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Bookends
Author: Jeannie Walters
March 26, 2009
Irrational creatures as we are, we don’t remember or recognize the whole of every situation. When evaluating experiences, we as customers tend to remember just the end result. This is referred to as the Peak-End Rule. Our CEO, Bill Cusick, dives into that and other customer experience concepts at length in his upcoming book: All Customers Are Irrational. Understanding What They Think, What They Feel, and What Keeps Them Coming Back. (We’re very excited about it!)
Case in point: my recent experience with the Park District. While I’m a fan of their camps, swim lessons and programs for little ones, their registration process is abysmal. So, while I may be an elated customer at the end of a particularly well-coached season of T-ball, I start the whole process over and remember why I don’t trust the “front office” experience. This registration process is enough to caution friends about.
Here’s a snapshot of what the registration process is like for one harried and frantic mom (me):
Step One: Try to remember my online registration information, which is not intuitive or easy.
Step Two: Go through entire online registration process, which is not user-friendly or focused in any way. It is also difficult to determine success until well past payment.
Step Three: Curse the lost 20 minutes of registration since for some reason it was UNSUCCESSFUL!
Step Four: Find the phone number on the printed catalog (since it’s not easy to find on the site).
Step Five: Call the number to discuss the situation with someone at the office. She informs me there is nothing they can do since they can’t see anything on their end. I’ll just have to wait and see.
Step Six: Miss the camp lottery deadline since “wait and see” resulted in no new information.
Step Seven: Find out I need to re-register completely and have missed the deadline. Every second counts to get in a remaining spot, or on the waiting list.
Step Eight: Discover the online system is down - AGAIN - and have no option but to fill out the form and fax to the number.
Step Nine: Receive confirmation and realize my registration numbers were not entered correctly. So filling out the days/times along with the program numbers was a moot point - the data entry was only concerned with the program numbers and mistyped my 7 as a 1.
Step Ten: Call the number and explain the situation, only to find out the class is full and there is a long waiting list. Settle for a much less desirable time and become #5 on the waiting list for the original class.
Part of my frustration with the process is the lack of empathy or understanding for my frustration. I have tried to follow the rules, only to become victim to their available tools not working. The lack of customer-focus in the beginning of the process sets up a frustrated customer from the start.
What could they do to solve this?
- Understand the typical customer. Develop personas so those dealing directly with customers understand where they’re coming from and what their situations are. Most moms like me are focused on getting our kids involved in great activities and making time to do this in between work, family, school, friends, etc. We’re busy. The #1 factor for us as customers is convenience.
- Walk through high-stress processes, like a time-sensitive registration, so those supporting the process can really get it. If something isn’t working, find alternatives!
- Make the online experience user-friendly and intuitive. Small changes could make a big difference. It’s time to call an outside resource (like Vox) who can help prioritize which changes will have the best impacts.
- Finally, ask customers to help! Get customers involved with web testing, phone support scripting and advisory boards. Your customers want to help!
The bookends of any situation are critical in helping us define them. Let’s hope the camp sessions will end on a high of awesome proportions. This will inevitably help me look back and forget (some) of the registration nonsense.
Phew! It’s only March and I’m already exhausted from summer swim classes!
Moral of the story: EVERY interaction defines your customer experience. How well do you know yours?
Follow Jeannie on Twitter at www.twitter.com/jeanniecw
The Magical Answer to Improved Customer Experience!
Author: Bill Cusick
March 23, 2009
The more I read, the more it seems like there must be some silver bullet solution for increasing customer retention and profitability through an improved customer experience.
Is the trick a new “CRM 2.0″ software package, or does the answer lie in evolving social media dynamics? Maybe it’s a Web solution, or a new way to measure customer satisfaction.
The truth is, of course, it’s no one thing that you do or buy or implement. The answer lies, ultimately, in the heart of your organization. Are you committed to creating an experience your customers love? Because when it comes down to it, your customer doesn’t care if you spent a bunch of money on a CRM platform, or if you’re now measuring loyalty instead of satisfaction. Your customer feels the way he or she feels based on the perception that you actually care. And the secret to creating that perception is…(drumroll)…to actually care.
Because once your company actually cares, you’ll do all the other things that will create a customer experience that really works.
Using Technology to Save Lives at the Grocery Store
Author: Luis Serpa
March 20, 2009
Why put the responsibility on customers to check out recalled products that can hurt or, sometimes, even kill them? Yes, companies (or interested parties) try all they can to push the information to all involved so they can take action before something happens, but why not use the power of technology to avoid a potential customer experience nightmare?
Well, some ideas around that are starting to brew among California lawmakers: program supermarkets computers to trigger an alert when recalled products arrive at the checkout counter. This would be a perfect way to stop tainted food from ever reaching the consumers’ table.
The idea seems sound and is actually not that difficult to implement. Most big chains already have systems in place to process marketing and loyalty promotion associated with products at checkout. Adding another trigger is mostly a matter of finding an effective way of distributing updated lists of recalled products.
