Customers Count - Warwickers Customer Experience Guide


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Great customer experiences tend to come from organizations that provide great employee experiences - brands people want to buy from and work for. Are you taking advantage of the 'experience' revolution or just playing catch up? To view as a Book of Flipbuilder go to

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Customers Count - Warwickers Customer Experience Guide

  1. 1. CUSTOMERS count a really interesting action packed fact book
  2. 2. 2CUSTOMERSCOUNT target listen zmots serve VOC touchpoint discovery mindset rapport ideas everyone colleagues you channels leadership POV skills centricity social media disney auditcollaboration experience maps engagementambassadors plan roles starbucks environment
  3. 3. The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer. The purpose of business is to create a customer. The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer. The purpose of business is to create a customer. Peter Drucker
  4. 4. This useful little fact book is about doing more of the right things and developing good habits. It dips into strategy and tactics for great customer experiences and service. It aims to be food for thought, provide maps to get you thinking differently, asking more questions and taking action to put the customer experience firmly on your business agenda. Think big thoughts – how could you business utilise customer experience in a more strategic way to help deliver your business agenda? Who owns the customer experience and how do you pull it all together in line with your brand? Are leaders and managers equipped with the training and support they need to work together effectively on the ground? What are you willing to invest in time and resources? How are you going to measure your return on your investment (ROI)? With the technology/ social media revolution the customer is in control. The number of channels you need to monitor is growing exponentially and the pace of change will speed up especially with smart mobile technologies. However, in return, customers are providing you with so much data and opportunities for dialogue to understand their needs and wants in ways to really drive your strategy – but only useful if you are smart in how you use the data. It can seem really complicated, but with a clear customer experience strategy to focus your efforts it can be simple. It involves B2C and B2B – is this an opportunity or threat for your business? 4CUSTOMERSCOUNTINTRODUCTION ACTION: Seek to identify 6 things you can start or stop doing, as a business, as you work through the guide?
  5. 5. customers count 1 2 3 Big picture thinking on customer centricity as a strategic enabler to: support the business agenda, create connections, focus on customers, build an employee brand and engage employees. (Page 11) Customer Experiences is about theatre, emotions, mapping journeys, employee engagement, getting to the data and embracing technology now and in the future. (page 19) Internal customers to serve colleagues well so that they deliver an experience above and beyond the one they receive. Working together as partners. (Page 71) This practical little fact book seeks to provide an introduction and food for thought to the following: 4 Customer Service to determine the basics on the frontline, what customers want and some tips in delighting customers. (Page 57) Plus a call to action, resources, quotes and a little bit about Inquiring Minds 5CUSTOMERSCOUNT
  6. 6. 6CUSTOMEREXPERIENCEBASICS Service = Frontline Experience = Everyone Customer = External Customer Colleague = Internal Customer Centricity =
  7. 7. Who owns your customer relationship? Who owns your customer experience? Who owns your customer service? Who owns your customer data? Who owns your colleague experience? Who owns your brand? Who owns your reputation? How does it all come together? Who owns bringing it all together for the customer and the business? WHO OWNS THE CUSTOMER? What are the responsibilities of ‘ownership’?
  8. 8. 2 3 4 5 Begin with the end in mind – focus on what you need the customer experience and customer service to achieve – outcomes not just outputs. Start by identifying what you want people to get, support and do in terms of customer experience. Engage employees to deliver the best experience possible. Give them decision rights and accountabilities for daily operations. Publish and role model the important behaviours. Provide focus to direct their energies toward the right tasks and outcomes. Celebrate success. Put the customer at the heart of everything you do – from your purpose and principles to strategy and plans to leadership and management – to relationships and touchpoints to experience and service. It should permeate all your thinking and be a board agenda item . Designing experiences from outside in, not inside out. This even includes how you draw relationships, moving from organisation charts to communities and networks. Collaborate – mandate it. Think partnership – get colleagues believing in the collective impact of their teams. Work as communities and networks not silos or structures. Lead by example and kill silos. Use technology as an enabler to connect employees with each other and customers. Also involve your suppliers. Understand your customer audiences and their journeys – map the journeys, touchpoints, hassles and moments of truth through different lens. Support it with data and dialogue. Segment and profile their interests and needs. What is happening for them, where are the hot spots and where are your signature moments? 8CUSTOMEREXPERIENCEBASICSTOP10TIPS TIPs10 1
  9. 9. Grasp what technology can do for your customers experience – not as a cost saving process but as a means for dialogue with them and making it easy for them to do business with you. Then look at it from a profit perspective. Use appropriate channels for each audience – keep it simple - have a few core channels that deliver the message effectively. Recognise some audiences do not have regular access/ or time to use a PC so mix your channels. Include social media and mobiles. Focus on doing each of them well, in a skilled and proficient way. Have a quality rather than quantity approach. What would Google do – data delivers delights only if it is used well. Employ smart people to pay attention to the data in real time, gain insights and make sense of it. Then take action. This will revolutionise your business. Identify the metrics of success – as they are key for determining value. So make it an integral part of your customer experience planning linked to 1. Aim for real business value by helping the organisation achieve its strategy and goals. Use quantitative and qualitative tools. Take the opportunity to build a consistent brand – align you internal employee branding with your external brand. Consider behaviours, language, identity, environment and values from a customer lens and train employees to deliver the brand promise consistently. Hire your frontline employees based on your values and attitude, train in skills. 6 7 8 9 10 9CUSTOMEREXPERIENCEBASICSTOP10TIPS TIPs10
  10. 10. Identify and deliver authentic and consistent signature experiences that are relevant to customers and differentiate your brand. Identify and deliver authentic and consistent signature experiences that are relevant to customers and differentiate your brand.
  11. 11. CUSTOMER CENTRICITY 11CUSTOMERCENTRICITY Putting the customer at the heart of everything you do
  12. 12. contextBegin by populating your business context map to have a complete overview of everything that is going on in the business from a customer experience lens. A great learning journey for the business – for customer facing and support colleagues. It is the big picture – literally it should be visual – it provides brain food for focus, opportunities, points of leverage, quick wins, necessary endings, new beginnings, themes, stories, challenges and potential risks. Most importantly it seeks alignment and establishes ownership. A great planning tool too! business 12CUSTOMERCENTRICITYBUSINESSCONTEXT
  13. 13. context customer 13CUSTOMERCENTRICITYCUSTOMERCONTEXT Mark Dorgan’s model for developing a Customer Experience Strategy is focused on retail but actually applies to most other businesses. See the book for detailed descriptions on each heading. Customer experience encompasses every aspect of a company’s offering—the quality of customer care, of course, but also advertising, packaging, product and service features, ease of use, and reliability. Yet few of the people responsible for those things have given sustained thought to how their separate decisions shape customer experience. To the extent they do think about it, they all have different ideas of what customer experience means, and no one more senior oversees everyone’s efforts. Consumers have a greater number of choices today than ever before, more complex choices, and more channels through which to pursue them. In such an environment, simple, integrated solutions to problems not fragmented, burdensome ones will win the allegiance of the time-pressed consumer. The customer experience needs a joined up strategy not a series of tactics.
  14. 14. centricity customerHOT TOPIC 1. Determine where your customer needs and business value intersect . 2. Identify your brand key words and phrases in. 3. Focus on serving the customer needs and embed a customer orientation in everything you do. 4. Put the customer at the heart of the business and ensure everyone’s facing in the right direction. 5. Live by Max’s Law: ‘This restaurant is run for the enjoyment and pleasure of our customers, not the convenience of the staff or the owners’.Which way is everyone in your Business looking? 14CUSTOMERCENTRICITY Your customers expect your entire operation to revolve around them. SAP Ad. The language you use needs to match what you do – the brand language needs to be alive inside the business as much as outside. Employees need knowledge, good processes and skills with the right attitude that gives them an emotional connection to the customer. Why do businesses focus on themselves rather than the customer? Are they inwardly focused with a short term focus on profit because they are led by shareholder above customer interest. Both profit and shareholder value are key as outcomes of great customer centric strategies. A great customer experience can only be given by someone who wants to give it. Employees who are passionate about what they do and choose to give the best then deliver that great experience. Throw away your organisation charts and show people where they fit based on this.
