Customer Experience in the UK: what is really going on?

What’s really going on the UK contact-centre industry?

Yesterday, I met up with a friend who works in the VoC and contact-centre space and we discussed the whole customer thing.  This is what showed up for me in our conversation:

– There has been a huge surge in people with Customer Experience titles. And mostly it is people in contact-centres taking on these titles.

– The customer experience is not the fundamental driver of how contact-centres operate.  The contact-centre industry is permeated through and through by a focus on processing transactions (calls) as cheaply as possible. This was so before Customer Experience titles became fashionable and it is still the case.

– Whilst some brave souls in the contact-centre industry (like my friend) are up for and focus on the customer experience in contact-centres.  The big outsourced contact-centre providers who dominate the industry are focussed on bums-on-seats, costs and meeting their transactional SLA.  They have no listening for customer experience.

– VoC has become the new black, just about everyone is doing it.  And there is big question mark over the value of this given the lack of genuine passion for the customer and the customer experience in the organisation.

– There is a lot of talk about social customer service and the reality is that very little is going on.  There is a tsunami of calls coming in from customers and only a trickle of contacts through social. This works for the people in the business because they are terrified of social and its impact on the carefully scripted brand image and messages.

Customer Experience: what is the cause of the gulf between the words and the reality?

What is going on here?  Why is there such a big difference between the words and the reality?  Why is it that whilst the words have changed from CRM to CEM, the indifference to building emotional bonds with customers continues?  Is it a lack of understanding?  Are people in business simply ignorant and so they need more education from the likes of customer experience gurus?

My passion is the being of human beings especially how we show up in groups and organisational settings.  And what it takes for us to shift our being-doing.  So allow me to share a story with you that I say sheds light on what is going on.

A holy man was meditating beneath a tree at the crossing of two roads. His meditation was interrupted by a young man running frantically down the road toward him.

“Help me,” the young man pleaded. “A man has wrongly accused me of stealing.  He is pursuing me with a great crowd of people. If they catch me, they will chop off my hands!”

The young man climbed the tree beneath which he sage had been meditating and hid himself in the branches. “Please don’t tell them where I am hiding,” he begged.

The holy man saw with the clear vision of a saint that the young man was telling the truth.  The lad was not a thief.  A few minutes later, the crowd of villagers approached, and leader asked, “Have you seen a young man run by here?”

Many years earlier, the holy man had taken a vow to always speak the truth, so he said that he had.  “Where did he go?” the leader asked.

The holy man did not want to betray the innocent young man, but his vow was sacred to him. He pointed up into the tree. The villagers dragged the young man out of the tree and chopped off his hands.

I say that a shift to an authentic customer orientation, one where the focus of the company is to come up with value propositions and customer experiences, that enrich the lives of their customers (and all the people who have to play their part in making this happen) requires transformational change.  It requires a complete break with the past and operating from a radically different context. It is the kind of break that the caterpillar makes in order to show up as a butterfly.  And that is a big ask for almost all of us especially large companies that are doing ok.

Bad customer experience: power to the people?

This is a guest post from Karl Indigne – a marketing professional that specialises in services marketing.

We have a choice, we can do something to effect change

Thanks to social media, you and I, can have an impact on bad customer service.  I agree, it can take a while, before things actually change in a structural way. But we have a choice, we don’t have to stay indifferent, we can do something to effect change.  We all know, it is not always the people that “help” us that are the problem. It is more like the procedures of the company and lack of good alternatives. But sometimes, somebody stands up and than it is not just a company that responds, but a society. Youp van’t Hek is a well known Dutch comedian and he almost, accidentally,  initiated a crusade against bad customer service.  The story starts in Holland in October 2010.

T-Mobile angers the wrong person

van’t Hek Junior (“vKJunior”) the son of Youp, has his mobile phone stolen. So he goes out and buys a new phone signing up to a new long term contract with T-Mobile. This new phone breaks and he sends it to be repaired; he was paying an additional monthly insurance to cover these kind of events.  vKJunior does not get his phone back.  So after a few weeks vKJunior rings the T-Mobile call centre to find out when he is likely to get his phone back.  After a long wait (several hours) he learns that T-Mobile couldn’t repair it and they will not replace it nor pay for vKJunior to buy a replacement.   Why?  Because the mobile phone they have on the system is vKJ’s old phone – the one that had been stolen.  He goes to the store (where he bought the phone) and asks for help – they say they cannot help.  He rings the call centre (again)….  At some point the call centre agent tells him to write into the company and make a complaint if he is not happy with the situation.   All of this takes place over a period of several months and is rather messy – I have given you the simple version.

