Dialogue on CRM, Customer Experience, and Customer-Centricity

Colleague: So much money has been spent and continues to be spent. On CRM. On CX – voice of the customer, journey mapping etc. In the name of customer-centricity – whatever that means.  Yet, there is little to show for it.

Me: Seems that way.

Colleague: Which big company, as in the kind of company that we end up consulting to / working with, has anything to show for the time-effort-money that has been spent on the whole Customer thing?

Me: I am not aware of a single one. Maybe there is big company out there that has become customer-centric as seen through the eyes of the customers. And If there is I am not aware of it. I distrust whatever the folks who go to the Customer circus (conference circuit) say about themselves. What matters is what the customers say.

Colleague: What’s your point of view on what’s going on?  You’ve always got a point of view on pretty much everything! Let’s hear it then.

Me: Have you come across a philosopher called Heidegger?  His thinking provides a good clue as to what’s going on.

Colleague: Never heard of him. What’s he got to say that’s relevant.

Me: He introduces the distinction between “in order to” and “for the sake of”. This distinction sheds light on the failure of the whole Customer thing. And what it will take to generate success.

Colleague: Explain then!

Me: Imagine a man in a workshop working on wood.  He happens to be sawing a piece of wood.  Why is sawing this piece of wood? In order to make a cabinet.  Why is he making a cabinet? In order to sell it?  Why is he looking to sell the cabinet?  In order to get money / make a living. Why do that? In order to care for / feed his family? Why do that? For the sake of his own conception of what it is to be a good father/husband.  Why does that matter to him? It just does!  Here the chain of in order to comes to an end.  There is no in order to. Showing and travelling as good father/husband is the sake of which he gets up in the morning and works/lives.

Colleague: There you go again not answering the question. What the fork has this to do with the whole Customer thing?

Me: Let me explain it another way.  Imagine that there are two spherical round hollow cylinders. The walls are quite thin, and of the same size.  It is possible to fit/slide into the other one by squeezing it as the cylinders are made of flexible material.

Colleague: OK.

Me: One is labelled “Revenue & Profits”, the other is called “Customer-Centricity”.  You are told that you need to slide one of these cylinders into/inside of the other cylinder.  Which one do you slide inside? Which one has to fit inside the other one?  Do you fit/slide the “Customer-Centricity” cylinder inside of the “Revenue & Profits” cylinder? Or do you choose to do the opposite: squeeze/fit the “Revenue & Profits” cylinder inside the “Customer-Centricity” cylinder?

Colleague: No question, the ‘Customer-Centricity” cylinder goes inside of the “Revenue & Profits” cylinder. That’s the whole purpose of CRM, Customer Experience, and Customer -Centricity – to boost revenues, increase profit margins, and so boost profits. And to keep on doing this year after year.  Isn’t it?

Me: As a philosopher I say that purpose does not inhere in the things itself. Purpose is a human construction. And as such the speaker who speaks of purpose gets to say what the purpose is. And sure, pretty much everyone that has taken on CRM, Customer Experience, and Customer-Centricity has done so for the sake of ambition/greed: for revenue growth, raising profits margins usually by cutting the costs of serving customers, and for profits and profit growth.

Colleague: What’s wrong with that!

Me: Wrong is not found in the world.  Wrong is a human construct. It’s wrong if you say it’s wrong and get enough other folks to agree with you.  I’m not saying there is something wrong with it. I am saying that when we choose one course of action over another there are always consequences.

Colleague: I think you are saying that there is little that big companies have to show for the time-money-effort they have spent on CRM, Customer Experience, and Customer-Centricity because they have been squeezing “Customer-Centricity” inside of “Revenues & Profits”.  Is that what you are saying?

Me: That is exactly what I am saying!  Yes, that is exactly what I am saying. Almost every big company has gone about it that way. The prime, unquestioned directive, is to make the numbers, and grow the numbers. The latest magical recipe is CRM, Customer Experience, or Customer-Centricity. So lets hire a bunch of consultants to fit these magical solutions into our organisation so that these solutions help us deliver on our sake of: sake of making the numbers, sake of “Revenues & Profits”. And this approach has generated that which it has generated: limited benefits, incremental improvements in cultivating genuine loyalty.