  15. 15. 15CUSTOMERCENTRICITYCUSTOMERSERVICEAUDIT 1. What does customer service need to achieve to support the business? 2. How do we do it now? How are we doing? 3. What are the gaps between what we have and need? 4. How do we build a new function ? 5. What is our Strategy? 6. SLA’s and Plans? Typically businesses audit their customer service channels effectiveness rather than a comprehensive review of their customer experience aligned with their strategy. This model is used to audit the business and its customer service needs from a strategic perspective. customer service audit Mark Dorgan’s model is great to review customer experience from outside in. From an internal perspective you need to recognise colleague’s deliver that experience so you also need to review the business from their perspective: 1) Purpose, principles and values 2) Employee brand 3) Leadership commitment 4) Colleague CE touchpoints 5)Customer experience roles and authority levels 6) Training, learning and knowledge 7) Systems and processes 8) Employee communication 9) Environment: physical, culture and team 10) Employee engagement
  16. 16. Disney Magic 16CUSTOMERCENTRICITYDISNEYMAGIC Service Theme Standards DeliveryIntegration Disney Quality Service Cycle Service Theme: (Mission) To create happiness (How) by providing the finest in entertainment (For whom) for people of all ages everywhere. Equates to: Purpose, truth, ideals, shared vision, the brand foundation for behaviour, employee driving force and the means to align everything else. Standards: Critical prioritised service standards: Safety, Courtesy, Show, Efficiency. Equates to: The promise, guidance, focus, consistency, decision making. Delivery: Cast members (employees), setting and processes for implementing the standards. Equates to: Cast: First impressions with Disney Traditions orientation, training, generic and job specific performance tips = image and behaviour standards, performance culture = local behaviours, mannerisms, terms and values. Setting: the stage where everything speaks, wherever your customers meet you (touchpoints) - includes the environment, the objects in the environment and the procedures that enhance the quality of the environment. Processes: operations for cast and setting delivery to deliver results – the engine – the flow and debugging of combustion points, flawed and outdated processes. Process based support includes – cast to guest communication, guest flow and those that require service attention. Integration: combined to create a complete operating system. Equates to: a logical, step by step process matrix where distribution channels - cast, setting and process are merged in pursuit of the service theme and standards – safety, courtesy, show and efficiency. Guestology Guestology: Art and science of knowing and understanding guests (customers) expectations. Equates to: Research and data – demographics and psychographics. Guestology compass - needs, wants, stereotypes and emotions of guests. Surveys, listening posts, focus groups, tweets, feedback and data studies. Quality Service means exceeding your guests’ expectations and paying attention to detail. Equates to: Exceptional experiences, WOW Factor
  17. 17. 17CUSTOMERCENTRICITYDISNEYMAGIC Disney-speak ATTRACTIONS: rides or shows CAST MEMBER: employee GUEST: customer ONSTAGE: Public Areas BACKSTAGE: behind the scenes COSTUME: uniform AUDITION: interview ROLE: job HOST/ HOSTESS: frontline employee IMAGINEERING – the blending of creative imagination and technical know-how Showcasing the simplicity and power of the language Some Disney Quality Cues 1. First lasting impressions for employees and customers are key. Focus on the little details. 2. Communicate the heart and soul of the organisation through orientation for everyone. 3. Speak a service language and wear a service wardrobe to showcase your brand. Build that brand by being consistent. 4. Establish a set of performance tips that provide guidance and set the baseline for measurement. 5. Build a performance culture locally that describes location specific behaviours, mannerisms, terms and values. Think global, act local. 6. Empathise with your individual VIP customer and seek to always see things from their perspectives. 7. Communicate with visual literacy using colour, shape and form as well as language. 8. Make it a sensory experience (sight, sound, touch, taste and smell) and brain friendly for learning. 9. Tell your story – one idea at a time - through the setting – walk through your service experience and use it to guide your customers. KEYWORDS: Art Science WOW Exceeding Experiences Guests Little details Compass Finest Foundations Truth Priorities Promise Impressions Performance Tips Global Local Stage Show Everything speaks Flow Combustion Alignment Complete Moments Logical Merged Collaborate Explore Combinations Imagination Maps Perfecting 10. Communicate critical cast audience and location specific content. In memorable ways Be clear on your objective and use minimal fit for purpose channels / techniques. 11. The 3 features of great service moments: High touch (connecting), high show (vivid presentations) and high –tech (cutting edge of what is possible). 12. Create Storyboards to map experiences from your customer perspectives – linked to your key touchpoints – visualise the journey. learn from it and take action. Headliners: standards and delivery systems that are natural matches to meet guest expectations i.e. cast and courtesy, setting and show and process with efficiency. Landmarks: the remaining combinations used together to surprise and delight guests. Book Summary from ‘Be our Guest’ by the Disney Institute
  18. 18. Service standards keep rising. As competitors render better and better service, customers become more demanding. Their expectations grow. When every company's service is shoddy, doing a few things well can earn you a reputation as the customer's saviour. But when a competitor emerges from the pack as a service leader, you have to do a lot of things right. Suddenly achieving service leadership costs more and takes longer. It may even be impossible if the competition has too much of a head start. The longer you wait, the harder it is to produce outstanding service. William H. Davidow
  20. 20. Beyond Philosophy A Customer Experience is an interaction between an organization and a customer as perceived through a customer’s conscious and subconscious mind. It is a blend of an organization’s rational performance, the senses stimulated and emotions evoked, and intuitively measured against customer expectations across all moments of contact.
  21. 21. customer service 21CUSTOMERSERVICEISNOTCUSTOMEREXPERIENCE Customer experience is the job of everyone in the company. For instance customer experience can be bad because the product, and the refund policy, are both broken. Everyone from the CEO and CFO to the product designers and manufacturing facility contributed to this bad customer experience; and as a result, they lose a customer and generate bad word of mouth. On the day the good customer service received in store didn't and couldn't possibly fix the overall experience. Invest in customer experience throughout the organisation, and that will naturally include improving customer service. But it's still everyone's job now to think about customer experience. Organizations that sacrifice customer experience quality in order to save costs are all too common. However, more and more organizations realise that consistently delivering great customer experiences increases revenues AND decreases support costs at the same time. Savvy organizations realise the value strong customer experiences bring. What better way to design an optimal customer experience, than having your own customers contribute to its design? This reduces the level of optimisation and tweaking of the experience organisations would have to do later on. Most of the leading customer experience organisations embrace this method today, and as other companies become more mature, look for this trend to increase. The impact of a customer’s expectations on their experience cannot be stressed enough. It is vital that you set their expectations as early and clearly as possible. Otherwise they will set their own expectations, and react negatively if they are not delivered. This drives up support costs while negatively impacting customer satisfaction, a deadly combination. Ensure all your customers are provided with clear expectations that you exceed. The perception of over-delivering on your promises goes a long way in establishing customer trust and loyalty. is only part of customer experience Customer service is not the same as customer experience. Customer service is the job of front-line workers, servicing customer requests for help - via an 0800 number, e-mail, or at a retail desk. It's important to invest in good customer service, it is an integral part of the customer experience, but not enough.
  22. 22. experienceBusinesses face the issue that everything is becoming the same – similar products sold to similar people in similar ways. So with the increased commoditisation of products and services how do you differentiate your business to stay competitive and profitable? It is certainly not by doing more of the same even if it is faster! The enlightened focus on the customer not the organisation. Many businesses are recognising whilst frontline customer service is still key – creating memorable customer experiences has to be the new differentiating focus. If the business is in a high growth market and customers are easy to find it can be hard to move towards customer experience as a philosophy/ investment but once a market stabilises that investment pays off big time. Customer experience is about the physical and the emotional customer experience. Beyond Philosophy's research into this shows that over 50% of the customer experience is about emotions (even in B2B environments). Connecting on an emotional level is an important part of the brand experience and how you connect with emotions is a key part of your offering. Understanding your customers deep psychological motivations is seen to provide the competitive advantage that differentiates businesses today. Retail and hospitality have been working on this for years other businesses are playing catch up and making it work for them. Provide customers with an emotionally engaging experience and the rest will take care of itself. This is true whether you are B2B or B2C. Some concepts that companies are using to introduce experiences include: managing experience as theatre, using experience to build brand equity, create a balance between control and spontaneity, manage the conflict between creativity and the business plus measure effectively. 22CUSTOMEREXPERIENCE Physical: Price, product features, location, channel (store, online, telephone) Emotional: Feelings (Destructive and Engaging), sensory (sight, sound, taste, smell and touch) customer
  23. 23. experience What is the customer experience you are trying to deliver? If you do not have a clear articulation exactly of what you want it to be how do your people delivering it know what to do? If they don’t then they end up doing what they think is right and your customers get mixed messages. You need to, at least, define your signature moments. Many organisations deliver their services based on their internal structures and silos rather than customer needs. In this case divisions or silos do what they think is the right thing to do and again customers get mixed messages. Everyone is well intentioned but your brand is diluted and the customer experience is a missed opportunity. Most organizations are very good at processing customers, very few excel at serving and satisfying them. By elevating customer experience to a strategic business imperative and taking an outside in approach you can really differentiate your business. 23CUSTOMEREXPERIENCE customer Forrester's six disciplines of customer experience: • Strategy • Customer Understanding • Design • Measurement • Governance • Culture Four core competencies that drive customer experience: 1. Purposeful Leadership: Do your leaders operate consistently with a clear, well- articulated set of values? 2. Compelling Brand Values: Are your brand attributes driving decisions about how you treat customers? 3. Employee Engagement: Are employees fully committed to the goals of your organization? 4. Customer Connectedness: Is customer feedback and insight integrated throughout your organization?
  24. 24. Simply 24CUSTOMEREXPERIENCESIMPLY PASSION PEOPLE PRODUCTS PROCESSES Talk it, Walk it, Look it, Live it, Love it!
  25. 25. As far as customers are concerned you are the company. This is not a burden, but the core of your job. You hold in your hands the power to keep customers loyal.
