Customer Experience is something I expect we all know a fair bit about. We are all customers and at the user end of hundreds of products and services daily, the experience of which is mostly subliminal until something exceptional happens. At this point we are propelled towards delight in one direction (tweet, tweet, fb, fb!) or deep disappointment in the other (tweet, tweet, tweet, fb, fb, fb!!)*.
As a CX researcher I pay close attention to the performance of companies called to deal with complaints, requests for refunds, dispatch of replacement items or booking appointments for repairs. Most of us understand that a company that cares about its customers will employ people who are well trained in dealing with the public empathetically, and who have a good knowledge of the company’s products. Retailers like Waitrose and John Lewis, and online retail like Amazon, First Direct and Office Depot (Viking Direct) have taken creating a positive customer experience to a fine art. They understand the equation:
Happy customers = loyal customers = customer advocates = £££
The many organisations that outsource their customer contact services needn’t lose out on achieving positive CX so long as the appointed agency understands its value to the client, and the need for training consistent with the client’s internal programme.
But just think how many times you have contacted a customer enquiries or credit control line only to be transferred multiple times across some complicated telephony system before speaking to someone who is ill-equipped to deal with your enquiry. Or, you become stuck in a queue with other equally frustrated customers. When the time comes to replace the product or renew the service contract this experience will inevitably be a factor in deciding to stick with the company or go elsewhere.
Yet, the path to CX enlightenment is not overly littered with obstacles if the company’s focus on its customer is in the correct place: at the heart of the business. So here are a few basic steps towards creating satisfied customers:
- Employ people for front line positions (sales floor, customer services, contact centre, credit control) who stand out in interviews as personable, energetic, eager to learn and empathetic
- Ongoing product and services training across the business. Of course the level of knowledge required depends on the department, but a customer services agent who can converse with a customer about a product, understand the issues and reach a good and rapid resolution is a powerful advocate for the company.
- Treat every customer as an individual, their relationship to the product or service bought (or intending to buy) is as important to the company as it is to the customer
- Improve the telephony process: reduce call answering times, speak to an operator rather than an automated redirection message, good training (as above) will ensure the caller is directed to the correct department.
- Select outsourced services such as contact centres and logistics on the basis of shared customer focus and empathy, good training and personable call handlers. Outsource agents should share the company’s values
- Go beyond the CRM in trying to understand the customer
- Set performance indicators to measure improving customer relationships, and to identify where greater attention and training is needed.
For more details on measuring customer experience levels, or any aspect of CX please contact WDG Research.
*The reference to social media where more comments are posted when customers have a negative experience than a positive one is borne out by years of CX (customer experience) research carried out by WDG Research.
This week I attended a most enlightening webinar on Customer Experience Excellence delivered by David Conway, Nunwood’s Chief Strategy Officer. In it, David compared customer experience among USA companies with UK organisations and concluded that, using Customer Experience Excellence ratings, the US is years ahead. It may be something to do with the fact that digital technology and social media are much more an integrated part of business in the USA, rather than the separate disciplines that many UK and European companies consider them to be.
More likely, according to Nunwood – and no way I’d disagree – the main reason why organisations excel at delivering good customer experience is because they excel at getting the culture right in their business in the first place. They employ people with the right attitude, who are motivated to work hard and who understand the company ethos which centers around the customer. This only really works well if it is driven from the very top of the organisation, a visionary of how the customer experience should be delivered : : think Walt Disney and the Disney theme parks.
Nunwood isolates the key constituents of good CX into ‘6 Pillars of CX Excellence’:
- Personalisation – treat the customer as an individual, understand their needs, show them you know them
- Integrity – trust, demonstrate that the company stands for something bigger than profit
- Time and Effort – value the customer’s time
- Expectations – raise the bar, go the extra mile and surprise the customer with something relevant
- Resolution – transform a poor experience into a great one, assume the customers’ innocence and see their point of view
- Empathy – show emotional intelligence to the customer
Companies that embed each of the pillars into their culture and across every channel, who continuously listen to their customers and innovate their approach to CX, are at the top of the customer experience pyramid. Companies like USAA, Publix, Disney, Costco and Southwest airlines in the USA, Amazon in USA and UK, and First Direct, Waitrose, John Lewis, Nationwide and Specsavers in the UK. All excel at their customer experience.
