If you are working in an organisation and concerned about improving the customer experience,  I end by posing the following questions:

  • Are the folks that work for us and with us less worthy of care, consideration, and respect than folks upon whom we change the label Customer?
  • What is the likelihood that at a distance voice of the customer surveys unconceal the kind of reality that I have shared with you here – the reality of the folks interacting directly with customers?
  • Do your customer journey maps give you an adequate feel for the lives of customers and the lives of the people on the front lines who interact with your customers on a daily basis?

If you are a customer then ask you to be mindful of human worth and dignity in your dealings with the folks that serve you – especially when things are not going right. I ask you to consider that the person is not merely an employee. S/he is a human being who is doing the best s/he can given the circumstances s/he finds herself in.  If you were in h/er position you would most likely do that which s/he is doing.  A kind word can light up the world.

I thank you for your listening it is that which continues to call me to share my speaking with you.  I leave you to grapple with what I have shared and make it mean that which you make it mean

How Well Does The Behaviour Of Customers Conform To Customer Experience Dogma?

CX Dogma: In Today’s World The Customer Experience Is Critical

What do the CX gurus say?  Do they not proclaim the critical importance of Customer Experience?  Do they not assert that in the age of social media Customer Experience is everything?  Do they not say that those organisation that do not pay attention to the Customer Experience will go out of business?

What does the research around Customer Experience say?  Does this research not find that the Customer Experience matters to customers: that customers want easy access to critical information; that customers want a seamless/effortless experience; that 80% of customers will switch to another supplier after one poor experience?

Allow me to sum this up: In today’s business climate the health of a business depends on providing a good to great Customer Experience as customers expect nothing less and will readily switch after one poor experience

Let’s Do A Thought Experiment

You wish to buy a car. You go to a dealership and are greeted by a salesman who tells you that he is not paid on commission. This reassures you – no high pressure selling to guard yourself against. Thereafter, a test drive takes place. You ask for the price and receive it written on the back of the salesman’s business card. So far good – a refreshing difference to your experience with a different car dealer.

After consulting with your wife you decide to buy the car. You ask for the paperwork: formal quote, details of the warranty, and lease payments if decide to lease rather than buy. What happens?  How does the salesperson respond to your request? Here are your words:

We expected this to be forthcoming, so we were surprised when we were informed that this wasn’t possible and he’d given us all the figures.

Being worldly you ask for the sales contract. What happens? The salesman refuses to email it to you. He says it is standard contract and implies that you are making a big deal of nothing: the contract is a standard contract and is signed hundreds of times a day. You are not impressed. You realise that all of your correspondence with the salesperson has been through his person Yahoo account. You have no formal paperwork from the dealership itself.

What do you do?  What does all the research that backs the vital importance of Customer Experience say you will do? I say that CX dogma says that you will not buy from this salesperson, this dealership. You have asked for the basics and you have not gotten the basics. You have been treated unprofessionally – even badly. A poor Customer Experience! Besides all the warning signs are there.

CX Reality: Customer Behaviour Is Not In Line With CX Dogma And Customer Surveys

Ok you being a rational person, one whose behaviour is in line with what you said on the customer survey walk away. You walk away and find a different dealer – a dealer that provides you with the kind of premium Customer Experience you would expect when buying a premium product (Lincoln).

What does the CX guru do?  I share with you his words:

Despite our frustration, we placed the order (reluctantly) as their price was the lowest by far of any other quote we received

Price trumps Customer Experience!  Even for a CX guru who loudly proclaims the critical importance of the Customer Experience (to attracting and keeping customers) price trumps Customer Experience!  

In the real world the quality of the Customer Experience is only one factor. I refer you back to Thinking Strategically About CX: Five Components of Customer Value and this formula:

  • Value = Benefit – Effort – Risk – Price +/- Treatment

What may this formula unconceal?  It conceal the multi-dimensionality of human life: humans juggle, without even being aware of this juggling, many factors such as convenience (effort), risk, price, and the way that they are treated by a supplier. As well as the benefits they will get.