  26. 26. Mapping the experience audience 26CUSTOMEREXPERIENCEMAPPING Too often the customer view is filtered through the lens of our job, silo, profession, department or speciality. The system ends up getting designed on our needs or convenience rather than the customers. Customer experience journey maps are a tool to help bring the outside world into an organization and bring customer stories to life. The entire story not your silos story. As you map out the customers story you often identify gaps in your own story. People discover unseen opportunities when they have a personal and empathic connection with the world around them. For individuals that means developing the ability to walk in other people’s shoes. For companies and other large institutions, that means finding a way to bring the rest of the world inside their walls. Dev Patnaik in Wired to Care. Joyce Hostyn
  27. 27. hassle maps 27CUSTOMEREXPERIENCEHASSLEMAPS Organisations that excel at demand creation in business have a mindset that looks at their customer interactions through the lens of a hassle map – a detailed study of the problems, large and small, that people experience when they use their products or services. Customer experience strategists need to use the same thinking – experiencing the world through the eyes and emotions of customers. Where do you get the difficulties/problems/ frustrations with your product or service? What do your customers hate? What makes them furious? What do customers tell you, what do you see and what is the data telling you? Map them out in detail and then work on how can you collaborate in the business to remove them. Also recognise there is no average customer you will need to do this from many different perspectives to find common ground and unique needs. Look for the data points that identify your hotspots – the biggest drivers of consumer behaviour. Make sure you feed back all of your customer data in a format that allows you to build on your signature strengths and highlight those hotspot hassles. The end result will be products/ services people love and competitors will find it hard to copy. For Customer Relationship Teams it ties their work into the core of the business providing data and customer insights to keep the business in the game. Adrian Slywotzky - Oliver Wyman has written Demand: Creating What People Love Before They Know They Want It – all about Hassle Maps Whether you’re talking about a consumer or a corporation, a hassle map defines all of the actual steps that characterise the negative experiences of the customer. Think about these questions: Where are the emotional hot spots, the irritations, the frustrations, the time wasted, the delay? Where are the economic hotspots? And then think about this: What are the ways that business can radically improve the hassle map for both the customer and themselves? Adrian Slywotzky.
  28. 28. Zane’s employees work tirelessly to create an exceptional experience and to really connect with each and every person who walks through our doors. Rather than greeting every customer with “Can I help you?”—a phrase I truly dislike and have banned from the store—or some other rehearsed and completely disingenuous greeting, a Zane’s employee will start looking for clues on how best to approach that particular customer. We have calculated that the total time a customer stays engaged in a retail environment is 25 minutes. This is all the time we have with the customer to develop and build a lifetime connection with him or her. Our sales and support staff are challenged with approaching each customer in at least a conversational manner, and at best with information about them that we already have. A quick check of the computer provides a lifetime history and can tip off a salesperson when this customer last had a tune up of his bike or that they recently purchased a helmet. This allows them to approach with both a greeting and a question on how that tune up worked out or if they have any questions about the fit of their helmet. This kind of customized approach opens the door for the Zane’s employee to connect with the customer on an emotional level, and the ability to fulfil a lifetime of purchases becomes much more possible. The experience is critical. It’s the reason why our parking lot is spotlessly clean, why we have electric automatic doors making it easy to roll your bike in and out of the showroom, and it’s the reason why I had a custom coffee bar installed in the shop where customers can sit down in a comfortable spot with a free beverage while they watch their bike being repaired. Some customers plop down at the bar just to share stories of a ride with the person next to them. We want the customer to depart in a better mood than they arrived. CHRIS ZANE
  29. 29. 29CUSTOMEREXPERIENCETOUCHPOINTS 3 Areas What customers see and seek What customers experience How customers participate Touch points A touchpoint is an interaction with a potential or existing customer. With the internet and the proliferation of new channels businesses need to manage more customer touchpoints than they ever have before. They include physical, tech and brand: websites, retail stores, phone reservations, business premises, email, deliveries, Facebook, blogs, twitter, sales representatives, literature, call centres and the list goes on. It is crucial that you map out all of your customer touchpoints and identify the most important channels for building your brand, sales, profit and other key criteria. Consistency across all touchpoints to your brand is essential. Do your best to control the number of touchpoints you directly open up with customers because you have to manage them all. Attach metrics to the key ones and constantly seek ways to gain feedback to improve them. You only get one chance to make a first impression and these are important at each touchpoint. In addition your customers will decide how many positive interactions they need to build up trust and how many negative to lose them as a customer. So: • What are your key interaction channels? • What are your key touchpoints in each? • What is the purpose/ goal for each touchpoint? • Where are your signature touchpoints? • Where can you have the biggest impact with each target audience? • How well do you communicate at each touchpoint? • Is your brand consistently delivered at each? • Does your target audience have a positive experience at each touchpoint? • Which are your hassle touchpoints – how can you improve them? • How can you delight customers at each? touchpoints
  30. 30. touchpoints 30CUSTOMEREXPERIENCETOUCHPOINTS The growth in touchpoints that are increasingly interactive and smarter are driving a dramatic shift in the roles, types and functionality of touchpoints. As customers and companies use technology to share what they and their customers and employees do, think, watch, feel and but their relevance increases daily. The two key benefits are: 1) The quantity and quality of data available 2) The dialogue and interactions with consumers The challenges come from the growth in social media, mobile apps and easy to access data are causing the type and number of interactions to multiply dramatically. This change in touchpoints will continue to grow exponentially. Traditional dumb touchpoints like print ads, direct mail and POS displays will need to be augmented with smarter technologies to make them more useful to the consumer. These technology and behaviour shifts bring amazing opportunities but they make it difficult to work out where to focus and priorities. That is where analysis of hard data supported by constant customer feedback will be essential to manage the customer experience. You need to constantly educate and communicate with your employees on the importance of touchpoints, how your priorities are shifting and how they are important to them. It is not just about their role day to day – it is also about their life and how they interact with others especially using social media themselves – everyone communicates. Guidelines for the SMART world 1) Focus and manage quality over quantity 2) Do not seek to control 3) Monitor carefully and gather insights 4) Do not over react to negatives 5) Keep focused on your objectives 6) Recognise it is a 24 x 7 x 365 task 7) Keep pressing the refresh button!
  31. 31. 31CUSTOMEREXPERIENCECHANNELS New customer interaction channels are created and evolve each year. This creates both an opportunity and challenge for organizations. Customers have more and more control over how they would like to interact. The more channels an organization offers, the more likely the customer can choose their preferred channel, inherently creating a better experience. The rate of new channels being created and adopted by customers creates a significant challenge for organizations. How to create a consistent, seamless experience across rapidly growing channels? Unfortunately many organizations are plagued by channel silos, each with their own processes and customer data sets. This makes creating an enjoyable, cross-channel experience difficult if not impossible. Organizations must learn to break down these silos and model the experience across them. Channels should share one view of the customer, be modelled on one set of guiding customer experience principles, and allow easy escalation between channels. Only the most advanced customer experience organizations do this presently, as it remains a formidable challenge. The customer experience is increasingly being shaped by communities and peers. Technologies like peer reviews and ratings are influencing the customer experience. Customer communities now more than ever are positively influencing the experience in many cases. These communities frequently deliver faster and more accurate responses than could have been delivered by the organization alone, contributing to a much greater experience, even if it was not directly delivered by a company’s representative. CHANNELS CUSTOMER EXPERIENCE Another challenge is that in the past if a customer was dissatisfied they would share their story with 5 to 7 friends now they will tweet it to potentially thousands of people!
  32. 32. 32CUSTOMEREXPERIENCESOCIALMEDIA Social media continues to disrupt and change the fabric of customer experience. The experience is no longer driven by just the organisation and the customer. Because of social media, expectations and experiences are rapidly shared and distributed between peers. This increases the importance and impact of each customer experience. Mobile customer experience matures. As mobile adoption grows, organisations are reacting to improve the mobile experience. A successful mobile channel places intuitiveness, simplicity, and usefulness as core guiding principles. In many ways, the necessity of such principles in mobile experience design can help ensure a smoother experience than other channels. Mobile adoption in the retail and financial sectors is helping drive more streamlined and targeted experiences for users. Why Mobile over the Web? Less clutter, simpler, and fewer steps to accomplish your objectives. An individual without information cannot take responsibility; an individual who is given information cannot help but take responsibility. Carlzon. Social media tools can help achieve even greater information sharing inside organizations. That employees in the front line should be able to have all of the collective power of the organisation to put at the service of customers today. With instant messaging and mobile applications look for that consumer expectation of fast response to be increasing. Why not arm your colleagues on the front lines with every bit of intelligence you can gather on that customer right in front of them? Why not align the whole organization to reach out and help? There are many defining moments in a business. Few of them would qualify as moments of truth if they don’t involve knowing and even anticipating what a customer wants and needs. SOCIAL MEDIA CUSTOMER EXPERIENCE HOT TOPIC
  33. 33. Good service is giving people a little more than they expect. Excellent service is enjoying giving people a little more than they expect. Good service is giving people a little more than they expect. Excellent service is enjoying giving people a little more than they expect.
