Customer Experience: Is Amazon Going Downhill?

My Good-ish Experience

I rented some movies so that I could watch them over the Christmas break. This didn’t work out with two movies. In the midst of watching these issues cropped up. And the screen advised me to contact Amazon Customer Support. So I did.

I initiated the contact via online chat because that is what Amazon has decided. As I work in the Customer arena I quickly figured out I was dealing with a ‘dumb’ bot – fit only for a small number of rigid scenarios. My issue didn’t fit within this frame so I asked, in writing, to be put through to a human being. I was – yet wasted minutes unnecessarily and didn’t appreciate this.

Question: If the customer is genuinely king then why didn’t Amazon treat me like one? Why didn’t Amazon treat me like an adult: give me the option of going directly to a human being via chat, via telephone, or via email?

Answer: Amazon’s focus is clearly on reducing/containing the costs associated with customer interactions. Not on delivering good customer service, nor on enabling/facilitating a great customer experience.

Now, I am through to a human being via online chat. I describe my problem, provide the relevant details, then wait. After a few minutes, this human being asks me for the order numbers. I find the orders and respond with the order numbers. After a few minutes, I am told that I have been refunded the money I have paid for these orders. I write back “I am not interested in the money. I contacted you to get the issue fixed. The issue is that I paid to watch these movies. I cannot watch them as there is an error. I have been asked to contact you. I have and I expect you to fix it so that I can watch these movies. I wait more than a few minutes. Finally, I am told that this issue is fixed. I thank this person and disconnect from the chat.

Question: Why did this person seek to refund me the money as opposed to addressing the issue that I was facing?

Answer: Because it was easier/quicker to refund the money than to fix the issue. Which is to say that the priority was to get me off the chat then to do that which was necessary to ‘deliver’ a good customer experience. This leads to question the performance metrics that are being used by Amazon to drive customer interactions, and manage their outsource ‘partner’.

I found myself happy and grateful. Why? Because I got the outcome I had desired – to watch these movies with family & friends. Yet, the bad taste to do with the experience of getting to this outcome still clings. In the past, it was not this hard to get good customer service from Amazon.

The Bad Experience

I order an electronics product and I am given a delivery date that falls in the next two days. That works for me. The product does not turn up. Instead, I get a message saying that there is an issue with my delivery but it’s on its way and will arrive shortly. It doesn’t – a week goes by. I have seen this before and I know what to do: I go cancel the original order and place a fresh order for exactly the same product. This new order is fulfilled the next day.

After a few days, I notice that Amazon has not refunded me for the order Amazon has failed to deliver and which I have canceled. So I contact Amazon via online chat. The bot is there, I ask to be put through to a human being. After a few minutes, I am engaged in an online chat with a human being. I describe my issue: clearly stating what it is that I want: refund for the non-fulfilled canceled order.

What do I get in return? A bunch of reasons why that cannot happen: the product has to be found, then it has to find its way back to Amazon warehouse, only then can the order be canceled and the refund issued.

I point out the facts: 1) I order a product and Amazon supplied a delivery date; 2) Amazon failed to deliver that product; 3) I canceled that order and placed a new order…. And I want a refund on the basis. What is Amazon’s response? To repeat that which has already been communicated to me: the Amazon process.

At this point, I find that I have had enough of this nonsense – Amazon has forked up and instead of fixing the issue is wasting my time. I point out my rights and state that I expect a refund or proof that Amazon has delivered that product to me – my signature will suffice. The person on the other end of this online chat relents and issues me with that refund.

Question: Why is it that Amazon ‘delivered’ such a poor customer experience? Why has this organization turned a loyal customer to a reluctant customer?

Answer: Amazon is now infected with that ‘disease’ that infects organizations that are successful and grow large: focus on their policies, their operations, their needs/wants, and a blindness to the impact of these on the Customer Experience.

The Ugly Experience

I bought a set of electronics products as gifts for family members a couple of days before Christmas. A day or so after Christmas one of these family members noticed a price reduction on that product. And asked me to get that price reduction. Other family members were listening and wanted the same.

I contacted Amazon support and eventually found myself on the telephone with an agent. I explained that I had bought a bunch of electronics product at price £x, and that the price had now been reduced to £y. That I had another 28 days or so to send the products back to Amazon and get a refund. And that I could reorder (right then) the exact products at the lower price. That following this course of action would just create work for Amazon and for me. So how about you, Amazon, credit my account (with a gift card) for the difference in price?

Amazon’s response? No, we don’t price match. If you want to get the benefit of the lower price then return the existing products, and re-order at the lower price. That is what I did.

Why implement a policy that means that Amazon has to:

  • Pay the freight costs with returning multiple products?
  • Take receipt of multiple returns – as each product has to be returned on its own – and process each of these returns through the systems;
  • Pick and pack multiple orders;
  • Pay the costs of dispatching multiple orders – to replace those that had been returned;
  • Incur additional cost with ZERO financial benefits, and an incur negative customer goodwill?