Does CX Dogma and Customer Research Get Anything Right About Customers?

Yes. Can you guess what CX dogma and customer research gets right?  Customers love to complain about how badly they are treated by suppliers. Allow me to end this conversation by sharing the words of the CX guru:

.. we received no letter of confirmation or thanks for ordering the car–no sign of appreciation or documentation of any kind. We were quoted six to eight weeks for delivery. What followed next was missed dates and failure to contact us when promised regarding the delivery…..

Suffice it to say, we were not overly impressed with our experience at Lincoln either. Nor our subsequent treatment by their Finance arm in setting up the lease payments, another whole story in itself.

If you wish to read the original post by the CX guru where he shares his experience and his learnings then Colin Shaw: Destroying The Brand One Experience At A Time.

Final Thoughts

Human living is messy. Be wary of CX gurus and their simplistic pronunciations. Beware of CX dogma: theory alway simplifies and distorts especially when it comes to human beings and human worlds. Be wary of customer research – those who pay for it to be carried out and promoted do so to push a particular agenda.  Be wary of technology vendors – CX worship is the latest techniques to sell tech, the tech itself and its impact on the Customer Experience is questionable.

I invite you to consider that if Customer Experience was as critical as it is then the business world would be desolate one inhabited only by a few stellar brands like Apple, Zappos, Amazon, John Lewis, USAA…. The reality is that ‘not great CX brands’ are legion and they continue to do survive and prosper.

Disagree?  I invite you to share your perspective / experience by commenting.

I thank you for your listening – your listening keeps me speaking despite the increasing temptation to keep silent. My particular thanks to Ilan Kirschilan for reaching out to me this week ( to let me know that my speaking speaks to him) and thus bringing me out of my hibernation.

Erich Fromm On The Central Challenge Of Cultivating Meaningful Relationships With Customers

What Is The Central Challenge Of Building Meaningful & Profitable Relationships With Customers? Is this challenge about opening up 24/7 access to your business through any and all channels?  Is it about coming up with new products and services that attract customers like bright lights attract moths at night-time?  Is it about taking out costly, unpredictable, unreliable human beings and replacing them with technology?  Is it about collecting and mining all the data you can get your hands on to generate insight to customers and entice them with the right offer, at the right time, through the right communication channel?  Is it about redesigning processes and gluing up all the interaction channels so that the customer experience across the customer journey is an effortless one?

Perhaps. Or maybe this is simply thinking inside the existing way of showing up and travelling in the world.  What way am I referring to? The technological way. What kind of way is that?  It is the way that refers to human beings as human resources. It is the way that refers to customers as assets. It is the way that thinks that listening to the voice of the customer is the same as reading statistics and text which summarises and details the survey responses coming in from some customers. It is the way that seeks to replace human beings and human to human conversations with automated interfaces and self-service…..

I invite you to listen to the speaking of Erich Fromm written in the 1940s (bolding mine):

The insignificance of the individual in our era concerns not only his role as a business man, employee, or manual labourer, but also his role as a customer. A drastic change has occurred in the role of the customer in the last decades. The customer who went into a retail store owned by an independent business man was sure to get personal attention: his individual purchase was important to the owner of the store; he was received like somebody who mattered, his wishes were studied; the very act of buying gave him a feeling of importance and dignity.

How different is the relationship of the customer to a department store. He is impressed by the vastness of the building, the number of employees, the profusion of commodities displayed; all that makes him feel small and unimportant by comparison. As an individual he is of no importance to the department store. He is important as “a customer”; the store does not want to lose him, because this would indicate that there is something wrong and it might mean that the store would lose other customers. As an abstract customer he is important; as a concrete customer he is utterly unimportant. There is nobody who is glad about his coming, nobody who is particularly concerned about his wishes. 