  34. 34. 34CUSTOMEREXPERIENCESOCIALMEDIA SOCIAL MEDIA CUSTOMER EXPERIENCE Social media provides a great opportunity to understand the sentiments of your customer base and identify areas for making stronger connections. Most organizations are still working on how to best use social media, so if you’re new to it, here are three preliminary steps: 1) Find out where your customer base is having discussions online. 2) Listen to the conversations. Understand the issues prior to jumping in and participating in the conversation. 3) Think about your resources before you engage in social media, as you may risk customer dissatisfaction if you can’t engage in a consistent and predictable manner. To ensure you’re ready to engage with your customers via social media, think through the following: 1) Governance: Establish guidelines to ensure your employees are engaging through social media in appropriate discussions with an appropriate tone that best represents your brand. 2) Strategic guidance: Identify key influencers who have a significant impact on your customers’ perception of your company, and develop an engagement model for this audience. Identify existing online communities where you will start to engage in discussions. If appropriate, create communities and encourage your customers to join the discussion. (Note: It is a lot easier to engage with your customers where they are already spending their time. You will also have more credibility in discussions if your competitors are also able to have a voice.) 3) Content: Ensure that individual employees are accountable for generating content so that you have an “always on” approach to social media. 4) Response time: Consider how you will respond to questions or frustrations that may arise through social media channels. For instance consider having dedicated customer service representatives to monitor and answer comments, which often surprises and delights customers who were not expecting the company to respond to something they posted on Twitter. 5) Analytics: Use social media monitoring tools to provide weekly insights into the discussions that are taking place online. There are a number of different tools available in the market to help you gain these insights. 6) ROI: Create a social media dashboard to measure reach, influence and sentiment, which will provide immediate insights on issues that you may be affecting.
  35. 35. moments of truth 35CUSTOMEREXPERIENCEMOMENTSOFTRUTH Memorable experiences build loyalty In any customer service procedure there are several points when customer awareness of the quality of customer service is particularly high. These points have a greater effect on customer perceptions of the customer service they have received. It is usually appropriate to pay particular attention to these moments of truth because they form customer opinions about customer service as a whole. Within each touchpoint there are moments that matter more than others – this is where you focus your employees efforts. In the moment you can make an impression: positive, neutral or negative. It is about making every opportunity to make a positive difference when in contact with customers, by and large on the front lines. On the front lines are you actively involved in satisfying customers or exceeding their expectations? How do you educate your frontline employees on identifying these moments of truth and delighting customers? How do you empower them to take action at the right moment? What do you do to help those employees who do not think this way? Customer expectations are continuously rising as you and your competitors up the bar to get ahead. So you need to embed behaviours and be adaptable enough to introduce new ones too. We have talked a lot about exceeding expectations but this may not be the right goal for companies that don’t get the basics right. In some cases, the customer experience can improve, not because of a pleasant surprise but for the lack of negative one. So before you embark on a programme ‘to delight’ ensure you have the basics moments covered well. The moment in a transaction, service delivery or customer relationship at which customer expectations are at their sharpest and they are most demanding. The moment in time they make up their mind about your product or service.
  36. 36. 36CUSTOMEREXPERIENCEZEROMOTS Google have opened the debate on Zero Moments of Truth – before you even get a chance to directly interact with the customer they are getting information, forming opinions and making decisions online and using social media. You don’t control these channels but the information and communication you put out can influence opinion. You need to act but you need a strategy to do so. Today you are not behind your competition. You are not behind the technology. You are behind your consumer. Rishad Tobaccowala, Chief Strategy & Innovation Officer , VivaKi Now you know what they are you can download the Google book, presentations and toolkits for free on ZMOTs to work out how to make the ZMOT work for you and your team at:
  37. 37. VOC CUSTOMER EXPERIENCE 37CUSTOMEREXPERIENCEVOICEOFTHECUSTOMER Voice of the customer programmes where customers co create the experience Savvy organisations realise the value strong customer experiences bring. What better way to design an optimal customer experience, than having your own customers contribute to its design? This reduces the level of optimisation and tweaking of the experience organisations would have to do later on. Most of the leading customer experience organisations embrace this method today, and as other companies become more mature, look for this trend to increase. Emotions account for over 50% of an experience, as Colin Shaw points out in The DNA of Customer Experience. Because a customer experience is inherently emotional, qualitative data is the best way to capture and understand it. This has led to increasing adoption in Voice of the Customer (VOC) programmes, which aim to capture customer expectations, preferences, and satisfaction. Bruce Temkin describes VOC as “A systematic approach for incorporating the needs of customers into the design of customer experiences.” there are many possible ways to gather the information – focus groups, individual interviews, contextual inquiry, ethnographic techniques, etc. But all involve a series of structured in-depth interviews, which focus on the customers’ experiences with current products or alternatives within the category under consideration. Successful voice of the customer programmes provide organisations with the feedback they require to continually develop a better customer experience. Think of them as the data that drives the customer experience modelling process. The necessity of optimising the customer experience is leading to more of these programs being adopted and embraced. The important thing to recognise is they are one tool of many and they need to be considered in this light. Leading organisations bring their customer understanding tools together.
  38. 38. measure 38CUSTOMEREXPERIENCEMEASURE OUTSIDE: Measurement is key but it must be the right metrics focused on the customer experience. Customer experience cannot be measured by quantitative data alone. Satisfaction scores only tell a small part of the story. Customer Experience Strategies need clear metrics with a simple means to collect, analyse and gain insights. Attempting to measure the customer experience with a single metric such as customer satisfaction or customer advocacy is overly simplistic and risky. Instead, companies should dig deeper and establish a portfolio of measures that can determine how each touch point contributes to the overall experience. Measure each touchpoints effectiveness. The biggest measurement is how you action the insights you gain. INSIDE: Internally performance metrics can be powerful incentives to change employee behaviour. Rate employees along metrics of time or cost, and they will respond in kind, even if cutting cost makes for a poor customer experience. Many call centres, for instance, have structured their performance reviews around cost-driven metrics such as “average handle time” for calls. When representatives then try to keep calls as short as possible, they’re unable to solve complicated customer problems, driving up the number of repeat customer calls and the level of customer frustration. However some companies focus on building loyalty so adjust their metrics to promote customer advocacy rather than low costs at any price. So it is more about resolving the issue quickly than call times – this goes down well with customers and colleagues. Big Data Debate Smart technologies have brought reams of data and customer insight metrics to you. It is a hot topic but make sure you really need it. It is better to think about data and analytics re customers to discover new insights rather than focus on the data alone. See it as big data that relates to new technologies and techniques that allow you to find ways to solve problems you already have more affordably with data at greater scale. It is a measurement tool. Focus on the outcome which is customer insight you can action. What it does require is for you to look at data governance and communicate this effectively within the business. With so much data it can be really easy to lose sight of the objective but the number one rule of measurement is FOCUS.
  39. 39. Starbucks 5 39CUSTOMEREXPERIENCESTARBUCKS5 Their principles for turning ordinary into extraordinary 5 Principles 1. Make it your own 2. Everything matters 3. Surprise and delight 4. Embrace resistance 5. Leave your mark 5 Ways of being 1. Be welcoming 2. Be genuine 3. Be considerate 4. Be knowledgeable 5. Be involved Blueprint on what really matters 1. Knowing what you are about: coffee, excellence, customers, partners and values. 2. The transformation when things went wrong: putting the people first and re-engaging them aligned with rigour around operational improvement through LEAN techniques. 3. The vision and guiding principles: to be the ‘undisputed’ very best at what you do - Community. Connection. Respect. Dignity. Humour. Humanity. Accountability. 4. Attention to detail and an obsession with quality for the ‘Starbucks Experience’: lifestyle not just coffee. 5. Building on the foundation ‘Felt’ Experience: environment, products and emotional relationships with people; and now innovating to create new growth platforms i.e. VIA. 6. Leadership laser focus on brand, priorities and wealth creation. 7. Training, retraining and more training. 8. Everyone matters : customers, employees and suppliers as sharing partners. 9. A culture that is real : focused, playful and that celebrates – people enjoying what they do with a local yet global twist. 10. Brand connection: Comfort (predictability, familiarity and trust) to Variety (delight, surprise, dazzle). 11. Facing challenges head on, listening to feedback and dancing with resistance not fighting it. 12. The right way to do business: community and social responsibility integrated into the way we do things. Books: The Starbucks Experience by Joseph A Mitchell and Onward by Howard Schultz
  40. 40. culture serviceCreate a 40CUSTOMEREXPERIENCESERVICECULTURE Organisations that deliver great customer experiences start with a great customer experience culture. Culture is about a set of shared attitudes, values, and practices. When it comes to business, it’s about how those shared beliefs translate into the behaviours of the organization and its employees. Culture is observable. Here are the five most important characteristics of a great customer experience culture: Passion Passion for customer experience is the fuel that powers customer centricity. Passion can be positively infectious. It can light a wildfire within a team. But it’s not just about cheerleading. It’s about determination and focus. There is a natural inclination to follow the path of least resistance. There is a natural inclination to be lazy. Passion is always championing doing the right thing for the customer and summoning the energy required to do it. Passion brings customer experience to life. When you hire new members to the customer experience team, hiring for passion should be near the top of the checklist. Communication You need to bring an entire organization along for the ride with you. Employees in organisations with immature customer experience practices may not understand why being customer focused is good for business. They may try to ignore your team and at worst, block your efforts to affect positive change. In mature customer experience organizations, everyone needs to stay connected to the vision and mission to understand where they fit into the big picture, what’s changing, and why. Communication is the key. And it’s pretty simple. Craft your message. Create a communication plan – who, what, when, and where. And then deliver that message. Then do it over and over again. Master the art of storytelling. Measure the outcomes.