Colleague:  The alternative?  Squeezing/fitting “Revenue & Profits” inside of “Customer-Centricity”, how does that work?

Me: As members of the senior leadership team you show up & travel in a way that makes it clear to all that you, and the company, that you represent is there for the sake of enriching the lives of your chosen set of customers.

You can do that as Zappos does through it awesome customer service.  You can do it as Apple does by creating great (as in cool, high quality, unique) products for folks who are willing to pay a premium. You can do it as Amazon does – attractive prices, huge product range, ease/convenience of shopping, and next day delivery.

Amazon, in particular Jeff Bezos, sets a clear example.  You choose to be customer-centric, to build that long term customer loyalty, to play for the long term, and you take the hit to “Revenues & Profits” over the short and even medium term. And you tell your shareholders that this is what you are about.  If they don’t like it then they should sell their shares and move on to other enterprises.

Zappos is also an instructive example.  The leadership team of Zappos started out putting the “Customer Centricity” container within the “Revenues & Profits” container. At a critical point when the Zappos was on its last legs the leadership team had to make a choice: to continue providing a lousy customer experience or do the opposite.  And it looked like doing the opposite changing the operation model so that “Revenue & Profits” had to squeeze into / fit into “Customer-Centricity” would leave to ruin faster.  The choice they made? To make “Revenues & Profits” subservient to, and for the sake of “Customer-Centricity” as in delivering an awesome customer experience.  It so happened that this change worked out for Zappos. And there is no guarantee that another company in the same situation as Zappos taking the same course of action will generate the same result.  You have to be a particular kind of idiot to believe that taking the same course of action in a open/dynamic/non-linear/uncertain/unpredictable world will yield the same results as you got last time.

Colleague: But CEOs of big listed companies cannot do this. They have to make the numbers – that’s what the analysts want, that’s what the shareholders want.

Me: Which is why I say that big listed enterprises will continue to make incremental improvements at best when it comes to the customer experiences (as viewed through the eyes of the customers) and customer loyalty.  And the field for creating an awesome customer franchise belongs to outsiders – the Zappos, the Amazons, the Apple’s of the future.

 

 

Hall of Fame: How Folks At Apple Support Turned Me Into An Apple Advocate!

An Apple Customer Becomes an Advocate Due to Apple Support

apple_support_twitter_logo_smallUntil recently I was merely a customer of Apple. That changed over the last two weeks. How so? I ran into a problem and had to reach out to Apple Support to get that problem addressed.  That problem was addressed in a way that leaves me with a delightful experience – one that calls forth a smile and gratitude.

What Calls Forth Customer Loyalty / Advocacy?

Before, I tell you about my experience I want to address the matter of customer loyalty. How do you turn a mere customer into a loyal customer and advocate?  I don’t know as I suspect that it depends on the concrete (flesh and blood) customer.  I can tell you how the folks at Apple Support turned me into a loyal customer and advocate:

  1. You make it easy for the customer to get through to you when that customer needs you;
  2. You staff the front line with human beings (not bots) who embody the human touch and are technically competent;
  3. You put in policies-practices-tools that encourage/enable your people to sit side by side with your customers and together address the matters that matter to your customer;
  4. You make sure that the customer feels that you have made his problem (job to be done) yours and that s/he is safe in your hands;
  5. You don’t leave your customer’s side until you have gotten him/her to his/her desired destination – which is almost always a desired outcome; and
  6. You convey the impression that it has been a pleasure helping the customer in a way that the customer gets (at an experiential level) your pleasure

How The Folks At Apple Support Turned Me Into An Advocate

I own two Apple products: MacBook Pro, and MacBook Air.  My daughter is the one who is the heavy user of the MacBook Air and so I hadn’t used it for months. When I did use it I noticed that there was an opportunity to update the operating system to the latest version. So I went for it.  Something went wrong and the MacBook Air ‘died’.