– Erich Fromm, The Fear Of Freedom

It occurs to me that many (if not most) organisations struggle to cultivate meaningful-profitable relationships with customers despite spending significant sums on the likes of customer analytics, CRM, marketing automation, and VoC. Why?  My experience of the last 15 years working in the Customer space is that action has been at the abstract level of customer and customers. And almost nobody has paid attention to the experience of the concrete flesh and blood customer as a human being.  As such technology has been used to remove rather than enhance what little was left of the human to human relating.  Technology can do many useful things including increasing access and reducing effort. What it cannot do well is this: create, enliven, enrich human relating.

What’s The Difference Between UX and CX At An Experiential Level?

Is there a difference between UX and CX? Yes. What is the difference between UX and CX? Allow me to answer this question by sharing my experience in dealing with a web hosting company.

The User Experience? Great!

I came across a web hosting company which appealed to me. Let’s call this company: NewWebHostCo. What appealed to me? The look+feel of the website: easy and appealing to my eyes. The navigation: well thought out and signposted. The content: written in plain English and as such is easy to understand – especially for non-technical folks like me.

So I chose to do business with NewWebHostCo. First, I searched for and then purchased a domain. I followed the instructions, paid through my credit card.  Second, I undertook a second transaction: transfer of an existing domain (from 123Reg) to NewWebHostCo, and the purchase of web hosting plan. Again the process of selecting and paying for that which I wanted was easy and quick. Shortly after each transaction, I got emails from NewWebHostCo confirming the purchases I had made.

At this point I was delighted. Clearly, someone had given considerable thought to the design of the NewWebHostCo website: my user experience was excellent in comparison to other web hosting sites which are busy and often confusing to me. So I was looking forward to being up and running (quickly-easily) with NewWebHostCo; I felt reassured by the promise of a 45 day no quibble refund and the promise of great support-service to customer queries.

The Customer Experience? Poor!

The next day I logged into my account at the NewWebHostCo website. I was surprised and disappointed to find that the domain name that I had purchased was not on my account. I did a web search for this domain name only to find that it was still available for purchase. I found myself puzzled. Previously, this had been such a straight forward matter: select domain, pay, wait several hours, domain is ready for use. Not with this web hosting company.

Later that day, I got an automated email from NewWebHostCo informing me that the transfer of the existing domain had failed. I was surprised as I had carefully read the instructions provided by 123Reg and thus unlocked the domain and made it ready for transfer to NewWebHostCo. And I provided the details that NewWebHostCo’s online wizard had requested. Nonetheless, I double checked everything and went through the transfer wizard a second time. Same result: I got another email telling me that the transfer had failed.

So I reached for support. Only to find that all support requests have to be made via email. So I filled in the requisite form setting out the issues that I was facing. Then I waited. And waited. And waited. Days went by and I received no response: no acknowledgement that anyone had received my email, nor any idea of when any action was going to be taken.

Back to the NewWebHostCo website and the support section. Once again I filled in the email support form. This time I took the company up on its offer to ring customers back. I reiterated the issues. I set-out my disappointment. And I asked to be rung back on my mobile.

The day after this email, I got an email response telling me that I had not provided all the required details for the domain name purchase. And asking me for the details of the second transaction – the domain name transfer and hosting package – so that the transaction could be annulled.  I did not find myself impressed.

So What?

My experience suggests that time-effort-money spent on UX is ultimately wasted unless the UX is one component of a great CX: the end-to-end experience of the customer.  How have I come to this conclusion? I cancelled my transactions with NewWebHostCo. And have chosen to keep doing with my existing web hosting provider (123Reg).

Another thought strikes me. I notice that folks in organisational worlds are besotted by technology. Which is to say that I find folks putting their faith in technology not human beings and the kind of service that can only be provided by human beings.  That strikes me as mistake: Technology fail! When technology fails the right kind of human service (responsive, considerate) can take care of the breakdown and build a stronger relationship with the customer. Lack of human service, on the other hand, shows the lack of care-consideration for the customer.

Why have I not named and shamed NewWebHostCo? Because the tone of the email that I received by the human being who finally did respond to my email request for help. The tone was human: apologetic and helpful. For me, humanity calls forth humanity. Is this something that folks that wield power in organisational worlds have forgotten? Or are they simply blind to the value of humanity?

