Customer Experience: what about the ‘product’?

Is the ‘product’ being neglected by the Customer movement?

It seems to me that many approach Customer Experience as if it is all about getting access to the voice of the customer and  improving the interactions (marketing communications, buying, paying, service..) between the customer and the organisation.  Is something important being missed?

I say that a critical piece is being missed:  the core product or service that calls forth the customer to interact with your organisation.  The danger I see is that of focussing effort on the interactions around the product and not giving the ‘product’ the kind of attention/love/priority that the likes of Jobs/Ive gave to Apple products.  And thus leaving open an opportunity for someone to come along and render all of your work on interaction design worthless.  How/why?  A new entrant comes along with a radically better product – better at doing the job that the customer hires that product to do.  Think salesforce.com when it comes to CRM.

Looking at the ‘product’ through the ‘job that the product is hired to do’ lens

What is a powerful access to revisiting your ‘product’ through the world of your customers?  A great access is to think of the situation this way: the customer hires your ‘product’ to do a specific job.  Allowing me to make this real and useful for you.

Clayton Christenson shares the story about milkshakes.  He was working for an organisation that was selling milkshakes and there was a drive to sell more milkshakes.  So the team dived into milkshake purchases and found out that milkshakes were bought in the early morning (breakfast time) and in the evenings.   Who was buying these milkshakes and what had they hired these milkshakes to do?

The early morning crowd were people who were commuting to work.  And they hired the milkshake to relieve the tedium of the commute (usually in a car).  For these people the thickness and size of the milkshake worked great – it took time to drink the milkshake.  How to improve it?  Add stuff to it that made it last longer, that increased the prominence of the drinking experience and distracted the drinker from the tedious commute.

Parents were buying milkshakes for their children in the evening as a treat – after saying “no” many times they felt that they could and should say “yes” to the milkshake.  How was the milkshake doing in terms of the job that the parent had hired it to do?  Poorly.  Why?  Because the kids were taking forever to finish the milkshake.  What was the issue?  The thickness and size of the milkshake.  How to improve it?  Sell  it in a smaller size and/or making it less thick.

By looking at the ‘product’ through the customer-centred lens of  ‘the job that the customer hires the product to do’ one opens up the possibility of coming up with products that do a better job of meeting the core customer need and delivering a superior customer experience. And this creates the opening to sell more product.

How many parents chose not to buy milkshakes because they did not want to hang around 20 minutes or so for their children to finish drinking the milkshake.  What is the price premium that could be charged by selling a larger, thicker, crunchier milkshake to the early morning commuters?

Finally, notice this level of understanding enables the organisation to improve its marketing and sales message: to talk about what matters to customers (job that customer is hiring product to do).

Looking at the usability of the ‘product’

In order to get value out of a ‘product’ – for this ‘product’ to do the job that it was hired to do – the customer has to be able to use this product effectively, easily.  How many products meet that requirement?

I have bought electronic products where I cannot even get them out of the plastic packaging!  I have had to look for the biggest scissors and then watch out lest I cut myself opening up the package.  And once or twice I have just done that cut myself.  It is another job to actually set these up and operate them.

How many products come with a lousy set-up instructions?  Many.  I have lost count of the amount of time I have wasted on trying to make sense of the instructions.  Do I have to share with you the frustration that is involved in having a job to do, having bought the ‘product’ and not being able to do that job?  I bet that you have had this experience many times.  If you have not then you can count yourself lucky!

Getting value out of the ‘product’ can be a big issue especially for the more complex ‘products’.  How much advice (whatever form it takes) is worthless because the customer does not know how to make sense of and use that advice effectively?  Why has salesforce.com been so successful?  I say because they took the hassle of setting up/operating / getting value of CRM systems away from the customers.

Even complex products can be made easy to use and thus more valuable to the customer.   The best example I can think of is Apple.  This is a company that is doing extremely well because Steve Jobs insisted on starting with the customer experience and working back to the technology.   Put differently, making products that the average customer can use straight out of the box is a fundamental requirement of product design at Apple – at least as I understand it.

Summing up

The product is not in one domain and Customer Experience in another domain.  Any serious examination of the Customer Experience has to grapple with the product and how well it does the job that the customer is hiring it to do.  That means designing that product so that it is both useful (does the job) and usable (easy/intuitive) to use.

Generating revenue: are these the 14 questions to ask your customers?

I say that the customer experience movement is, or should be, about  creating superior value for customers and making customers feel valued.  Why?  So that they stick around longer, buy more and get people in their networks to do business with your organisation.  Put differently, the focus on customer experience must at some point show up in revenues and profits.  Else, it is not sustainable.

How does one go about generating more revenue and improving profits? How about asking the following questions of your customers:

I wish to give credit where credit is due: I have taken the work of Kristin Zhivago as shared in Roadmap to Revenue and added/modified it so that it fits with my experience and my style.   If Kristin’s book interests you (in my view it should) then you can read my review here.