  41. 41. 41CUSTOMEREXPERIENCESERVICECULTURE Collaboration Customer experience practitioners are adept collaborators. Most organisations won’t have the luxury of large team dedicated to planning, managing, and improving the customer experience. Most customer experience teams are small, often less than 5 people. That means relying on others to help bring the vision and strategy to life. The politics of change are constant and stressful. Collaboration helps mitigate challenges introduced by change. Collaborating with others to achieve similar goals helps even more. Pragmatic Thinking Trade-offs are a way of life. There’s not enough money. There aren’t enough people to do the work. Not enough time. We can’t always get what want and sometimes, a proposed strategy isn’t as practical as theorized. Adjustments are required. Making huge jumps forward in the quality of customer experiences are great, but the journey for customer experience excellence is often completed just a few yards at a time. Stick to the plan, but don’t feel like making trade-offs means you’re losing or falling behind. Being realistic will help you move forward. Empathy Being customer centric means understanding your customers. Understanding your customers deeply means empathizing with them. To do so means putting yourself in their shoes. Empathy is really the basis for all customer experience work and in my opinion, the most important of the five characteristics of a great customer experience culture. culture serviceCreate a
  42. 42. JOHN TAFT Culture is everything when it comes to responsible, long- term business success… A leader’s job is to discover, communicate and reinforce culture. If you don’t get culture right, nothing else matters. Culture is everything when it comes to responsible, long- term business success… A leader’s job is to discover, communicate and reinforce culture. If you don’t get culture right, nothing else matters.
  43. 43. leadership Let Leaders lead the way – the ideal is a highly visible senior team that get out and about to engage with employees. A team who understand the importance of effective employee communication and show commitment towards it with time and resources. They understand their role to deliver key messages about strategy, goals and priorities so everyone can work towards them. They also seek to inspire, motivate and engage employees. They regularly solicit feedback from customers and use that feedback to change business processes in ways that both empower employees and increase customer advocacy. 43CUSTOMEREXPERIENCESERVICELEADERSHIP service The art of communication is the language of leadership James Humes Here are some principles that execs should keep in mind about changing their culture and building a customer centric DNA: • People generally conform to their environment: Employees do what is measured, incentivised, and celebrated. So pay very close attention to the environment that you are creating. • Culture is very slow to move, because it often outlasts the senior executive team. Make sure you only attack the portions of the culture that you are truly committed to changing. • The leader who wants to transform their organization needs to communicate “why,” model desired behaviours, and reinforce change. • Use these as levers for change: Clear beliefs, constant communications, collective celebrations, compelling stories, commitment to employees, and consistent trade-offs.
  44. 44. 44CUSTOMEREXPERIENCEEMPLOYEETOUCHPOINTS With regard to these Lifecycles: Do you deliver an experience or a process? touchpoints employee Usually the focus is on customer touchpoints. To ensure your employee brand is aligned with your external brand and your focus on customers look at how you treat your internal customers too. Employee touchpoints can be looked at under several lenses. The first we recommend is the employee lifecycle (left) and also the major milestones in your employee calendar (Enabled and Engaged). The brand experience chart below identifies some of the major touchpoints that impact on employee engagement. We suggest culture surveys are better at highlighting touchpoints for your employee focus than satisfaction surveys as they relate to behaviours. It is important to look at different audience populations to identify their main points of leverage and then use this to communicate with them. Your employee brand is how you bring these experiences together and align them with your purpose and values to give them meaning for employees.
  45. 45. As far as customers are concerned you are the company. This is not a burden, but the core of your job. You hold in your hands the power to keep customers loyal. As far as customers are concerned you are the company. This is not a burden, but the core of your job. You hold in your hands the power to keep customers loyal.
  46. 46. employee 46CUSTOMEREXPERIENCEEMPLOYEEENGAGEMENT What the research says matters: 1. The importance of senior leaders and line managers communicating. 2. A strong sense of purpose 3. Autonomy through employee decision rights and accountabilities 4. Compensation and benefits. 5. Opportunities for career advancement and growth. 6. A people centric culture. 7. A sense of belonging The communication solution lies in leaders having the right conversations – a formal and an informal ongoing dialogue that connects with your people’s needs and interests: 1. Provide people with regular updates on the business context – about your market, your performance and your strategy to navigate the tough times. How are you doing – what are the numbers? How are the customers doing? How are your competitors doing? What are you planning to do to survive and thrive in these times? How does this fit with your vision? 2. How do they fit in and how can they help? – Discuss how everyone directly or indirectly adds value, talk about the behaviours that will make a difference, encourage process improvement and ask for their help – involve people in generating solutions rather than talking about problems. 3. Keep messages simple, balanced and honest - be positive but don’t make promises you cannot keep. If you don’t have the answers say so. Don’t keep talking ‘burning platforms’, create opportunities for change – move towards something new. 4. Spend extra time with middle managers and team leaders – support and equip them to have the right conversations with their people and provide them with the tools to motivate and empower. engagement
  47. 47. 47CUSTOMEREXPERIENCEEMPLOYEEENGAGEMENT employee A compelling change story that involves your people Plenty of face to face communication Regular dialogue and involvement on the journey When employees perform what makes them fully engage, put their heart into what they do and go the extra mile? What do your leaders need to get, support and do to keep your employees engaged? In challenging times employee engagement is vital for the success of the business. Engaged employees go the extra mile to deliver. They provide better experiences for customers, approach the job with energy—which enhances productivity—and come up with creative product, process and service improvements. They remain with their employers for longer tenures, which reduces turnover and its related costs. However it is not always high on the business agenda. The questions asked are: 1. Is it a nice to have or must have? 2. Should it just be a general business philosophy or a formal programme? Even if leaders and managers recognise the value they often have difficulty making time to conduct research, develop engagement strategies and tactics, build commitment, change team structures and find new ways of working to engage people more. They are already having to juggle time consuming, stressful operational projects and meet business targets plus many other responsibilities. A motivated and engaged workforce is recognised as driver for business performance – so how can it be achieved without implementing a full blown strategy? You can always start with: If leaders are not credible and communications are not engaging people are not interested. People will only engage with a subject if they are able to take actions, be in control and bring themselves to the challenge – there is not a standard formula – we are talking about motivating people - it is about doing things with not to your people. One learns through the heart, not the eyes or intellect Mark Twain engagement
  48. 48. What is the Internal Communication Challenge? Is the glue that holds organisations together and yet it keeps coming unstuck. It has a major influence on organisation effectiveness and yet it is often a tactical afterthought. It needs a lot more effort, skill and sensitivity than is often shown and yet it is often just seen as a process. It is based on assumptions and individuals perspective/ views of the world and yet this is not often acknowledged. It cannot be perfected and yet this is OK as peoples expectations constantly change ! internalcommunication Effective communication is communication that works! The Communicator understands:  Why they need to communicate (Purpose/ Intent).  What they need to communicate (Content).  The skills they need to help them communicate effectively (Skills/ Attributes).  The tools, methods and channels available to them (Process).  The receiver confers meaning on the message not them (Perspective).  Success is measured by the response in relation to the objective/ intent (Outcome). The single biggest problem with communication is the illusion that it has taken place. George Bernard Shaw The purpose of internal communication is to inform and engage employees; to support behaviour change; build pride in the business and to deliver measurable value to the organisation. Companies communicate to ensure that their employees get, support, and do things that will make a measurable impact on the business. EFFECTIVE = DELIVERED, UNDERSTOOD, ACTED UPON - IT WORKS! 48CUSTOMEREXPERIENCEGOODCOMMUNICATION
  49. 49. collaboration internalKEY TOPIC Coming together is a beginning. Keeping together is progress. Working together is success. Henry Ford The important thing to know is that all employees, whether coming in direct contact with the customers or not, have an opportunity to make a difference. Once a company adopts this philosophy, there is no stopping them. You need to get internal customer service right too. Functions need to recognise they serve the internal customer well to support the frontline delivery to external customers. This is the starting point for employee engagement. Businesses need to foster a culture where people appreciate each other and how to best work together to achieve win-wins for the greater good of their customers. Everyone says they care about the customer but are you putting pressure on each other without realizing it. The delivery of the customer experience spans many areas of the business. Whilst many excel at their role in silos – what matters is the sum of the parts i.e. when they come together. Many organisations struggle with getting teams to collaborate due to competitive cultures, strong leaders, geography, communication channels and structures. Is your business designed with collaboration in mind? What structures are in place to make it work, what are the barriers and what does you culture depict in the way you do things i.e. the difference between what you say and what you do? Your employees take more notice of what you do than what you say. How do you harness technology to help with this? How well do you work with other departments? Do you get wars between departments where poor teamwork, poor communication and myopic thinking have led to a hardening of positions over time – and nobody really knows why? When it's time to communicate with others from different departments do you take a deep breath, or smile and relish a chance to renew contact with colleagues from elsewhere in the company? Do you relish or dread committee work with other departments? Does it seem their aims are contrary to your department's? When other departments contact you for help do you regard it as a nuisance, a distraction and a drain of your valuable time? Can you see the greater good that comes from helping them solve their problems or fulfilling their needs? 49CUSTOMEREXPERIENCECOLLABORATION
  50. 50. 50CUSTOMEREXPERIENCEAMBASSADORS ambassadors employee If you are aiming for ‘People Centric’: Putting People 1st in everything you do will lead to improved business success. By this we mean: • Customer experience at the heart of everything you do • Colleague engagement to deliver that customer experience To do this employees need to understand what it means to be an Ambassador for your business every day. Ambassadors are important representatives, held in high regard, with a mission to communicate, share and help. They are proud of what they do and what they represent. The inside of your organisation mirrors your relationship with your customers. The right employee experience delivers engaged and loyal ambassadors. The word might not fit in your business but the ethos must. Pride and confidence are the foundations for excellence. If you build such an ethos in your business you will have a customer centric business as it is delivered by motivated and engaged employees. You need to clearly define: • Your purpose • Your values (brand and people) • Their role and commitments • How they can help How can you work with your employees to define the behaviours of an Ambassador? What is the best way to train in and communicate this? As the business changes how do you keep long serving employees in the loop on this? How can you recognise Ambassadors who go that extra mile? Whether it is a programme or just part of your culture you need to get everyone with an Ambassador mindset. This is a minimum standard, the starting point not the end game. 7th
  51. 51. Customers may forget what you said but they'll never forget how you made them feel. Customers may forget what you said but they'll never forget how you made them feel.