When my daughter found out she was not at all happy. Why? Because she had important homework on it. Homework that had to be handed in the following day. Suddenly, it became both important and urgent to get the MacBook Air working again. This is when I noticed fear taking root. Why so? Because I was thinking something like this: “The MacBook is 5 years old. Will Apple help me?  I don’t see any reason why Apple should help me out with a 5 year old product. There is no warranty in place…”

I googled “Apple Support” and after two clicks ended up here: Contact – Apple Support.  What is the statement / promise Apple makes? “We’re here to help”. Is it an empty promise? No.  Look at the webpage! It invites you the customer to “Talk to us” – that is exactly what I did.

Almost immediately I found myself listening to a friendly male voice. He helped me to find the serial number. With the serial number he knew it was a 2012 MacBook Air. Then he told me how to reset it.  I initiated the process and noted that that computer was telling me it was going to take hours downloading operating system over the internet. So I thanked the young man and told him I was ok to take this forward. The Apple Support chap told me that he had logged my case, ‘gave’ me the case number, and asked me to quote that case number just in case I needed to call back.  He showed up as pleasant, knowledgeable, and helpful.  I felt gratitude.

A day later, I found myself on the phone to Apple Support. Why? The laptop had been downloading software for hours and then just hung up when it got to “40% remaining”.  This time I found myself talking with Danae. She detected my concern (given that the laptop had my daughters homework) and responded beautifully: she told me that it was not an issue and that she would help me to get the MacBook Air working. It was the tone of her voice – a combination of human warmth, confidence in what she was asserting, and her commitment to her promise.

Then she set about keeping her promise.  Whilst she was helping me I asked about her and learned that she is Greek. We talked a little about Greece given that I had been reading Adults in the Room by Yanis Varoufakis (ex Finance Minister of Greece), and have positive experience of Greek people. With the reset process in operation again I noticed that the laptop was telling me it was going to take hours. I told Danae of this. It is her response that floored me. Why? She made it plain that she was by my side, continued  to own the problem, and would see it through to the end.  She followed up the verbal promise with this email (I have replaced numbers with *):

Case Number: ********
Dear Mazafer,

Thank you for contacting Apple !

It was pleasure working with you, I will take you in the right path to get your issue resolved!

Should you need anything further regarding this issue, please do not hesitate to contact me personally.

Looking forward to hear from you!

t: 00800 ******* ext.****
I will be in the office this week :
Sunday-Thursday 8.00.-16.00 UK time

Kind Regards,
Danae Panagopoulou
Apple Distribution International

This time the download process completed to the end. The latest operating system was installed and the MacBook Air was operational. A fact that was a great relief to me and a delight to my daughter.  I wrote back to Danae:

Hello Danae

I so enjoyed talking with you this morning – feel blessed that our paths crossed today.

Thank you for being a beautiful person – in a world that shows up an mostly inhuman it is soul filling to come across such as you.

I want you to know that you have helped me to fix my problem.

The MacBook Air is up and running and I know that this will please my 17 year old daughter who is never far from it.  She will especially welcome getting here homework back – so that she does not need to redo it!

I shall be writing about the GREAT folks at Apple Support and especially you.  Keep a tab on this blog here:  www.thecustomerblog.co.uk

How to end?  I wish you and your loved ones the very best. Also, is it possible to keep in touch perhaps through LinkedIn?

This is the reply I received:

Case Number: ***********
Hello Maziqbal,
Thank you for contacting Apple and for replying to my email (much appreciated)!
Good news, excellent!
I am very happy the issue is resolved and that you are more than satisfied with our support!
I really wanted to resolve this issue for you as much as you did.
Please whatever you will need from now and on just drop me an email and I will contact
you as soon as I will be available.
I wish you all the best!
Looking forward to hear from you!

t: 00800 ******* ext.**********
I will be in the office this week :
Sunday-Thursday 8.00.-16.00 UK time

Kind Regards,
Danae Panagopoulou
Apple Distribution International

Richard Shapiro in The Welcomer’s Edge stresses the critical importance of Welcomers – customers, to the business, by cultivating loyalty through genuine heartfelt service.  I am clear that Danae is a Welcomer!