Customer Experience Lessons From Amazon UK’s Failures

It is my experience that for the most part and on the whole Amazon UK delivers. It makes it easy for me to find stuff, order it and pay for it. It keeps me informed about when the item/s are going to be delivered. And when they are delivered. Finally, Amazon makes it easy for me to deal with matters that have not worked out as I expected them to.

Against the background that I have painted, I have found myself somewhat disappointed with Amazon as a result of three customer experience failures. I want to share these failures (breakdowns) with you. Why?  It is the breakdowns, in the habitual, that provide me with access to getting present to that which I take for granted, to see matters with a fresh eye, and usually these breakdowns provide an opening for breakthroughs.

Customer Experience Failure 1: The Product Does Not Meet My Expectations

I ordered a copy of Crime and Punishment from one of the Sellers on Amazon UK. I deliberately picked a Seller who displayed a copy of the book with a red cover and described it as “Used – Very Good”. What turned up?  A tatty copy: the book was worn/shabby and the cover was white not red.  What emotion was aroused in me? Disgust. I found myself not wanting to touch the book. I found myself wanting to throw the book in the bin.

What did I do? I logged into my Amazon account, found the appropriate order, and raised an issue (in writing) with the Seller – sharing my disappointment. Within an day or so the Seller reached out to me in a friendly-understanding manner. The Seller apologised. The Seller shared her disappointment with me. And the Seller refunded my money.

What are the lessons here?  I can think of several:

1. The product is most definitely a core constituent of the Customer Experience!  Put differently, it is foolish to exclude the product and product considerations from the Customer Experience bucket – which some ‘Customer Experience guru’s’ do.

2. You must deliver on the expectations that you set.  If you display a red cover then make sure that the book delivered has a red cover. If you describe the product as being used yet in a very good condition then make sure it is.  The description of the product is not just some marketing fluff; it is a promise that you are making to the customer and in making that promise you are setting the customer’s expectations!

3. If you mess up then be charming-gracious about dealing with the consequence of it. How? By owning up to the mess up AND most importantly the emotional impact of your mess up on that particular customer.  How do you work out what the emotional impact is? By listening to the customer and/or asking the customer.  Then making things right. In this case the Seller refunded the total cost of the book.

4. Use every interaction to build trust and goodwill. It matters that the Seller did not ask me to waste my time sending the tatty book back. If the Seller has asked or insisted that I send the book back then that would have left me feeling angry. Why? Not being trusted and having my valuable time wasted. By trusting me, I am left feeling nothing but goodwill towards the Seller. How do I explain this event to myself? Something along the line that even good folks f**k up from time to time.

Customer Experience Failure 2: I Have To Go To The Post Office Depot To Pick Up My Parcel

One day I got home to find a ‘ticket’ for me from the Post Office. It was notice telling me that I needed to go to the Post Office Depot to pick up my item. And that I needed to pay something like £2.00. Why? Because the Sender had not paid postage. So I made my way to the Post Office depot to collect my item. What did this cost me in addition to the £2.00? It cost me something like 45 minutes of my valuable time: drive there, queue-wait, collect-pay, and drive back home.  So I logged into my Amazon account and made a complaint to the Seller of this item – a book.

What did this Seller do, how did he respond?  I got an explanation, an excuse, for the failure to pay postage. Something like, all are items are franked, this should not have happened, don’t know how this has happened. And I was told that half the cost of the book would be refunded along with the £2.00 postage I had paid.  How did this leave me feeling? P****d off!  Why?  My central gripe – waste of 45 minutes of my life – was not acknowledged and addressed

What are the lessons here?

1. The customer cares about his/her experience not about your policies, processes or practices! So if you mess up then acknowledge the impact your mess up has had on the customer – as experienced by the customer.  I was looking for something like “You are busy. By not paying for postage we made you waste 45 minutes of your life including 20 minutes waiting in a queue which you hate to do. Really sorry about that.”