  52. 52. right 52CUSTOMEREXPERIENCERIGHTPEOPLE Getting the right people is critical to any organisation. You do not achieve success without it. A lot of people say that people are their greatest assets. Wrong. The right people are your greatest assets. As Southwest Airline say ‘always hire on attitude first’. The wrong person can totally ruin your customer experience. The starting point for all employees is a fit with your brand values, then with frontline employee attitudes followed by role specific needs. So many organisations do it the other way round. Also be willing to rectify mistakes quickly when you get it wrong. You can teach people skills. Ensure role profiles for recruiters articulate attitudes as well as skills and tasks. Induction and orientation need to clearly communicate to people why they were chosen for the role and the importance of their attitude. Our philosophy is to hire the right people, put them in a job which allows them to do their best work, stick them with a great manager and then get them to understand where the company is going. If you get those things lined up, then you get a fantastic chance of delivering great customer experience. So we work extraordinarily hard at that. Steve Harvey, Microsoft Director of People, Profit and Loyalty. (Great Title ) people right attitude
  53. 53. positions life 53CUSTOMEREXPERIENCELIFEPOSITIONS Let’s play a game – where are we now? Where do we live? How do we stay in position 1? Understanding TA Life Positions helps people get the dynamics of games people and businesses play. Position 1 is the objective. Build your brand around it. It is all about adult to adult conversations, language and mindsets. Many people struggle with SERVING customers they need to understand they need to do this from position 1. An angry customer needs to be served from position 1 – no games – adult to adult. Life positions = outlook. Individuals and organisations. They are responsible for superiority and inferiority complexes. They show up all over the place including ‘them and us’, weak brands and our customers and employees. Designing your values, communication language and training from position 1 helps your employees do a great job especially with customer service.
  54. 54. To be a service ambassador we can choose to be authentic, live by our values, have an optimistic outlook, with an energised and upbeat can do attitude. We can focus on success and achievement. Have a solution orientation towards our work, with 100% commitment to being a professional and adding value. We can walk tall with confidence and believe in our talents. We can choose to live in the moment. Or we can live our life through the rear view mirror, lacking confidence, worrying about past mistakes, politicking, blaming others, playing victim, concerned about our jobs and lacking any real energy to change anything. You CHOOSE your response. Make the right choices and focus on the triad above to directly influence your behaviour. Cultivate a winning attitude. 1. Part of my work - not an extra task if I get time 2. Positive ‘can do’ attitude and enthusiasm 3. Total self belief – I am ok and I add value 4. Great language 5. Clear and relevant 6. Give and prove your value 7. Enjoy the journey! 54CUSTOMEREXPERIENCESTATE state This is about creating the right frame of mind and way of being to succeed and be confident. We each make choices all the time on our outlook on life. We can change our state in a minute by changing what we focus on, the language we use or simply moving our body in a different way.
  55. 55. 55CUSTOMEREXPERIENCEDISCOVERYSKILLS A question that companies struggle with is how to generate new and innovative ideas that can lead to growth and differentiate the business. We can all list examples of companies that do this well, yet every company is constantly wondering how they could do it better. ‘The Innovators DNA’ by Clay Christensen identified the five skills for great Innovators. These skills are really useful in customer experience too: 1) Questioning: the way you do things and constantly asking ‘Why’ from the customer perspective. 2) Observing: customers and how they buy. Physically, emotionally and through data 3) Networking: in this sense is about collaborating across the business to look at unconventional combinations and mashing things together to create new experiences. Tools like Yammer really help with this internally. 4) Experimenting: is a willingness to embrace the new and adapt. Pilot new ideas. 5) Associating: Is the creative processes that bring it all together to find something special. Seek to build your employee customer experience training around these five skills. discovery skills
  56. 56. The quality of our work depends on the quality of our people. The quality of our work depends on the quality of our people.
  58. 58. 58CUSTOMERSERVICEINTRODUCTION Customer service is not a department. It is a philosophy that includes every person and aspect of the best and brightest companies. Shep Hyken. But most large businesses have a Customer Service team and frontline employees providing service – often it is associated with problems not service - it is actually about relationships - one on one relationships. Customer service is a relationship. Two people come together to have a meaningful dialogue. At the root of customer service is the old fashioned notion of SERVING. To succeed at delivering remarkable customer service you need to build it’s foundations on serving. The ‘something’ that happens inside you when you are on the receiving end of great service is that same ‘something’ that should drive our own efforts. Like any great relationship, the best customer service relationships are based on trust, mutual respect and common interests. They are genuine and real. Perhaps most importantly, both parties embrace the philosophy that they want the other to succeed. It is about delivering a memorable experience, otherwise it could just be a robotic transaction. It is all about helping people find what they need or want, even if you don’t do it. The essence of customer service is loyalty – people keep coming back irrespective of price, venue or even convenience – it is not about a lifetime just next time – every time!. Great customer service is not difficult. It is about delivering what you promise, being nice, creating systems so people can deliver what is needed and doing lots of little things right ... see it is simple. But often the reality does not match this. Why? Service Customer
  59. 59. businesses give bad service? WHY DO 59CUSTOMERSERVICEBADSERVICE • They don’t think it matters • They know their customers and think they give good service but they don’t ask them. • They don’t care about the customer – it is all about them! • They live in silos and don’t collaborate or communicate with others. • They are in B2B it is not relevant. • They are too internally focused. • They are in a growth market and too profitable to care. • They know ‘it’s a great product it sells itself’. • They don’t do feelings (or experiences). • They believe it is a cost centre that impacts profit margins and shareholder value. • They say it is the systems fault. • They say it is all about them not about us. • They feel management (Them) don’t care enough about the problem to solve it. • They don’t think through the consequences of their actions from a customer perspective. • They don’t hire and train with a service mentality. • They don’t engage their employees to want to give great service. • They don’t recognise employees who do give great service. • They do care but they are having a bad day! • They find excuses!
  60. 60. PETER DRUCKER Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.
  61. 61. 61CUSTOMERSERVICEHOWCANISERVE? 1. Who are my customers? 2. When are my moments of truth to excel? 3. What does the customer want and expect - how do I delight them? 4. What do I need to do to support my colleagues and serve them? 5. How can I deliver an experience that leaves the customer feeling good about the contact, good about me and good about the Business? 6. How can I provide the extra-ordinary 1% more every time? Customer ServiceHOW CAN I HELP?