Honestly, I cannot explain this. This strikes me as stupidity: shooting yourself in the foot deliberately. The kind of short-sightedness and stupidity for which Brexit is the word.

Summing up these experiences what has Amazon achieved? Turn me from a happy (even delighted customer in the past) into a dissatisfied customer. Dissatisfied enough to share his experience with the world. Will I continue to buy from Amazon? Yes, but reluctantly. As and when a better option comes along I will take it.

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

Hall of Fame: Amazon Delights Cultivating Loyalty From This Customer

Amazon claims to be the Earth’s most customer-centric company.  If Amazon were like just about every other company this claim would be just a marketing slogan – deceitful, empty at best. However, Amazon isn’t like just about every other company.  It’s exceptional in that the folks at Amazon get what it takes to cultivate, keep, even grow that particular emotional bond, which I say lies at the heart of loyalty, with customers.  Of what do I speak?  Allow me to share my story with you.

During December 17 I bought presents, some of them from Amazon.  One of the presents was electric toothOralB Smart4 4000Nbrush for my oldest son.  Whilst my son can do with a new toothbrush he doesn’t want this one. He didn’t even open the packaging. He Googled it and found that it’s not the most expensive one.  So the task of returning it fell to me.  And as I have returned stuff to Amazon before I was expecting it to be straight forward: click on order, select item to return, print out return labels, and drop-off at local post office.

To my surprise it didn’t turn out that way.  I found myself annoyed and angry: why isn’t Amazon allowing me to return an item which is within the return period, and which hasn’t even been taken out of its packaging?  What kind of sh**t is this!  That was my emotional state especially as Amazon didn’t tell me why I wasn’t allowed to return it. I was asked to click a link which took me to a return (home) page which I found unusable – as it wasn’t evident which item on that long menu (of items) I should click.

When I know I’m in the right I tend to be dogged in pursuit of my goal. Luckily, Amazon, offered me the ability/opportunity to speak to an agent.  So when option 1 (looking at the Returns page) didn’t work out, I selected option 2 (live chat with an agent).

“Why are you not allowing me to return this given it is well within the return period, never used, not even taken out of its packaging?”  That was the starting point of the chat. Once, I provided order details and specified the item, the agent told me to give her a minute or two to look into the matter.

Have you had the experience of jaw dropping moments?  The first one occurred when Amazon (website) told me that I couldn’t return this item. The second one occurred when the agent came back with “We’ll refund you for the item and you can keep the item – no need to return it. Is that OK?”  My experience?  “Shocked. Delighted. Grateful. Puzzled. What the fork is happening here?”

My response to that agent was along this line: “I’ve been an Amazon customer for a long time. I buy regularly. And Amazon has always been fair to me.  I wish to be fair with Amazon.  Honest, the toothbrush has NOT been used. It’s not even been taken out of its packaging. I am happy to return it so that you can resell it.”

The agent’s response? “We’re happy for you to keep the toothbrush and to give you the refund you have asked for……”  I had another go at returning the toothbrush. She wasn’t having any of it.  I relented. And something was present that I needed to express. What was present?  Gratitude!  How did I express this gratitude?  I asked the agent to give me the refund as an Amazon gift card rather than a refund on my credit card.  She asked “Are you sure?” and I replied something to the effect: “Yes, I’m sure: I was brought up to reciprocate – to repay helpfulness/kindness with helpfulness/kindness.”

Please get that I am fortunate.  The monetary value of this toothbrush is pennies. I will go and spend double-treble this amount taking out an acquaintance (dying of liver cancer) for lunch in an hour or so. And I am so grateful – so grateful!  Grateful for what?  Grateful for the way I was treated.  Think about how I was treated.  How often are you/me treated in this way?  It’s rare isn’t it?  To be able, easily, to get through to someone helpful. For that person to, swiftly, get you/me to our desired outcome. And then on top of that be given a gift.  Wow!

So here I am on my Sunday doing that which occurs to me as the final act of paying Amazon back for its helpfulness / generosity.  That’s the power of cultivating gratitude by treating customers (employees, suppliers, distribution partners…) right.

I leave you with this question:  Is the way that Amazon shows up and behaves towards its customers (decency, fair treatment) rocket science?  No?  Then why is it that other organisations don’t show up in this manner?  Is it because those who lead/direct/manage these organisations lack heart?  Or is it that these folks are self-centred and only focussed on the short-term – this quarter/year’s results?  How the fork is technology (CRM, CX, digital commerce…) going to do the job of the heart – having/putting into play a big heart?

Thanks for your listening to my speaking.  I wish you the very best for this year – may it be the best year, yet, of your existence.  Until the next time….