2. When you mess up then ask the customer what you need to do to make things right.  By not asking me the Seller did not involve me in resolving my complaint. By making a decision on my behalf I experienced the Seller treating me as an object not as a human being.  If the Seller had asked me what he needed to do to make things right, I might have told him that by asking me that question he had already made things right. Instead, I was left thinking-feeling “This is NOT good enough! It is not adequate compensation for wasting my time.”

Customer Experience Failure 3: Amazon UK Lies To Me!

I ordered a book directly from Amazon UK – not from one of the Sellers on Amazon UK.  I ordered that book either late on Friday or early on Saturday.  I was expecting to get the book in the following week – earliest Monday. To my surprise I got an email from Amazon UK informing that the book would be delivered the next day: Sunday.  I found myself DELIGHTED – delighted that Amazon delivers on Sundays, delighted that I could start reading it on the Sunday as I had some spare time that Sunday.

Guess what happened on Sunday?  Around about lunchtime I got an email from Amazon UK.  The email told me that Amazon UK had delivered the book to my home.  That email left me puzzled.  If the book had been delivered then why had it not made its way through my letter box? So I opened the door to see if the book had been left outside on my doorstep. No. I went around to one side of the house, to see if the deliver folks had left it in the garden as they sometimes do. No.

How was I left thinking?  I was left asking myself questions.  How is it that Amazon says the book has been delivered and yet it has not been delivered?  Has Amazon made a mistake? Or is it that the delivery folks are playing games with Amazon? Or is it that Amazon’s definition of delivered differs from my understanding of delivered. And if Amazon gets something as basic as this wrong then what else does it get wrong: invoicing, not delivering some of my stuff, charging me a different price to that which was displayed?

How was I left feeling? Delight turned into significant disappointment.  There was even some frustration thrown in. When? When I was looking around the house for the book that had been delivered (according to Amazon UK) and which I could not find.  I believe that I also experienced mild anger. I suspect that if an Amazon manager had been around I would have ‘given him/her a piece of my mind’.

When did I get the book? On Monday. Was I delighted/happy to get the book on Monday? No.  Yet, if I had been told that the book would be delivered on Monday and had been delivered on Monday, I would have been happy. And importantly, my trust-confidence in Amazon would not have been dented.

What are the lessons here in addition to that which I have already shared?  The following occur to me:

1. If you are pushing the envelope on the Customer Experience (like Amazon UK is doing) then make sure that you do not push it so far that delight turns into disappointment.  It occurs to me that Amazon is pushing the envelope in letting its customers know when a delivery is scheduled. And then letting the same customers know when the delivery has been made.

2. Every piece of information you provide to your customers acts kind of like a promise and sets the customer expectations.  So make sure that the information is accurate.  Any ‘bullshitting’ in the provision of information is likely to come back and bite you in the form of customer disappointment. It occurs to me that this is a lesson that many in marketing and sales have yet to learn.

3. Your informational processes+practices must be in tune with you operational processes+practices. Any disconnect between the two is likely to impact your customers – usually negatively. I imagine that the delivery partner informed Amazon that delivery had been made. And this triggered Amazon’s email alert to me.

4. If you subcontract part of your value chain (like Amazon does when it comes to delivery) then you will be held responsible, by the customer, by the failures of your value chain partners. Therefore, it behoves you to select the right partners and ensure that if they are telling you something then you can rely on their word. For my part, I am clear that I am disappointed only in Amazon because I hold only Amazon UK accountable for my experience as a customer.

Customer Experience: Summing Up 2014

I Find Myself Hurt, In Pain, With Sprained Ankle At Paddington Station

In an earlier conversation I shared the following:

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 places (food for a future post). I walk slowly, in pain, towards the underground….