I am also clear that the folks in leadership positions are the ones that create the context/space for Welcomers like Danae to show up as Welcomers. Great support does not happen by accident.  Great support flows from a certain kind of customer philosophy: take care of your customers and your customers will take care of you. This kind of philosophy requires a long term orientation and faith in the decency of human beings.  Few, of those that I have encountered, in leadership positions embody this orientation, this faith.

So I offer my thanks and gratitude to the folks at Apple – those in Apple Support, and those who in leadership positions who enable Apple Support to provide great support.

I dedicate this conversation to Danae Panagopoulou – I am grateful that she exists for it makes this world that much more beautiful with her in it.

Enough for today.  I thank you for your listening and wish you the very best. Until the next time….

Maz Signature

Make Life Easier By Asking Only One or Two Questions of Your Customers

I find myself living in an age where we take good ideas and squeeze the life out of them through inappropriate implementation.

It occurs to me that the scourge of the customer-centric fad is customer surveys. It seems to me that just about every large organisation that I deal with asks me for my feedback through some kind of survey.  And this scourge is not limited to these big organisations. On my last visit to my GP’s (doctor’s) surgery I was asked to fill in a survey – it was over ten pages long!

I say that you only need to ask one or two questions of your customers. What are these questions?  Let’s start with what I say you shouldn’t ask. Don’t ask your customers to rate their satisfaction using some kind of scale e.g. 1 to 10 – with your brand, your product’s, your people, the last interaction etc.  Why not?

First, I (the customer) find it hard work to figure out how to rate you. Second, my asking me to figure out/apply ratings you have switched on my reasoning brain not my emotional brain.  Third, satisfaction is the wrong word to use – it is not a word that you find folks using much in every day talk.

So what are the one or two questions?  At the end of major work on my home – main bathroom, the ensuite bathroom, downstairs toilet, and utility room – the fitter asked me and my wife this question:

“Are you happy?”  

As soon as I heard that question I realised that no commercial organisation has ever asked me such a simple question!  And it occurred to me that it is exactly the right question:  short, simple, worded perfectly, no misunderstanding.

“Are you happy?” taps into emotions and the emotional brain. The answer is either a definitive “Yes!” or its not.  If it’s not a definitive “Yes!”then you know that you (the person/organisation supplying the goods/services) have failed to live up to one or more of the customer’s expectations.

Our fitter didn’t just ask the question for the sake of asking the question. The way he asked it suggested that he genuinely cared about whether we were happy or not with the work he had carried out.  How do I know this? Because when he picked up that we did not immediately come out with “Yes!” he asked the second question along the lines of:

“What needs fixing in order for you to be happy?”

Our fitter really listened to our answer to this question. How do I know this? Simple: he immediately set about asking us to show him what needed fixing and what “happy” would like like in each case.  Then he set about fixing the ten or so little things that we wanted fixed.

What happened after the fitter had completed the work of fixing?  Did he simply assume that he had done the necessary work, get paid, and walk away? No!  He went back to the first question” “Are you happy?”

The fitter genuinely cared about ensuring that we were happy with the work that he had carried out for us. Why? For three reasons:

  • He thinks of his customers as people and treating people right matters to him – it is part of who he is;
  • He takes pride in the work that he does – he invest himself (his identity) into this work and thus doing merely OK work is not acceptable to him; and
  • He does no marketing/selling – all of his work, and he is busy really busy, comes from word of mouth recommendations.

 

I wish to end with my take on what listening to the voice of a customer is. It is not sending a survey. It is not the automated processing of the results of customer surveys. It is not presenting summarised results every so often to the executive team.   Nor is listening simply meeting up with customers and hearing that which is spoken by customers.

