Hall of Fame: Waitrose Creates A Delighted Customer

Based on recent experiences I find myself moved to create a ‘Hall of Fame’. And a ‘Hall of Shame’ for well known brands based on how these businesses treat their customers.  My commitment is to share the great practices of the ‘givers’ as well as the deceitful-manipulative practices of the ‘takers’.

Let’s start the ‘Hall of Fame’ with Waitrose.  Why Waitrose?  Yes, the stores are clean, spacious, well presented, well stocked. And our local store even has a cafe-restaurant and ample parking.  Yes, the staff in the store are helpful.  Yet, these are not the reason that I am choosing to place Waitrose, as the first entrant, into the ‘Hall of Fame’.

Recently, I found wife telling me that she was surprised about the quality of the tangerines: some of the tangerines were hard (too hard) and others were soft (too soft).  Now, I found this interesting. Why?  It was the way she talked about it. I think it fair to say she was shocked.  What this suggest to me is that Waitrose, in her experience, delivers great quality products consistently.

Despite the relatively small price and the hassle involved, she decided to take them back. Why?  This is not the kind of product quality she expects from Waitrose.  And she was wondering how she would be treated.

Later that day, my wife couldn’t wait to tell me her experience. I was clear by the way she had a huge smile on her face that the experience was positive. What did she say?  Something along these lines: “The staff at Waitrose were great. They apologised, I could tell they were also surprised and genuinely sorry about my experience. And they refunded twice the price. Not just the price of the tangerines, twice the price.”

Waitrose enters my ‘Hall of Fame’ because of the following:

Reputation for product quality – I cannot imagine my wife giving up half an hour of her time to take back a product that only cost her £3 to the likes of Tesco;

Great customer service – the staff in the store have always been friendly and helpful;

Design and condition of the stores – the Waitrose stores are clean, white, spacious, inviting, natural and for some even uplifting; and

An equitable-fair-collaborative-generous business philosophy – Waitrose lives-exhibits a philosophy of generosity and in so doing shows up as a ‘giver’. A ‘matcher’ would simply have refunded the purchase price. And a ‘taker’ would have put all kinds of hurdles in her way so that it was not worth her while even thinking of asking for a refund.

Most of all, Waitrose enters my ‘Hall of Fame’ because my wife told me she “can’t see herself not being a Waitrose customer”.

In the next post, I will kick-off the ‘Hall of Shame’ with anti-virus vendor BitDefender.

 

In The Age Of Technology Do People Still Matter?

Why Not Replace People With Technology?

In the second half of the 90s I was involved in consulting in the area of shared services.  Being a sidekick I got to witness the sales pitch.  What was the sales pitch?  No human beings.  Everything in the back office was subject to business rules. The business rules could be codified, programmed and back office work could be automated.  No human necessary. Nirvana: 24/7/365 nirvana of efficiency guaranteed to deliver the same outcome each and every time.

Today, I notice the same love of technology as regards the front office: where the customer meets the enterprise.  In this age of technology do people still matter?  Do we need sales people given that content marketing will generate the interest, product demos can be put on the web, and the ‘inside sales’ people can take the orders?  Do we need to have any people in marketing given that big data will generate the insights, decision engines will contain the heuristics, market resource management systems will hold the marketing assets, and marketing automation will take care of the execution of marketing campaigns?  Do we need people in the call-centres taking calls given the extensive self-help that can be enabled through digital channels and every customer would prefer to interact via Twitter?  Do we need people in the stores? Why not rebuild the stores so that they resemble a combination of a website and a vending machine?

What Do These Two Women Say On The Matter?

Allow me to share a conversation that I overheard the other day between two women.  Before I do that let me set some context.  Waitrose is supermarket chain in the UK and it is owned by The John Lewis Partnership.  The John Lewis Partnership has been and continues to do well despite tough times for retailers. Tesco used to be the darling of the CRM press and used to be the dominant supermarket chain. It has not been doing so well since austerity hit.  Morrisons is the fourth largest chain of supermarkets in the UK.

As promised here is the gist of the conversation (between two women) that I overheard at the weekend:

Mrs A: “Waitrose is known for their great customer service and rightly so. It’s easy to find someone to help you. And when you ask for help in finding something, the Waitrose person walks you across the store and takes you right to the item you are looking for.  They are so helpful.”

Mrs B. “I was in Waitrose this week and wasn’t sure what ingredients I needed for eggs Benedict; I haven’t cooked them before. So I asked for help. The Waitrose man didn’t know either but he told me that he would find out. I saw him walk to one of his colleagues. Then he came back and told me what I needed and how to cook eggs Benedict. He was so helpful: he made my problem his own. That’s such good service.”

Mrs B. “The staff in Morrisons don’t walk with you to the item you are looking for. Yet, I always find them  warm, friendly and helpful.”

Mrs A. “I don’t like Tesco. It is hard to find people in the store to help you. And when you do find someone to help they tell you where you can find the item, point towards it, and then leave you to it. They don’t walk with you and show you where it is.  They don’t care – not at all like the Waitrose people.”