But what about SME’s? Adopting Nunswood’s 6 Pillars is more than just a simple case of sitting the workforce down and explaining that a few things around the place are going to change. Smaller organisations are, on the whole, more adaptable to change but possibly less committed to make the financial investment required to imbue the business with a customer-centric culture. This might involve redesigning the CRM, retraining all customer facing employees and salesforce, digitising the business for social engagement, reviewing customer support agreements – indeed whatever it takes to bring the customer into its heart.
In fact, creating a good customer experience needn’t involve massive costly change all at once. For instance, take Telephony: reduce the time taken to answer customer calls AND employ a real person with product knowledge to answer calls OR reduce the number of steps in an automatic call system before customers reach the intended department. Take e-commerce: make sure your site is mobile friendly AND customer friendly signposting AND information such as carrier tracking and returns policies are clearly shown before payment is made AND the customer can get instant feedback to questions.
Of course, as most of the great CX organisations understand, putting the customer first and central doesn’t mean losing touch with the bottom line. In this inverse relationship with business the internal investment in CX becomes the main contributor to the bottom line.
“We see our customers as invited guests to a party and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better” Jeff Bezos CEO Amazon
In this week’s research-live.com it was reported that the Market Research Society – which governs the research industry with extensive and rigid Code of Conduct – is tackling the nuisance callers who sell and fundraise under the guise of research, known as ‘suggers’ and ‘fruggers’. This insidious activity has long been the bane of the market research industry as they undermine its reputation and professionalism.
As a research agency of many years operating in this industry, and feeling at unity with our fellow agencies and fieldwork suppliers, we appeal to the MRS to raise the profile of its stand against suggers. The public has grown tired of the volume of callers claiming to conduct ‘lifestyle surveys’ and has become increasingly aware that these companies are really just harvesting personal data to sell on to third parties – a clear breach of the MRS Code of Conduct. It makes it harder for genuine CATI researchers to break through the wall of resistance and discontent felt by the public who cannot be expected to know the difference between a nuisance call and a genuine research study. While telephone interviewing continues to be an important information gathering tool, the MRS must visibly and audibly defend it.
And while we are on the subject, the public is no stranger to sugging and frugging on the high street, and it has started to invade our digital and mobile spaces too. So, we are calling for a potent authoritative voice from the body that regulates and defends its industry and is supposed to protect the participating public. This is needed now, in places where that public can hear and see it, and not in an industry journal or newsletter.
If you would like to report a sugger/frugger please contact the MRS on 0800 9759955 or email email@example.com. Your complaint will be handed over to the Information Commissioners Office, or for more serious offences the police will be contacted.
The golden chalice of any business is having raving fans who return time after time to enjoy the great experience of a good service or product. More than that, these customers exude positive messages to their contacts about their experience thereby inviting more customers and hopefully more raving fans.
But how many businesses enjoy customer loyalty and how much effort goes into winning and protecting this loyalty.
As the title of this article implies I question the existence of customer loyalty on the basis of no matter how generic or specialist a product or service is the user has unique associations with it. These associations can be belief-led, historic, cultural, aesthetic, indeed anything that motivates the individual to become a consumer/customer. Overlay these associations with individual experiences of the product or service and the result is a myriad of reasons to buy and sensitivity to change.
The marketers role in trying to hold this loyal audience is understanding the equity of the product. Tampering with the marketing mix can be a costly business; inevitably this is as likely to break the positive product associations amongst consumers as it is to give others the motivation to buy.
At WDG we have used Customer Experience days and Customer Journey models with clients as varied as high street banks to the automotive industry to demonstrate the importance in understanding the many associations customers have with their brands and products. Marketing to customer segments is often a far less risky strategy than developing a catch-all campaign which alienates the would-be loyal.
For more information on Customer Experience or Customer Journey contact firstname.lastname@example.org