From a customer’s perspective, you have listened only when you do that which our fitter did: take speedy/correct action to fix that which the customer says needs fixing.   If you do not do this then you have not listened. Worse, from the customer’s perspective you have wasted his/her time and disregarded him.

Enough for today. I thank you for your listening and I wish you the very best. Until the next time…

 

Mary: What Kind of a Difference Does Generosity Make?

IMG_MaryIf you want to attract customers then you must have something that pulls customers to you.  If you happen to be in the business of selling fine chocolates then good service is necessary but insufficient.

In the fine chocolate business the ‘product’ matters.  By ‘product’ I mean both the quality (taste) of each chocolate and the range of chocolates.  It is the ‘product’ that calls the customer and pulls him back to your business – your store.  I have witnessed folks put up with poor service just to get their hands on the ‘product’ at a competing brand.

So, it is the ‘product’ that Mary makes-sells that drew me the Mary store in the Royal Galleries (Brussels) last week. Yet, I am not writing this because of the ‘product’.

I am writing this as an expression of my sense of gratitude. Gratitude to whom?  Gratitude to the two fellow human beings (Olivier, Eda? ) who served me.  Language fails here: serve is not the right word.  Yes, they provided service. No, they did not merely serve me.

What is it that made such an impact on me?  Their way of being was professional yet human/warm/considerate. Clearly, they knew/cared about their ‘product’ (the chocolates). And, I was made to feel welcome.  Yet, this is not it. All this is necessary yet not sufficient.

What really made the difference?  Generosity.  Olivier offered me several chocolates to taste whilst he was putting the selection together.  Eda? offered me some chocolates whilst Olivier was working the cash till. Both of them were generous in dancing with the conversation that I initiated.

Lesson: If you wish to be granted a space in the hearts of your customers it is necessary to cultivate gratitude in the hearts of your customers. A great way to cultivate this gratitude is through generosity in your way of showing up and travelling in this world. Reciprocity ensures that most of us, most of the time, remember and repay our debts.  The catch here is that the generosity must be genuine and not a technique for getting the better of your customers.

It occurs to me that the real measure of customer-centricity is generosity.  Which is why so many large organisations struggle with the Customer thing.  Interestingly, I have found Amazon to be the exception as I have experienced acts of generosity from Amazon. Each time those acts have left me feeling delighted.

 

 

 

 

Book Review: The Endangered Customer by Richard. R. Shapiro

I enjoyed reading Richard Shapiro’s first book: The Welcomer’s Edge.  In this book Richard set out a 3 step model (the greet, the assist, the leave-behind) for making a human connection with customers through every customer interaction.

In his latest book – The Endangered Customer – Richard expands the 3 step model into eight steps in the customer’s journey from the initial encounter to making a repeat purchase. The book is relatively short (less than 150 pages), easy to read, and each of the eight chapters addresses one of the eight steps.

What Is The Endangered Customer About?  

It’s about retaining customers through superior service.  Superior service necessarily involves seeing customers as persons and striving to cultivate a human connection with them. Here’s how Richard puts it (bolding mine):

“Poor service followed by poor service – that’s how you endanger your customers into becoming someone else’s customers.”

Why bother going to the effort of generating good/great service?  After 28+ years spent working in the customer service industry, Richard makes the following assertion (bolding mine):

“.. companies of any size and in any consumer channel, can survive and thrive in the Switching Economy by making human connections that build sustainable customer relationships…..”

“As automated transactions become faster, easier, and more reliable, making human connection will become increasingly rare – and therefore increasingly more valuable. The greatest differentiator for any company will be how well it makes that human connection with its endangered customers.”

What Are the 8 Steps to Guarantee Repeat Business Through Human Connection?

In the Endangered Customer Richard sets out the 8 steps for cultivating human connection, delivering personalised service, and inviting-cultivating lasting relationships with customers.  These steps and associated nuggets of wisdom are:

1 – Make me feel welcome

“Human beings come to you with hope in their hearts. They need or want something they haven’t found elsewhere, and hope you have the answer…. Your job is to give them hope that they’ve come to a place where their problem or desire will be addressed in a helpful, friendly manner....”