Maz Signature

Generating Customer Loyalty Through The Experience Not The Program

First and foremost I thank each and everyone who continues to listen the speaking that occurs on this blog.  A special appreciation for those of you who make the time to add your voice to the conversation by commenting. I wish each of you the very best for this year – may this year be the best year of your lives.

Today, I’m up for grappling with the subject of customer loyalty as I have been immersed it it since the second half of 2016 – professionally as a consultant and personally as a customer.

What Are We Talking About When We Talk Customer Loyalty?

Before diving in, let’s stop and really think about what we are talking about when we talk loyalty. According to Wikipedia:

Loyalty is devotion and faithfulness to a cause, country, group, or person. Philosophers disagree on what can be an object of loyalty as some argue that loyalty is strictly interpersonal and only another human being can be the object of loyalty.

So customer loyalty, viewed in light of this definition, is about generating devotion and faithfulness to a company and/or its brands.

Is it possible to generate devotion and faithfulness to a commercial organisation?

I can read that which the Guardian newspaper publishes online for free. Yet, I took up the Guardian’s request to pay a fee and become a Guardian member. Why pay for something that I can get free? Because, I find myself in tune with the journalism/editorial values of this newspaper. And I wish to ensure its health so that it can continue to do that which it does.

Football fans.  There are folks (customers) who spend significant amounts of time and money to travel up and down the country in order to watch/support their football team. Their devotion isn’t limited to buying tickets / watching the games. These customers also tend to be the one’s that buy the club’s merchandise and proudly display it.

Then there is Apple – clearly there are many who have been devoted and faithful to the Apple brand through good times, difficult times, great times….

So the answer to the question is yes – it is possible to generate devotion and faithfulness to a commercial organisation.

Are Loyalty Programs The Way to Customer Loyalty?

Recently, I found water pouring through the ceiling of the room below the main bathroom upstairs.  Fortunately this matter was covered by home insurance. The claims folks were helpful and appointed a contractor to replace the ceiling, strip the wallpaper and put the room back into the state it was before the damage occurred.

Unfortunately for me and my family the contractor appointed to carry out the repair work did the work in a slapdash manner.  So I raised the matter with the insurance company and told them I did not want this contractor to do the repairs in the upstairs bathroom. Ongoing, I may name and shame at a later point in time.

Who to use to do the work on the upstairs bathroom?  When faced with this question the immediate answer was the contractor that had carried out work on my home in 2014 when a car had driven into the front wall.  Why this contractor?  Because this contractor did such a professional job: upfront work of scoping and detailing the work; organising the work so that the right tradesmen turned up at the right time/sequence; adhering to the schedule of work; doing a great job of the job to be done; and providing a 2 year guarantee.

So it was the experience of dealing with this contractor including and especially the quality of their work -start to finish – that made me remember them some 3 years later and turn to them.  Not because of any loyalty program.

Back to football clubs and their devoted/faithful customers – the fans. Turns out that collect points and cash them in for rewards type of loyalty programs don’t work. Why not? That is not how a fan (loyal customer) thinks of loyalty. How does such a fan think? Something along the lines of “Remember me. Occasionally, offer me a free drink at your bar and/or invite me in to meet members of the team / club.”  What kind of loyalty is this? The human kind – the kind that the human race has known / practiced for many years. The kind that has allowed human tribes to face obstacles, together, and flourish.

Conclusion: Genuine Loyalty is Built Through the Experience Not the Program

Quality. You can build quality into the production process. Or you can employ quality inspectors to find defective products at the end of the production line.  And/or customer services folks to deal with the complaints arising from poor quality products.

It occurs to me it is the same with customer loyalty.  You can either build loyalty into the way that you do business – product, marketing, sales, logistics, service etc – or you can setup customer loyalty programmes to compensate your customers for the defects in the quality of customer’s experience of your products, your services, your organisation.  And/or your failure to adequately differentiate yourself from your competitors.

I say that the smarter way is to build loyalty into the way that you do business such that no customer loyalty program is necessary to keep your customers coming back to you:

-For Apple this means regularly creating cool/useful products/services that nobody else provides and marketing them in the Apple manner.

-For Amazon it means continuing to do that which Amazon does so well: being easy to do business with, delivering the goods the next day or two, keeping customers informed, and importantly looking out for the customer in multiple ways.

-For the Guardian newspaper it means standing for the causes that matter to the kind of people who are Guardian readers.

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

 

 

 

 

Integrity: Is This Why Apple, John Lewis, and Amazon are Masters of the Customer Experience?

Apple, John Lewis, Amazon: Masters of the Customer Experience?

Christmas is over and three organisations stand out for me: Apple, John Lewis, and Amazon. Why? It occurs to me that the people in these organisations get customers as human beings, are clear about the kind of customer experience they are up for delivering, AND have put in place a system for delivering this kind of customer experience.