  62. 62. 62CUSTOMERSERVICEBEHAVIOURS 1) MOTIVATED: I am really motivated to serve our customers and put my personal signature of a job done well on all that I do. 2) SKILLED: I have the technical skills I need to do my job well and seek to update my skills regularly. 3) KNOWLEDGEABLE: I know the products and services available at any given time and I keep updated on all new ones to serve customers. If I don’t know I go and find out. 4) AUTHORITY: I know the rules of my organisation including my freedom to act in the customers best interests. 5) COMMUNICATOR: I have the communication and social skills to connect and communicate with customers and the team. 6) PROACTIVE: I have an eye for detail, know what is important, take action when I see things aren’t right and own the problem until it is solved. 7) EMPATHY: I understand the customer agenda. I empathise with the customers and with fellow team members in doing my work. 8) SELF AWARE: I am aware of how I come across to others and seek to represent our brand and values when in role. 9) EMOTIONAL COMPETENCE: I manage my own feelings and stay in role whenever I am serving customers. 10) ENGAGED: I have a sense of urgency and passion in the way I deliver my role – I love my work and adding value by delighting customers. I believe in the team I work with. Customer service BEHAVIOURS
  63. 63. 63CUSTOMERSERVICEGUIDELINES 1.Consistency and Reliability: we have clear standards for performance that all our employees know and live by. 2.Be Responsive: we focus on customer experiences and know it is all about delighting them. Helpful is our minimum standard. 3.Assure: we make sure we recover well when things go wrong – putting things right for the customer and learning from it. 4.Empathise: we read, understand and respond to the emotional content of our customers needs. 5.Provide better tangible products: we ensure we provide the best products and touch points for the customer that we can. Our aim is to delight. 6.Courtesy: we retain good manners at all times as we build and maintain a relationship based on two way respect. 7.Skills and technical competence: we ensure our people have the knowledge, skill and ability to do the job to a high standard . 8.Integrity : we live our values at all times. 9.Ease of use: we make doing business with us as easy as possible. 10.Awareness in our communications: we deliver our communications based on a commitment to making it easy for our customers to do business with us rather than prioritising our own needs. 11.Understanding: we have the ability to listen to customers and constructively respond to them. 12.Safe and Secure: we take care of our customers safety and information security needs at all times. Customer Service GUIDELINES
  64. 64. 64CUSTOMERSERVICECUSTOMERSWANT 1) Consistency: Customers want you to consistently deliver a quality product and service geared to their needs. 2) Help: Customers want you to help them and listen. Show them respect, empathise and hear their unique needs. 3) Usability: Customers want you to design customer processes with them in mind not business ease and operational efficiencies. 4) Under Promise, Over Deliver. Customers want you to deliver on your promises. 5) Ownership: Customers want you to take responsibility. Walk them through any problems to a solution. In other words, own their concern and see it to a resolution. 6) Experience: Customers want you to pay attention to the details. Use their name, call back when promised, choose your language carefully and create an experience because you are passionate about customer service and serving them! 7) Focus: Customers want you to remember it is their time and money. You are not doing them a favour. They are doing you one – so deliver and put them at the heart of everything you do. 8) Delight: Customers want you to go above and beyond the call of duty to deliver in a way that delights them and differentiates you. WANTS Customer Service Here is a simple but powerful rule: always give people more than what they expect to get. Nelson Boswell
  65. 65. Gifts complaints as gifts 65CUSTOMERSERVICECOMPLAINTS Every business has to deal with situations in which things go wrong from a customer's point of view. However you respond if this happens, don't be dismissive of your customer's problem - even if you're convinced you're not at fault. Although it might seem contradictory, a customer with a complaint represents a genuine opportunity for your business – a gift. if you handle the complaint successfully, your customer is likely to prove more loyal than if nothing had gone wrong people willing to complain are rare - your complaining customer may be alerting you to a problem experienced by many others who silently took their custom elsewhere. Complaints should be handled courteously, sympathetically and - above all - swiftly. Make sure that your business has an established procedure for dealing with customer complaints and that it is known to all your employees. At the very least it should involve: • listening sympathetically to establish the details of the complaint • recording the details together with relevant material, such as a sales receipt or damaged goods • offering rectification - whether by repair, replacement or refund • appropriate follow-up action, such as a letter of apology or a phone call to make sure that the problem has been made good If you're proud of the way you rectify problems - by offering no-questions refunds, for example - make sure your customers know about it. Your method of dealing with customer problems is one more way to stay ahead of your competitor. However, when it comes to dealing with customer complaints also recognise your employees have rights too. It goes back to life position 1 – adult to adult conversations.
  66. 66. When a customer calls up with a complaint, we obviously can’t change the past. But we have an opportunity in how we deal with the present – it is a gift! When a customer calls up with a complaint, we obviously can’t change the past. But we have an opportunity in how we deal with the present – it is a gift!
  67. 67. Customer Service TIPS 67CUSTOMERSERVICE30TIPS 1. It's Really Quite Simple - Customer service is just about the basics, it’s about reacting swiftly to satisfy customer needs and then continuously use that precious feedback to innovate your offerings and process! 2. People First - Serve your customer not your business systems…never let your business systems dictate how you do business! 3. Under Promise & Over Deliver - Never promise more than you can deliver. It’s always better to exceed customer expectations than to disappoint them. 4. Communicate, Communicate, Communicate - Keep your customers apprised of a situation- Communicate with them. Most people are understanding if they realise they are not being ignored and they are treated as if the matter. In these tough economic times, not only price is important, but service is paramount. 5. Put Your BEST People On The Phone - The #1 key to customer service is to understand that customer service is a skilled trade and should not be considered an entry level position. Pay attention to what the customer is saying and don’t attempt to do something else at the same time. 6. Say It Again - Acknowledge the customer’s issue by relaying it back to them to make sure you understand they’re asking. It validates the customer and ensures that you understand the issue. 7. No Sweeter Word In The English Language - Remember names! 8. Be You, Not a Script - Get off the script—LISTEN and respond to what’s really going on. 9. Use Your Pleasant Tone - Use hopeful and helpful words. If you’re going to do something for your customer, then why not get “extra credit” by using words like, “I’d be happy to…” or “It would be my pleasure to…”- These hopeful and helpful words make the customer happy and make you feel good. 10. Action After words Matters - Follow through to ensure your (internal/external) customer commitments are honoured. Here are 30 tips to show how easy it is to identify what to do – it is much harder to do it consistently. Get your employees to come up with at least 100 Tips and share them.
  68. 68. 68CUSTOMERSERVICE30TIPS 11. It's OK Not To Know, It's Not OK Not To Address - Admit when you don’t know something BUT follow through with finding out the answer for them – not passing them on to someone else. Nothing will form a bond with your customer quicker than you revealing that you are human. 12. How Can We Make It Better? - Ask your customer, every single time, if there is anything you can do better or different to make them happier the next time. Sometimes, they give you priceless feedback that changes the way you do business. Often, that question alone fixes issues. Always they appreciate being asked. 13. Half Empty Or Half Full? - When we treat our responsibilities as tasks, we treat our customers as tasks; they end up feeling processed. When we treat our responsibilities as opportunities to create positive experiences, customers feel valued. 14. What's The Next Step? - Before ending a call, make sure that both of you and the customer have a mutual understanding of what has/will be done to resolve their issue. 15. Go The Extra Mile - Customers always recognize the extra effort. They will remember and repeat to others your “above and beyond” attitude. In this time of “automated, cannot reach a customer service person atmosphere” a personal touch goes a long way. 16. We're All Humans Here - Listen from the customer’s perspective – not from your procedures. “Proceduritis” is one of the top three killers of customer service. 17. Communicate With Strength - Too many customer service representatives take the weak road and lack confidence when discussing issues with customers. If you’re not confident in your product/service, they (the customer) are not going to be confident in talking with you. 18. Relax, Then Relate - If you are relaxed you will put your customer at ease. If you are relaxed you will relate to them in an effective and powerful fashion. Otherwise you will miss the boat and not make the human connection you need to make. Top notch customer service is all about the human connection. Customer Service TIPS
  69. 69. 69CUSTOMERSERVICE30TIPS 19. Make People Feel Important - Every company out there knows customers are important. But as a customer how important do you normally feel when dealing with these companies? With all the advertising and all the talk about customer service, with all the blather about customer-centric companies, making people feel important is still the easiest way to differentiate yourself, and your company from the competition. 20. Go Above And Beyond - Manage customer expectations, and then exceed them. 21. Feel Their Pain - Walk a mile in your customers’ shoes. 22. Be Fun, Be Real -Have a graceful, humorous, or personalized error message ready to be put up in the event of a page or site outage to let the customers know you’re aware of and addressing the issue. 23. Put Your Money Where Your Mouth Is - Guarantee 100% customer satisfaction or give them their money back. 24. Served Their Way - Sell the way your customers want to buy. You might prefer customers order off your website rather than by phone, but what do THEY prefer? Stop doing what’s easy for you and start doing what’s easy for them. 25. Make It Simpler, Not Simple - Most customers don't understand what you do nearly as well as you do. That's why they are customers after all. So make sure you communicate and deliver things as simply as possible... but DON'T make you service or product simplified. Your job is to make the customer consumption of your product or service really easy, but it is not your job to make the product or service itself simple and watered down. 26. Be The One - One stop shopping is preferred and promoted; where possible avoid transferring calls and e-mails. 27. The Higher Road - Always answer an angry e-mail with kindness and diplomacy. 28. Focus More - Focus on what they need, not what you “sell” and always give value added. 29. Smile, They are Listening - Smile while you are on the phone with a customer. It really does make a huge difference. 30. Make It Memorable - Create a memorable experience for your customers so they continue to keep coming back! Service is a vital part of the experience. Customer Service TIPS
  70. 70. If you’re not serving a customer, you better be serving someone who is. If you’re not serving a customer, you better be serving someone who is.