“Offering hope beings with a welcoming smile.”

“The goal is not to create a relationship with every interaction. The goal is to invite a relationship…. This is why it’s important to faire the right people for customer-facing positions.”

2 – Give me your full attention

“Customers carve attention. They want and need to feel that you’re interested in them.”

“Fundamentally, giving your full attention requires an ability to acutely listen.”

“Joe Girard, the Guiness Book’s world record-holder for retail sales: “People may have had to wait for an appointment, but when I was with them, I was with them body and soul.

3 – Answer more than my question

“Questions are the customer’s way of inviting you to become a valuable guide in his or her journey. A sales associate accepts that invitation by taking the time to anticipate the “detours” and other obstacles that might lie ahead. That’s often the information that has the most profound effect on the customer. “

4 – Know your stuff

“There is no sales tool as powerful as knowledge. When we were shopping with Rochelle, we knew we were in good hands. Her expertise, coupled with a smile and an uplifting attitude, made all the difference.”

“… in a retail environment, I believe that the greatest cost of employee turnover is the one that is rarely quantified or even discussed: the diminished capacity in terms of customer relationships and institutional knowledge.”

5 – Don’t tell me no

“Never saying no is all about trying your best, because people will always come back to do business with a company that gives them the feeling that it is there for your.”

“…. many companies have standard practices that needlessly leave their customers feeling disappointed and uncared for.”

6 – Invite me to return

“The leave-behind represents any number of little things that associates can do and say to make customers want to visit again…. The point of every leave-behind is to make it easy for the customer to stay in touch.”

“When you are invited to return, it makes you feel wanted and accepted.”

“I can’t emphasise enough that feelings of loyalty naturally develop towards a person and not the business.”

“Relationships are cultivated on a person-to-person basis, not through impersonal automated “thank you” emails.”

7 – Show me I matter

“We are all innately suspicious of someone who seems to lose interest in us after money has changed hands. People just hate feeling seduced and abandoned. People like feeling important and special.”

“… demonstrating genuine concern and care after the conclusion of the interaction is something that many companies do not consider. When it does happen, it’s just an accident.”

“Take a good look at any company that is known for being “loved” …… You will discover that the company has instituted any number of consistent procedures and practices that assure customers of their importance….”

“Everything about the customer experience has to be genuine or it loses its punch.”

8 – Surprise me in good ways

“Customer satisfaction is a minimal standard; loyal customer relationships are built around surprise and delight. Customers crave human interactions that leave them with the experience of feeling special, and nothing conveys specialness better than surprise. “

 

The Heart of Customer Loyalty: Paying It Forward?

Richard has some interesting things to say when it comes to the implementation of the 8 steps, and the cultivating of long term relationships with customers.  Lets listen to his speaking:

“Of the eight steps…. the final three are perhaps the most difficult ones to implement because acknowledgement, appreciation, and delight have noting to so with closing sales and raising short-term revenues….”

Pay it forward is really the ultimate expression of customer service, because it’s a practice that puts people before profits….. A pay it forward culture …. will naturally reap dividends in terms of customer loyalty and repeat patronage because customers will naturally keep returning to anyone capable of giving them this feeling. And they in turn will tell their friends about you ….. as a way of paying it forward.”

Concluding Remarks

I enjoyed reading The Endangered Customer. I am clear that Richard Shapiro knows his subject matter – building enduring bonds with customers by cultivating the human connection between the customer-facing employees and the customers. I am also clear that Richard provides valuable advice if you have the listening for this advice.

My concern is that the very people who are in the position to effect change in organisations – especially big corporations – do not have the listening for that which Richard Shapiro speaks. The human connection seems antiquated in the age of worship at the altars of process and technology.