On Integrity and the Customer Experience

Integrity is essential to performance. Breakdowns in integrity will generate breakdowns in performance. Breakthroughs in integrity will generated breakthroughs in performance.  If your organisations defines performance as cultivating meaningful relations with customers through the right customer experience then integrity determines the quality of the customer experience.

It occurs to me that when I am talking about integrity I am pointing at a state of being, an outcome, and a system.  Let’s consider these in turn.  

  1.  What do I mean when I say ‘integrity as a state of being’? By this I mean the way of showing up in the world.  Specifically, I mean a way of showing up in the world where you are committed to emboding-living your word.  Can we call this an embodied attitude?  The outer manifestation of an inner stand-commitment.

  2. ‘Integrity as an outcome’ occurs for me as delivering on the promises made. There are two dimensions here: the promises made to oneself, and the promises made to the others. Integrity as an outcome is measurable – you did or did not deliver on your promise. If you are in any doubt about whether you delivered on the promise then ask your ‘customer’ – the person who is holding you to account for the promise (implicit, explicit) you made.

  3. When I speak ‘integrity as a system’, I am pointing at the parts and the interconnectedness of the parts, so as to come together as one harmonious system whose default disposition is to deliver on the promises made.

When I look at Customer Experience through the lens of integrity, it occurs to me that the real measure of one’s integrity as a state of being (point 1 above) is what one does and continues to do is to put in place ‘integrity as a system’ (point 3 above) so as to deliver ‘integrity as an outcome’ (point 2 above).

What is the Learning Here?

It is not enough to want. It is not enough to believe. It is not enough to have good intentions.  It is not enough to talk fine words.  What really matters is the design of the system.  When you take a look at the system that generates outcomes you will find that all human systems lack integrity; at the level of the person, the family, the organisation, the community, the nation and even the world what there is is the lack of integrity.  It occurs to me that the lack of integrity is the default condition – it is what shows up automatically. I see it as the principle of entropy at play in the human world.

It occurs to me that the reason that the likes of Amazon, Apple, and John Lewis stand out in terms of the Customer Experience is because the people in these organisations, starting at the very top, get the importance of integrity especially ‘integrity as a system’. And as such there is  relentlessness in enhancing ‘integrity as a system’ at levels of their organisations: individuals, teams, functions, channels, business units, the organisation, the organisation and its suppliers, the organisation and its partners, the organisation and its customers…..

Why is it that so few organisations excel in the way that Amazon, Apple and John Lewis excel? Because it takes genuine commitment, relentless focus and lots of hard work to put together and keep up integrity at the level of organisation.

Related posts:

Want a breakthrough in customer-centricity in 2012? Start with ‘Integrity’

‘Integrity’, leadership, communication and performance: the most valuable post you will read this year?

Has the lack of ‘Integrity’ and authentic leadership comprimised the ‘workability’ and performance of the West?

Without Integrity, Is Talk of Customer Focus Just Cheap Talk?

The Power of Essential Integrity In A World Where Integrity is Lacking

 

 

Who Are the UK’s 2013 Customer Experience Leaders And What Can We Learn From Them? (Part 2)

This post continues the conversation started in the earlier post which disclosed the UK’s Top 10 Customer Experience brands and provided an analysis of the Top 100 brands by industry.

Nunwood’s Six Pillars of Customer Experience

The folks at Nunwood claim “we have used advanced text analytic techniques to derive and then statistically validate the six most important factors that customers talk about when it comes to great experiences”.  What are these factors?

Personalisation: using individualised attention to drive emotional engagement

Time & Effort: valuing the customers time – minimising the effort and creating frictionless processes

Expectations: managing, meeting and exceeding customer expectations

Integrity: being trustworthy and engendering trust

Resolution: turning a poor customer experience into a great one

Empathy: achieving an understanding of the customer’s circumstances to drive deep rapport

What can we learn about these six pillars of Customer Experience by looking at the Top 10 brands?

In their report Nunwood list the top brands by each of the Customer Experience pillars. So:

  • Amazon sits at the very top for the Personalisation and Time & Effort pillars;
  • Virgin Atlantic is the leader in the Expectations pillar;
  • John Lewis leads when it comes to the Integrity pillar; and
  • QVC leads in both the Resolution and Empathy pillars.

What is not easy to do, from the report, is to see at one glance what each of the Top 10 brands does in terms of these six pillars. So I have taken some time to piece that together for you and here it is:

Top10 CEE Six Pillars Analysis

Coming Next

In the next and last post, I will share with you details of the “brands that have cracked the code” and are making major leaps forward – according to Nunwood. And in particular I will single out one brand that shows up for as being truly innovative in its business model, in customer engagement, in being social and making online community work, in putting its customers truly at the centre of its way of doing business.  I also happen to be a customer of this brand.