Mrs B. “I used to do all my shopping at Tesco. Then Tesco got greedy – pushing up prices and cutting down on the customer service. Now, I shop for the basics at Morrisons and the rest from Waitrose.”  

My Take On The Situation 

I’ll leave you decide whether people matter or not in the age of technology.  For myself, I am clear that humans are simply more at ease in dealing with other human beings. And there is no substitute for great customer service – the way that the folks in Waitrose (and John Lewis) stores interact with their customers, and amongst themselves.

Before you rush off to revamp your customer service remember that one ingredient does not a dish make.  A great dish always consist of the insightful application of a recipe – and the recipe requires a mix of ingredients, in the right measure, and sequence, cooked for just the right amount of time.  How does one generate such insight? Through experience: on the battlefield of life.  What is the recipe?  The business philosophy and organisational design: what matters, who matters, the operating principles, how conflict is handled, how rewards are shared, how people are structured into groups, and how interactions-relationships-differences-conflicts are handled…

Please note: I am not in the business of giving advice (in this blog). So you shouldn’t take anything in this blog as constituting advice. In this blog I find myself involved in sharing my thinking and experience.  That is all. Then you make of it what you make of it.

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.

How to engage the female customer and deliver the right experience

This post follows on from the last post: If 80% of spend is driven by women then is it not time we had a better understanding of women?

Why should you read this post?  Society is incorporating more of the female values.  If that is not enough then it is worth remembering that women account for / drive 80% of purchases.  And you want to design marketing strategies and customer experiences that work.

What’s The Issue?

Marketing, customer service and customer experience are oriented towards the male ‘achievement impulse’ and male behaviours.  Which means that the female ‘utopian impulse’ and associated behaviours are simply not being addressed.  Let’s take a look at the following diagram:

To engage and build mutually beneficial relationships with female customers requires a different tack as shown in the following table:

Let’s take a look at each of these four codes in a little more detail to see if they suggest courses of action that you can take to better connect with your female customers.

The Altruism Code

The female speciality act is the ability and tendency to put oneself in another’s shoes effortlessly: women empathise on autopilot.  This means that women are motivated to act on another’s pain as they feel it.  It also means that women are open to doing what it takes to cultivate pleasure in others because they feel and can share in that pleasure.  Honesty and transparency matter because they allow women to relax; women pick up inconsistencies due to their ‘whole brain’ radar being to pick up all kinds of detail and nuances.

How can you work with this altruistic code and thus connect with women?  The simple answer is to stand for a purpose/cause beyond selling your product and making money.  Go beyond the functional benefits and stand for something that contributes to a better world for us all: lessen the pain, increase the pleasure.  The authors of Inside Her Pretty Little Head have identified seven ways that you can do this:

  • Position your brand as an ethical brand (my view is that you should just be ethical!)
  • Champion the consumer through your brand positioning
  • Win-win strategies – promotional activity that feeds back to the community
  • Invest in corporate social responsibility
  • Strong communication of altruistic values in your brand
  • Play against the category weaknesses

Lets just look at some examples:

The Body Shop is a memorable ethical brand – it was the first main brand that made a big thing of doing the right (ethical) things including the ‘no animal testing’ claim.

Apple is a great example of a brand that championed the consumer.  As the authors say “From the moment that the woman threw the hammer through the screen in the 1984 commercial, Apple hit it’s target and has stayed on the female radar……. Apple turned the status quo on its head, and offered people a break out of that gloomy vision and into a world of creativity, fun and freedom…”  That is still the case today.

Waitrose has a deeply held and practiced commitment to all stakeholders in the business.  That includes employees (generous benefits, profit sharing, having a say/being heard); suppliers (fair trade agreements); communities (giving back to the communities at store level) etc….

Persil’s ‘Dirt is good’ campaign / positioning is a great example of communicating altruistic values.  Through that positioning the brand is celebrating life and reassuring women rather than making them fearful and perhaps ashamed of themselves.

Orange used to be an example of a brand that did a great job of differentiating itself in a dull category.  It did so with choosing the Orange colour and the ‘future is bright’ positioning.  In recent years, Orange has lost its way – my personal perspective.

The Aesthetic Code

Women want to / are driven to make that world a more beautiful place: the way something looks matters – it makes a big difference to women.

The details matter.  Women can tell if something is not as it should be.  “Women’s minds are trained to notice the things that are out of place – the dirty mug left in reception, the months-old magazine in the waiting room, the speck of dust on the lapel…. they will read this to mean that something’s not right…….Conversely, women also appreciate that detail can make all the difference: it can indicate care taken, thought expended and trouble gone to..”

Women are judged by their appearance and so they have a much stronger incentive to notice the appearance of things.  As a result how things look (aesthetics) matter as much as what they do.

What is the implication for brands?  Ordinary products can be lifted out of the commodity heap of sameness and functionality and put into the limelight simply through great design – a focus on the aesthetics.  Here are two ways of doing this:

  • Selling an integrated aesthetic vision of life
  • Making the functional beautiful / pleasurable.