I hurt myself. Why? Because, the ‘vehicle’ for enabling-facilitating walking at Paddington Station was not fit for purpose. What do I mean by that? That one of the primary functions of a floor is to make it easy for folks to move around, at normal walking speeds, safely.  Before, I get further into this, I want you to get that Paddington Station is one of the main railway stations coming into and out of London. There are always plenty of people standing around and walking about. It is especially heavily trafficked at peak time (early mornings, after work). And there are all kinds of people using this station: older couples, middle aged folks, youth, male, female, business folks, leisure travellers etc.

Customer Experience: What Is The Default Setting?

Why is that the floor at Paddington Station did not facilitate one of its primary roles: enable passengers (customers) to walk about easily, freely, quickly (if need be) around the railway station?  Because it was raining. Some of the rain ended up on the smooth, good looking, tiled floor. The rain on the smooth floor, reduced the already reduced friction/traction – to the point where it is really easy to be walking one second, sliding the next, and then finding oneself in pain, hurt, on the floor, dazed, wondering what happened.

Let’s stop. I invite you to ask yourself, how is it that intelligent business folks did not put the various elements together to foresee (smooth floor, rain, floor as ice rink) and thus prevent the annoyance and/or harm to the passengers? My hypothesis, is that insufficient attention-consideration was given to the customer. Did anyone even put the ease/safety of walking as a key decision criteria when the floor was being selected?  It is easy to be smart with the benefit of hindsight. So let’s accept that with the best of intentions we are fallible creatures and make mistakes.

Before we move ahead, I do wish to make one general point: the default is that of poor customer experience  and this is so because the world has been setup without adequate consideration of experience based customer needs. In my view, this is particularly so in nations-cultures with a strong Protestant-Calvinist influence. Incidentally, the lack of consideration of the end users experience based needs is the reason that most CRM systems fail to be adequately adopted and thus fail to generate the promised benefits.

Summing Up The State of Customer Experience As At 2014

Let’s get back to Paddington station and sum up the challenge:

What is so: the floor becomes a potential safety hazard for customers (passengers) when it rains;

Desired outcome: make it easy and safe for all the usual customers to walk around the station, given many obstacles (usually fellow travellers), in all the usual weather conditions – rain is usual in the UK.

Imagine that you are the person responsible for Paddington Railway station. You are the person confronted with coming up a course of action to deal with what is so and bring about the desired outcome. What is the course of action that you’d take? What would the end solution look like?  Would you fix the roof so that no rain got through to the floor? Would you fix the floor to ensure that the floor is rougher thus providing more traction? Would you put some kind of drainage solution to drain water from the floor?  What would you do if you were truly customer-centric and committed to putting the right customer experience (of walking) in place?

Here’s the answer that the folks that manage Paddington Station have put in place:

caution cone paddington stationLet’s stop and consider this. Has the challenge been addressed?  Has management got rid of the potential hazard to customer safety?  Has management improved the customer experience?  No!  What has management done? Management have provided some useful information to the customer: “caution wet floor”. What else has management done?  They have placed the burden of responsibility on to the customer – now if the customer slips and hurts himself he can blame himself for being careless. And management has mitigated its liability under the health and safety legislation. Why have I shared this with you? Because it occurs to me that this concrete example illustrates the course of action that many have taken regarding Customer Experience challenges-opportunities.

Looking at 2014, based on my personal experience, the experience of fellow consultants, and reading the relevant articles/posts, I am of the view that I can sum up the state of Customer Experience in 2014 as follows:

  1. There are only a handful of organisations that compete on the basis of the Customer Experience and excel at it. These organisations continue to do well. For the folks in these organisations Customer Experience is a way of life – like speaking English is a way of life for me.
  2. The vast majority of Tops and Middles toying with Customer Experience lack the courage to take bold action.  In the absence of courage, a ‘burning platform’ is necessary to trigger bold action. For most organisations and management teams such a burning platform is not present.  Look beyond the fear mongering and ask yourself how many organisations are in the shape IBM was when Lou Gerstner took over and kind of totally reshaped IBM?

  3. Where work has been done on Customer Experience, Tops and Middles have taken the easy way out, tinkering on the edges. The stuff that really matters has been kept intact. The business model remains intact. Management practices including those that yield ‘bad profits’ – profits made at the expense of the customers – remain intact.