Please note that this review is necessarily biassed. To be human is to be biased – always and forever.  In my case, my bias is that I consider myself to be a friend of Richard R. Shapiro even though we have never met / nor talked.  Finally, I offer my thanks to Richard for sending me signed copy to read.

I thank you for listening and I wish you the very best. As the French say: until the next time….

 

 

CX and the Art of Getting & Keeping Customers

The Story: How I Ended Up Moving On From My Favourite Cafe

I walked in to my favourite cafe and greeted the fellow behind the counter by his first name. He was so happy to see me that he smiled a huge smile, welcomed me, and came around the counter to shake hands with me.  Delight – what a welcome!

Then I ordered my usual: fresh orange juice, hot chocolate, a croissant, and a pain au chocolate.  My ‘friend’ behind the counter pointed at his orange juice making machine: no oranges, no fresh orange juice – his supplier hadn’t delivered the oranges on that day.  I find myself disappointed – really disappointed.  That is when something important is unconcealed to me: of the breakfast what really matters is the fresh orange juice.

I eat my breakfast noticing all the time the absence of the fresh orange juice.  I pick up my bag, put on my overcoat, say goodbye and leave for work: the client’s offices.

It’s mid-morning and I’m thirsty. I head down to the ground floor where the cafes and restaurants are.  I notice a small place that I had not noticed before.  Why do I notice it? It seems to be like a fresh juice bar! I head over there and sure enough there are various freshly squeezed juices including orange, orange and banana, orange and mango…. A little later I find myself drinking the orange and banana juice. Delicious!

The next day I find myself at this juice bar for breakfast. I help myself to the fresh juice, a croissant, a pain au chocolat, and pay. Whilst paying I strike up a conversation with the lady serving me. Then I take a seat and enjoy my breakfast.

I do the same the next day, and the next day, and the next day.  I find that despite my intentions to go back to my favourite cafe I do not go back. Yes, I think fondly of the fellow who works there. I wonder how he is doing and I wish him the very best. I even think of popping in after work… Yet, I find that I never go back there for breakfast.  I stick with the fresh juice bar.  Why?

It is convenient – on the ground floor of the client’s offices. It always has the products I am looking for. By being a regular customer and willing to initiate conversation I have gotten to know Anne – and she has gotten to know me. The place is clean and there is always plenty of room to stand or sit down and have my breakfast in peace.

What Might This Unconceal About Winning & Keeping Customers?

1 – What happened happened yet I did not intend it to happen. Neither did the fellow working at my favourite cafe. Indeed, if you had told me that things would have worked out this way  I would have argued against it. I would have found many reasons to back up my position. Which makes me wonder how much you/i can trust what customers/prospects say in surveys.

2 – Great customer service was not enough to keep me as a customer.  I am clear that every time I turned up at my favourite cafe I received great customer service. In part this was because I had established a personal connection with the chap behind the counter who served me.

3 – Great personal relationship with the customer facing front line employee was not enough.  Yes, the fellow behind the counter was, to use Richard Shapiro’s language, a Welcomer.  Yes, the fellow behind the counter and I had cultivated a personal relationship with one another such that both of us were genuinely pleased to see one another.  Yes, it was great to be greeted by my first name, with a smile, and asked about what I had been up to since the last visit.  No, this level of relatedness did not turn out to be enough to keep me as a customer.

4 – As a customer I did not realise what really mattered in my ‘eating breakfast’ experience until what really mattered was not present.  In my case what really mattered was freshly squeezed orange juice – the experience (taste, pleasure) associated with drinking this particular product.

5 – The customer’s experience is holistic and it necessarily involves the ‘product’. Put differently, the customer’s experience is more than how you treat the customer when s/he is ‘dancing’ with your organisation.  It is more than having a Welcomer welcoming.  It necessarily involves the ‘product’ that the customer came in search of.

Further Reflections on The Customer’s Experience and Customer Loyalty

Based on my experience of being a customer, it occurs to me that the customer’s experience can be broken down down into the following components:

A.  Desired Outcome: Did I ‘get’ the outcome I was after?  The answer to this question is binary: yes or no.  There is no in between.  Think pregnancy – you are pregnant or you are not pregnant, you cannot be somewhat pregnant.