Gap has managed, at times, to pull off the trick of selling that integrated aesthetic vision of a colourful life through color.  “It was about buying into a world where everything was cheerful and everything was colourful.”

Apple and particularly the iMac is great example of making the functional beautiful and pleasurable.  PC’s used to be the example of a functional product totally oblivious to aesthetics.  Apple came along and totally changed that.  The success of Apple is the proof that functionality and utility is not enough.   It demonstrates the importance of form as well as function: beauty matters – it brings something into life.

Packaging matters to women and is an easy way to speak to the aesthetic code.

Aesthetics is not simply beauty, it is more.  “…everything needs to be in its rightful place, well ordered, consistent… and neat and tidy.”

The Ordering Code

I suppose you can call this the highly practical bit of the female orientation.  It is about the details of life that need to taken care of if life is to work.  Workability allows space for the altruistic and aesthetic codes to come to the foreground: it creates the space for generosity, for flair and fun. “It is not only about practicalities, it is also about helping women to navigate the ‘nice’ bits of organising and planning…”

Women have to grapple with two key issues here. First, they simply have a much broader range of responsibilities – they take responsibility for more and then have to juggle these responsibilities.  Second, women see the details and more more concerned with getting things right for all parties.  For example, when my wife is planning the holiday she takes a lot of time to make sure that it is well planned so that we will all enjoy it.  All the stuff that can get in the way is addressed so that there is nothing to worry about.  Women simply know that attention to detail is a necessity to arrive at Utopia; men cannot be bothered beyond the headline.

How can you, the brand, help women?  How can you deliver a better customer experience?  The first thing is simply to remove the obstacles that slow women down and make their lives harder.  Second, make sure that your internet presence is a strong one – that it speaks to women, helps them to easily do what they need to do.  “The internet is genuinely empowering for women.  It offers women access to lots of information hitherto denied to them…..”.  Think about women, like my sister, who are ‘burdened with young children’: the internet allows her to shop, talk with, get help on a broad range of tasks.  It takes some of the pressure of and it allows her to get more done – including in the half an hour here and there.  The internet allows women to only go offline (into the real world) when they really want to.

Women want great service.  They hold you, the brand, to the same standard they hold themselves to: be thoughtful and efficient.  “Women do not understand why or how you can deliver poor service and still feel good about yourself.  Putting good service at the epicentre of your operation will get you noticed and… talked about..”  The flipside is “…nothing will make a women madder…. in her disdain for your brand than poor service.

Being thoughtful and efficient is not enough.  Women find it frustrating to ask for help and be met with indifference or incompetence.  In Utopia everyone helps everyone else out proactively.  Women want/expect you, your people, to go the extra mile.   They look for and expect genuine communication – the human touch.  Yes, they do want you to save them time.  No, that does not mean that you should cut out the relating stuff: the human stuff.

The Connecting Code

This code is all about the female need to cultivate a strong network of mutually beneficial relationships; “women have a deep and profound survival instinct that requires them to make friends.”  Women strive to draw people together and find common ground.

What this means is that if you, the brand, want to cultivate relationships with women then you are pushing at an open door.  Your female customers are much more inclined to enter into a ‘learning relationship’ with you to use a Peppers & Rogers term. And they are ideal candidates for entering into / participating in communities of shared interest.  This means that you have opportunities in three areas:

  • Create and provide a network through which your female customers can get together;
  • Act as catalyst for generating community of shared interest; and
  • Provide fuel to feed a community or relationship.

Weight Watchers is a great example of a brand as a network.  “The weekly meetings deliver what all good female networks are there to do: they provide support, morale, fortitude, share experience, encouragement, information and strength that comes from knowing that you are not struggling alone.”  Apparently the same applies to the website.

Charities and book clubs (Richard and Judy, Oprah) are great example of acting as catalysts for generating a community of shared interest.

The point to note is that women enjoy and get a lot out of participating in communities of shared interest.  “Any brand responsible for generating that esprit de corps, and building that sense of common ground and shared objectives between women, will be amply rewarded with their participation, involvement and support.”

Conversation (talking, dialogue) is the core ingredient that binds successful female communities.  Women use conversation to build closeness.  Conversation is the fuel that gives life to relationships and the glue that holds them together.  “It is the primary means by which they get to the bottom of what someone is feeling, and the primary means by which they befriend others.”  Put bluntly women love to talk – it is natural for them.  And they love to share what they have learnt with their wide social circle and communities of interest.  They are the ideal brand ambassadors: sources of advocacy and word of mouth marketing. Yet they are not walking advertisements for any old brand.

Women can be exceptional customers – brand advocates and loyal.  The price?  Women are likely only to stand up for brands that have treated them well and/or done something thoughtful.  The opposite is also true: women can be the most vocal opponents of brands that fall foul of their four codes and standards.

Final Words

First, if you do not have a deep interest and affinity for people as human beings (rather than as objects) then you really should not be in marketing, sales, customer service or customer experience in the 21st century.

Second, it is much easier to ride the horse in the direction in which the horse is heading.

Third, I recommend that you read ‘Inside Her Pretty Little Head’ by Jane Cunningham and Philippa Roberts.