  4. The Tops and Middles have, once again, resorted to the same old tools and techniques: business process changes and implementation of information technologies whether labelled as CRM, CX, marketing automation, or big data…

  5. Many claim to be Customer Experience experts and/or gurus, almost none of them are. Before you accept this claim I ask you to consider how you would determine if a carpenter is a great carpenter. Would you do so by listening to him speaking? Would you do so by reading his book where he share his tales and tales of others – stories which make you feel good?  Or would you go and see for yourself that which the carpenter has created with his own hands? This has to follow logically and necessarily from point 1 above – there is only a handful of organisations that compete on the basis of the Customer Experience and excel at it.

  6. One reason that so many can get away with claiming to be Customer Experience experts and/or gurus is that the term Customer Experience has been turned into an empty and usually misleading idea. For example Customer Experience is became another fashionable, higher status, label for Customer Service; many folks of significance in Customer Services (including call-centres) have customer experience in their titles. On the other hand some marketing folks – especially digital marketing folks – are using and abusing this fashionable label. Then there are folks who oversee the execution and compilation of customer surveys – they have also chosen to sit under and claim the Customer Experience label.

 

 

Customers-Employees-Leadership: Distinguishing Between ‘Caring About’ And ‘Caring For’- And Why It Matters

Given that I find myself in the week of Christmas, it occurs to me that today is a great time to diving into caring. And in particular, I wish to make/introduce a distinction. Which distinction? I wish to distinguish between ‘caring about’ and ‘caring for’. Let’s start with the realm of Customer.

Caring About Customers v Caring For The Customer

I am clear that folks in business care about customers. Specifically, they care about:

  1. Figuring out what makes customers tick – by ‘listening’ to customers through market research, social listening, ethnography, and voice of the customer surveying;
  2. Getting more customers – turning prospects into customers by pushing out the right message, right offer, at the right time and through the right communication channel;
  3. Keeping more of their existing customers buying from them for longer – through a range of techniques including making it easier for customers to do business with the organisation (reducing effort, improving access, improving the customer experience) and through targeted incentives (promotions, discounts, loyalty points);
  4. Selling a wider range of ‘products’ to existing customers – by turning customer data into insight through the use of data mining and predictive analytics or just plain collaborative filtering;
  5. Moving existing customers from lower margin ‘products’ to higher margin customers – through the use of range of techniques and tactics;
  6. Winning back folks that used to be customers – usually through some kind of enticing promotion, discount or, rarely, a new/compelling ‘product'; and
  7. Servicing customers in a smart manner – by using the right combination (digital, telephone) of customer service channels.

Now, let’s turn our attention to caring for the customer. Let’s start with the basic question, who (specifically) cares for the customer?  Let’s make this even more specific, who cares for me?  As a customer, I deal with many companies and I am clear that there is not one company/organisation that cares for me. Not one! I, as a flesh and blood human being, do not show up on the organisational radar. Does anyone in an organisation ever care for me in a business context? When I interact with the organisations that I interact with do I get left with the feeling-experience of being cared for by an organisation? The answer is: No!

Are there any occasions where I, as a customer, feel cared for? Yes. When do I experience this kind of experience? When I encounter a Welcomer. What is a Welcomer? For me a Welcomer is a human being who, in his being, welcomes me as a fellow human being. S/he going beyond the formalised rituals of business and organisational life, beyond the scripts, beyond the transaction, and reaches out to me as one human being to another. I know when this is going on because I notice and experience the English reserve breaking down. There is breaking down of boundaries, whilst still respecting boundary. There tends to be mutual disclosure of the human kind: sharing occurs. And there tends to be smiling, even laughter. As a result of these kind of encounters, I find myself uplifted, smiling, grateful and with a sense of pride in being a member of the human race.  These kind of encounters leave me with hope, with optimism in my footsteps.