B.  Treatment: Was I treated the way I desire/expect to be treated whilst in the pursuit of my desired outcome?  The answer to this question is not binary when treatment is taken as a whole across my ‘customer journey’.  There may be elements of the journey where I was treated well. Other elements where I was not treated well.

C.  Effort-Time: How much effort-time did it take for me in working with you/your organisation to generate my desired outcome? I am clear that if you are the supplier that is the least effort-time consuming one to deal with then you have an advantage when it comes to winning my business and keeping me as a customer.

When I look at my transition from using my favourite cafe to using the on-site juice bar I notice that the juice bar won because:

  • It generated my desired outcome – every time without fail;
  • I was not treated as well as I was treated at my favourite cafe bar yet I was treated well enough. And I was able to cause improvements in my treatment by cultivating a more human / intimate relationship with Anne who usually staffed the juice bar; and
  • Doing business with the juice bar saved me time-effort because it was on my path-route to work. Whereas my favourite cafe was a 5-10 minute detour.  So it ended occurring up as convenient.

I thank you for your listening and wish you the very best in your living.  Until the next time….

Dancing With Customers: Rodolphe Renwart And The Art Of Hospitality

What is it to be a human being?  There are many answers. I find myself attracted to the answer provided by the philosopher Martin Heidegger.  A human being is necessarily a being-in-the-world.  One of the key characteristics of human worlds is the presence / absence of others. So one can say that a human being is a being-in-the-world-with-others.

What kind of withness characterises the ‘with-others’ for folks living-working in western cities?  I invite you to relive your ordinary day and come up with your own answer.  Is it primarily detachedness, aloneness even in the midst of others, even indifference?  Are not most of the encounters transactional where the feel and form of the encounter would be the same even if the parties to the encounter were replaced by other parties – even automatons lacking soul?  Which is to say that the primary character of withness of ‘with-others’ is one of a certain coolness as opposed to the warmth of genuine human relating and human connection.

Some folks, maybe even the majority, are ok with such withness. Some folks even prefer it as it leaves them unencumbered by the demands of other people. Not me.  I miss genuine human relating and connectedness. I miss smiling, talking, sharing, laughing with my fellow human beings.  I especially miss this when I find myself away from home like I was earlier this week.

Now allow me to introduce Rodolphe Renwart.  Here he is at work at Natural Caffe on Boulevard Ansbach in the centre of Brussels.

Rodolphe_Renwart

 

This week I walked into Natural Caffe and came across Rodolphe.  On a cloud dull morning I was looking for someplace quiet, clean, and spacious to get a breakfast. I got exactly that. But that is not the reason that I returned the following day for breakfast.

Why did I return given that there are so many cafes and restaurants in central Brussels and I like to try out new places?  I returned because Rodolphe provided that something that few provide.  Rodolphe did more than take my order or serve me.  He made me feel welcome. He brought me an English newspapers without being asked. He took up my invitation to enter into a conversation. He shared some things about himself like is German ancestory and the way he has been treated when travelling in England.  He invited me to return the following morning. And when I did return he recognised me and looked pleased to see me.

It occurs to me that Rodolphe is at home, in his very being, in that cafe ‘dancing’ with customers.  Notice, that dancing implies a certain kind of intimacy that is absent in merely serving customers.  Put differently, at the cafe, the quality of Rudolphe’s kind of withness with customers is the differentiator.

Why am I sharing this story with you?  Because I notice the addiction with data, information systems, and business process redesign. And a neglect of the human  – people, conversation, helpfulness, sharing, caring, smiling, laughing…. In a world saturated with the withness of indifference, detachedness, and superficial politeness, some of us yearn for folks like Rodolphe who embody the withness of genuine humanity, warmth, and connection. They leave us feeling good about ourselves and the world. They provide what technology does not provide: genuine hospitality.

I thank you for listening. Until the next time….