  72. 72. Internal service providers (Audit, Finance, HR, IT, Operations, Procurement, Properties, Communication, Risk etc) regularly suffer issues around how they are perceived. Many do not pay enough attention to their internal brand and how they communicate with their internal colleague customers. They are often seen as an internal cost centre and their clients don’t see them as equals or partners. They are seen to have a monopoly in the business and their clients may question: their abilities versus external providers; the lack of clarity on their value proposition; their teams business literacy and the jargon they use when they communicate with them. As an internal service provider how can you begin to improve the level of understanding on what you offer and increase satisfaction in the delivery of your service? 7 steps to rebrand internal service providers 1) Get clear on your value proposition – What does the customer gets by using your service or advice?; How do you go about doing what you do?; Where do you add value?; How does your value proposition align with other service providers?; How can you work together? Ask them. 2) Brand - How do you support the external brand and values in how you deliver your service?; Where is the line of sight to your external customers?; What does this bring to your value proposition? Ask them. 3) What do they want from you and value about your service?; What is in it for them? Ask them. Put your internal customers at the heart of what you do. 4) How do you currently engage with them? What communication channels do you use?; Do you deliver what you communicate that you do for them? Ask them. 5) Can you improve the experience and make it customer friendly – the offer, delivery of the service, the ease of use for them and access to your services? Ask them. 6) Can you improve the communication? – How you let people know about your services?; How you make them feel like customers?; and how you communicate? Ask them. 7) Communication counts - Typically you communicate to inform, instruct, educate and hopefully engage your audiences – use this guide to kick start the improvement process - articulate your value proposition, understand your audiences interests and needs, improve your communication effectiveness and become a partner that adds real value. 72COLLEAGUESARECUSTOMERS are customers colleagues
  73. 73. What many companies fail to focus on, however, is the primary path to exceptional customer service: internal colleague service. Internal colleague service is the service we provide fellow colleagues and other departments within our own organizations, as well as our suppliers and anyone else with whom we work to get our jobs done. It is what we do when a colleague asks for information he needs to complete his main task for the day; it is what we say when someone asks for the addresses of our contacts; it is how we greet the colleague when he walks into our office with an "I need something from you" expression on his face. Working together: All these things can be seen as interruptions that take us away from our "real" jobs, yet they are vital to your company's success. If you see a gap between your "real" job and the needs of others in your organization, you need to rethink what your real job is. In helping others in your company, you help your company succeed. By working together the entire team can contribute to the experience. Sitting down with each department and talking about your products and services, and getting their feedback on ways to improve the level of service, and specifically, how they think you could really provide that wow experience by offering something unexpected, and something that adds a personal touch. Superior internal colleague service improves morale, productivity, employee retention, external customer service and, ultimately, profitability. We hear that great customer service experiences depends on excellent internal colleague service. If you work in organisation that respects you, treats you well and gives you great service you are more likely to deliver it to others. But what does that mean? Let's look at some definitions. 1. The external customer is someone buys, pays your employer, and ultimately makes your job possible. External customers have choice, and if they don't like your product or service can take their business elsewhere. are customers colleagues 73COLLEAGUESARECUSTOMERS
  74. 74. 74COLLEAGUESARECUSTOMERS 2. An internal colleague team or internal service provider can be anyone in the organisation. An internal customer can be a co-worker, another department, or a distributor who depends upon us to provide products or services which in turn are used to create a deliverable for the external customer. In general, internal colleagues don't have a choice. For example, if the sales department doesn't like accounting's credit policies, they can't fire that department and hire another. This often creates resentment and builds barriers within organisations. Start with the mindset that says our internal provider teams need to be great to deal with and want to serve, so our people want to work with them rather than being forced to work with them. Also mind your language: Front and back office can suggest two tiers. Think how Disney do it: on and off stage but all still essential for a great performance. Outstanding internal colleague service is simply good business. Internal colleague service can flourish only in high communication environment. To create positive internal colleague service, all departments work together collaboratively, agree on processes and procedures, and negotiate expectations. Like gears meshing in sync, interdependent business units meet each others' needs, work productively together to meet common goals, and deliver high quality products, services and experiences to the external customer. The focus on developing effective internal colleague service helps organizations cut costs, increase productivity, improve interdepartmental communication and cooperation, boost employee morale, align goals, harmonise processes and procedures, replace interdepartmental competition with interdepartmental cooperation and deliver better experiences to the external customer. Excellent service to the external customer is dependent upon healthy internal colleague service practices. Map out the journey for different colleague teams to see what it shows you. Where are your key colleague touchpoints? are customers colleagues Start with the mindset that says our internal provider teams need to be great to deal with and want to serve, so our people want to work with them rather than being forced to work with them. Also mind your language: Front and back office can suggest two tiers. Think how Disney do it: on and off stage but all still essential for a great performance.
  75. 75. Deep down, we believe that the problem put simply, is THEM. They, of course, believe WE are the problem. Deep down, we believe that the problem put simply, is THEM. They, of course, believe WE are the problem.
  76. 76. 76COLLEAGUESARECUSTOMERSCOMMUNICATION The foundation for outstanding internal colleague service is excellent interdepartmental communication and collaboration. Dialogue between internal colleague teams and internal providers (or vendors) must include agreements about the following topics: 1. Clear expectations. On both sides through Service Level Agreements (SLA’s) or simply communicating the principles and processes you work to (One Page) . Mutual respect of those expectations. No hijacking or pulling rank to get work done. Clear briefs including timelines and any special requests. It is ok to ask a favour but not every time. 2. Internal Provider Responsibilities. ‘Help me to help you’ – what I need in order to meet your requirements is….. This is the way we do it and these are the timeframes. It is simply about clear and explicit communication. Explain what it means to be a great customer. 3. Colleague Team Responsibilities. Most internal customer service problems are a result of the 'silo' mentality where people and departments work in isolation, consider only their own priorities, and think others are sitting around twiddling their thumbs with nothing to do until an internal customer screams "Jump!" in a last minute panic. Colleague teams must take responsibility for understanding how their request fits into overall workflow and priorities. They need to communicate their needs clearly and map out timelines. 4. Negotiated Priorities. With internal colleague service, most customers believe the provider should intuitively understand priorities because they all work for the same organization. This is false! A discussion about priorities must be part of the expectation- setting talk. are customers colleagues
  77. 77. 77COLLEAGUESARECUSTOMERS are customers colleagues 5. Communication. Always keep colleagues informed on project progress. Nobody likes to be blindsided by delays or last minute requests for additional information. In addition think about the service you are providing within the framework of the overall colleague experience and how it impacts on the customer experience and profitability. This can include: 1. Orientation: provide HR with up to date information on your services for colleagues to include within the induction process. Think of the new colleague experience in developing these materials. 2. Get out of your 'silo‘: Take a break with co-workers from another part of your organization. Talk to them during lunch about what's happening in their department. When everyone works so hard they can become myopic, lack perspective and be ignorant about how other functions operate. Attend other teams meetings. Encourage cross departmental events and training. Get known on company wide internal social networks as someone who helps others deliver. Have a bit of fun, use discovery skills to identify unusual inter departmental mixes with a customer experience lens. 3. Open your vision to the big picture: When talking to co-workers from other departments, develop an understanding of how the whole organization works. How does your contribution fit into the big picture? What do other departments need from you to meet their goals? Think outside your function and department, and think holistically – work together as one.
  78. 78. JIM ROHN There are always a half dozen things that make 80 percent of the difference. A half dozen things. Whether we are working to improve our health, wealth, personal achievement or professional enterprise, the difference between triumphant success or bitter failure lies in the degree of our commitment to seek out, study and apply those half dozen things.
  80. 80. time Time is an equal opportunity employer. Each human being has exactly the same number of hours and minutes every day. Rich people can't buy more hours. Scientists can't invent new minutes. And you can't save time to spend it on another day. Even so, time is amazingly fair and forgiving. No matter how much time you've wasted in the past, you still have an entire tomorrow. (Denis Waitley) Why did we start this little Fact Book with what are you going to start doing and what are you going to stop doing? It is the BIG excuse – current workload, targets, balance, income, commitments, priorities etc. Time is a leveller – we cannot manage time – it’s a fixed asset – it is all about choice – how you choose to spend it and where you choose to make savings. How can you work smarter? Is it an important part of your job or for your career do you need these skills? It is unlikely that you are blessed with hours of free time each week – so it is a matter of priorities and making the right choices. If it stays as a should or could rather than a MUST it is unlikely you will build any momentum. Decision time – make customers count! So WHY is the customer experience a MUST right now for YOU and YOUR Business? 80CUSTOMERSCOUNTTIME Great ideas but I don’t have time !
  81. 81. 81CUSTOMERSCOUNTRESOURCES resources BooksWeb 1. Delivering the Customer Experience: Mark Dorgan 2. Demand: Creating What People Love Before They Know They Want It. Adrian Slywotzky 3. Customer Experience Management: Bernd H Schmitt 4. Building Great Customer Experiences: Shaw & Ivens 5. Do More Great Work : Michael Bungay Stanier 6. The Disney Way: Capodagli & Jackson 7. Onward: Howard Schultz 8. Contented Cows Give Better Milk: Catlette & Hadden 9. Revolutionise Your Customer Experience : Colin Shaw 10. Be Our Guest: Disney Institute 11. The Richer Way: Julian Richer 12. The Starbucks Experience: Joseph A Michelli 13. Ten Customer Experience Mistakes to Avoid. Bruce Temkin 14. Management in 10 words. Terry Leahy 15. 5 Star Service. Michael Heppell 1. 2. 3. 4. 5. www.experiencematters.word 6. 7. 8. 9. 10.
  82. 82. 82CUSTOMERQUOTES Customer QUOTES • If you get everybody in the company involved in customer service, not only are they 'feeling the customer' but they're also getting a feeling for what's not working. That's the key - listening to make sure that you understand the customers and that you make them feel that you understand. When a customer calls up with a complaint, we obviously can't change the past. But we have to deal with the problem. Penny Handscomb • If you want to be creative in your company, your career, your life, all it takes is one easy step… the extra one. When you encounter a familiar plan, you just ask one question: What ELSE could we do? Dale Dauten • In business you get what you want by giving other people what they want. Alice MacDougall • In the world of Internet Customer Service, it's important to remember your competitor is only one mouse click away. Doug Warner • It starts with respect. If you respect the customer as a human being, and truly honour their right to be treated fairly and honestly, everything else is much easier. Doug Smith • Maybe 'Customer Service' should be more than one department. SAP Ad • Never underestimate the power of the irate customer. Joel Ross • Organizations have more to fear from lack of quality internal customer service than from any level of external customer service. Ron Tillotson • People don’t want to communicate with an organization or a computer. They want to talk to a real, live, responsive, responsible person who will listen and help them get satisfaction. Theo Michelson