I invite you to consider that there is a world of difference between ‘caring about’ customers and ‘caring for’ the customer. Notice the difference: in the realm of ‘caring about’ we are dealing with customers whereas in the realm of ‘caring for’ we are in the realm of the individual customer – that one human being.  There is a vast difference. And it occurs to me that the folks who talk about, evangelise about, preach out all things Customer are not present to this critical distinction.

Does this indifference between ‘caring about’ customers and ‘caring for’ the customer matter? I say it matters – it matters to each customer. You see this is the deepest and most radical meaning of personalisation – speaking to the person of that one person (the customer).  I invite you to listen to the following words:

The general obsession with observing only historical or sociological movements, and not a particular human being …. is as mistaken as a doctor who does not take an interest in a particular case. Every particular case is an experience that can be valuable to the understanding of the illness…….

….. this indifference to the individual, total lack of interest in intimate knowledge of the isolated, unique human being, atrophies human reactions and humanism. Too much social consciousness and not a bit of insight into human beings.

As soon as you speak in psychological terms ….. people act as if you had a lack of interest in the wider currents of the history of man. In other words, they feel able to study masses and consider this more virtuous, assign of a vaster concept than relating to one person. This makes them …. inadequate in relationships, in friendships, in psychological understanding.

– Anias Nin

I invite you to consider that the strongest bonds, usually called loyalty, occurs where one human being experiences himself cared for (as a unique human being) by another human being.  Is it then any surprise that despite the talk of customer loyalty, and all the customer loyalty programmes and tactics, there is so little loyalty between customers and brands.

Caring About Employees v Caring For The Employee

Sure, organisations ‘care about’ employees. It is the employees who do the work – the work that creates value for the the customer. The work that ends up generating revenue and profits. So I find that organisations care a great deal about their employees including but not limited to:

  1. Attracting the right people to become employees of the organisation;
  2. Keeping the most valuable employees;
  3. Getting more out of their existing employees (productivity, collaboration, teamwork, ideas..);
  4. Ranking employees for performance management purposes;
  5. Minimising the costs associated with recruiting, retaining, managing, controlling employees.

Now, who in your organisation actually cares for that individual flesh+blood human being to whom you have given the label employee, and, thus deprived him/her of personhood and turned him/her into a category? Let me ask this question differently, as an employee do I feel cared for? Who do I feel cares for me in this organisation in which I find myself employed?

I invite you to consider that there is world of difference between ‘caring about’ employees and ‘caring for’ the person to whom you have given the label employee.  Does this difference matter?  Of course it matters!  Until this difference is recognised and acted up organisations will continue to grapple with the challenge of ’employee engagement’.  Why should I engage with you and your organisation when I do not feel myself cared for – as a unique human being?

What Has This To Do With Leadership?

I invite you to consider that this distinction between ‘caring about’ employees and ‘caring for’ the person whether under the label ‘customer’ or the label ’employee’ can be used to distinguish between management and leadership.  Leaders must dwell in the human real, the personal realm: ‘caring for’ the person.  Here I share the following wise words with you:

My lack of faith in the men who lead us is that they do not recognize the irrational in men, they have no insight, and whoever does not recognize the personal, individual drama of man cannot lead them.

– Anais Nin

Something to Consider And Play For At Christmas?

As you head into Christmas and the festivities where hopefully you will be in amidst people who are family and friends, I invite you to be present to the distinction between ‘caring about’ and ‘caring for’ the folks that you will be meeting up with and celebrating Christmas with.  It occurs to me that making the shift from ‘caring about’ the folks you find yourself with, to ‘caring for’ each person that is there will transform your (and their) experience of Christmas.

If you play this ‘game’ you might just find that ‘caring about’ is easy, ‘caring for’ is really difficult. This might just explain why it is that all the folks who speak Customer and Employee make ‘caring about’ masquerade as ‘caring for’.  The interesting thing is that whilst we can hoodwink ourselves in the management suite, our customers and our employees are not hoodwinked that easily: they experience and detect the difference between ‘caring about’ and ‘caring for’ – which is why they are not loyal to us and rightly so.