Eventually, the son calls his dad (Youp) and asks for his help.  Youp, who is preparing for a show in Flanders, calls T-Mobile in an angry mood and asks to speak to the manager in charge of the call centre. They call centre agent refuses – the company policy states that they can’t put through angry customers . In a rage, Youp tweets: “The terror of T-Mobile is funny. For every mistake they apologize and they refer you to the customer service. Wait time 4 hours…” Minutes after his tweet he gets a call by a guy from T-Mobile, with a melodious voice, who wants to settle the matter. This manager tells Youp that vKJ (the son) can get a replacement phone, immediately, from the store. The son flies to the store, gets his replacement and thanks his dad.

The T-Mobile voice calls Youp back to ask if everything is ok now. Youp is furious. “Why can’t you treat all of your customers like this? Why is it that I, who happens to be famous, can settle such a matter so quickly”. He keeps on tweeting, gains 5.000 new followers and hits the news – national television and newspapers cover the story. People start complaining about all kinds of bad customer service especially in the areas of telecoms and energy in the Netherlands. And this spreads to Belgium – the country which shares a border, language and culture with The Netherlands.

“Hello, is it me you are looking for?”

In Belgium, Radio 1 (a national Flemish Radio Station), starts a program inviting people to talk about their bad experiences with call centres. Now, two nations are talking about the subject. Why are customers treated that way? Are call centre employees trained to embarrass customers? Why does the sales story seems like a fairytale and the customer service so awful? Shouldn’t advertising have some truth in it?

Some Belgian comedians play a practical joke. They have a large lorry size container dropped in front of the Mobistar (a Belgian Mobile Operator) car park in the early hours of the morning.  Result: the employees arriving for work cannot get into the car park.   On the outside of the container is a contact number -put there deliberately by the comedians. The security officer of Mobistar calls that number to get the container removed.  Call after call the comedians take the calls, invent excuses, stall, give the security guard the run around, hang up on him and so forth.  In total they stall him for 3 hours and 20 minutes.  Every time the security guard rings they put him on hold and play Lionel Ritchie’s”Hello, is it me you’re looking for”.  You can watch the joke being played here (English subtitles!) – it is funny!  By the way, the guard was congratulated because he stayed calm and polite despite the run around he was given call after call.

Eventually, the Belgian Federal Minister urges companies to do something about the matter. He finds it unacceptable that too much time is lost before getting to speak to a real person. In June 2011 the companies with the largest contact centres in Belgium signed up to a charter: to limit the waiting time to 2,5 minutes and to use a minimum service level. It is not a law, it is an intention.

 Conclusions

Consumers have more power than ever before, a complaint can go viral now, but the transition from bad service to good customer service does not happen overnight.

As a marketer it strikes me that it is very hard to break through silos within a company and put the customer experience first.  In the case of Telecom operators, most customers only have a choice between bad and worse. Consumers have long term contracts, companies are organized in a specific way.

Is improving the service at the contact centre level enough? In my opinion, the issue of good service is too focussed on the management of contact centres.  For example, why can’t the mobile operators select the right, best, call plan for me?  The giffgaff example on this blog, shows the advantage of a more holistic approach.  My point is this: the customer experience goes far beyond the contact centre only – it is the whole chain of the service across all touchpoints on the customer journey.

The core of the problem is that call centres are too often considered as a cost. The whole telecom industry is managed by the same mantra. This means that contact centres have to work efficient and should process a number of calls within a specific timeframe, I’m afraid we have to wait for new entrants to the market… or keep shouting it out on social media.

Final words

In his book Delivering Happiness, Tony Shieh, CEO of legendary Zappos, explains that for them logistics management and the call centre are considered as the core competences of the business. The call centre doesn’t use any script. They are trained to make people happy on the phone by helping them, even if that means they have to refer a customer to a competitor. And that message goes viral too.