Besides the obvious reasons to do this (say: saving lives!), it could save the companies a lot of money in handling after-the fact complains and, in the worst cases, negative publicity.
I can’t wait to see something like this being implemented outside of California and beyond just supermarkets and grocery stores. Don’t you?
Follow Luis on Twitter at www.twitter.com/luiserpa
Customer Experience Week Continues: The Apple Store
Author: Luis Serpa
March 19, 2009
I am now totally addicted and dependent on my iPhone. The thought of being without it gives me shivers, so you probably can relate when , on Saturday morning, all my songs went mute and I realized the problem was with the phone itself instead of the earbuds.
Long story short:
- I called Apple’s technical support and, despite the not-so-short wait time, the call-center rep listened to my description of the events, confirmed the actions I had taken already and didn’t seem to be reading from a script where she would make me repeat every single action I had already described in the beginning. (They seemed to understand that Not All Customers are Equal.)
- She told me that I would need to go to an Apple Store and promptly told me the 3 nearest ones with the expected waiting time at each. She then recommended scheduling a time with her so, by the time I arrived at the store, I wouldn’t have to wait any longer.
- At the store I was received by an “Apple Genius” who tested my phone with several different earbuds until he was sure the problem was with the phone. He asked if he could try to restore the system to its factory default (to make sure it was a hardware problem instead of software) and he was very conscious of setting the expectations of the process (I would have to restore my backup later on iTunes).
- 15 minutes later, with the system reset, he confirmed that the problem was indeed with the hardware and asked me to wait 5 minutes while he checked something in another room. At that point my expectation was that he would ask me to leave the phone to be analyzed and fixed (it was just a minor problem after all) and I prepared myself for the inevitable time I’d have to spend without my phone.
- Instead, he came back 5 minutes later bringing a box with a brand new iPhone. Opened it, tested it and gave it to me, asking me to sign a simple one page document confirming that I had received a new phone in replacement of the defective one. That’s it! No down time, no hassle, no stress, no questions asked. Just take your new phone and enjoy.
- I left for home happy with the outcome and suddenly the prospect of having to restore a backup with my data and applications didn’t seem at all daunting.
My rational side quickly considered the whole situation and I realized 3 things:
- Their systems were probably integrated (call-center and stores) to help even out downtimes during the hours stores are crowded.
- My broken iPhone will probably be fixed, refurbished and sold to someone for less, certainly minimizing the cost of the process.
- While I waited, everything around me in the store was nudging me towards getting an Apple computer.
The key point here is that they achieved all these points by being focused on ways to provide the customer with a better experience. A REAL focus on the customer creates advocates of the brand, induces loyalty and increases retention. As a result, your business is more efficient and profitable.
Follow Luis on Twitter at www.twitter.com/luiserpa
It Must be Customer Experience Week… Or Something
Author: Luis Serpa
March 18, 2009
It’s sad to admit it, but good customer experience is rare. So rare that when we get one we feel all warm and surprised and run to tell everyone about it. They are (unfortunately) so rare that even working this field, I don’t see good examples of CX quite often enough.
This weekend, I had some exceptional customer experiences. There must be some sort of CX event happening around town right now, a kind of “Treat Your Customers Well Week,” or something. If there is one, I have to say: it is working!
Here’s one of my surprising experiences:
Exceptional Experience #1: GEICO Express Shop
A few weeks ago, I hit a tall curb and broke my wife’s Civic’s bumper. Nothing big, but enough to need the whole bumper replaced and to have that dawning sensation of insurance/body shop stress rushing at you at full speed. I was able to find a Geico Express Shop close to me and schedule the work for last week. Long story short:
- The adjuster noticed that we arrived early and immediately came to talk to us. She saw we were in a hurry and started the process right away. We were out of the body shop even before the time we were officially scheduled to start.
- Nice welcoming and explanations. She seemed honestly concerned if anything serious happened and if everyone was okay.
- She was good at understanding our needs and then setting the right expectations.
- The work was done before I expected (again, the right expectations were set in the first place), and I found myself in an odd situation: I was alone when I received the call that the car was ready. I couldn’t just drive there to get the car since then I wouldn’t have anyone to drive MY car back home. From my perspective, my only options were to walk there, call a cab or leave the car there another week until my wife was back in town. The adjuster again promptly asked me, “Do you have a spare key for this car?” I said yes, and then she suggested that they drive my car to my home and leave it locked in my driveway with the keys inside.
- When I got home, later that day, the car was safely locked in my driveway. Inside it was the car key, a complete list of the services, my receipt, a Thank You note and a box of cookies…
My rational side quickly considered the whole situation and I realized 3 things:
- In each circumstance, it was already in their best interests to get me in and out as quickly as possible.
- Nothing they did incurred an extra cost or service they didn’t already provide (well, maybe the cookies, but that’s negligible).
- These were all simple actions that, when combined, minimized the stress factor of the experience and eliminated possible conflicts or attrition points.
The key point here is that I don’t believe they were thinking in those terms. They achieved all these points by being authentically concerned with how they could provide me with a better experience. A REAL focus on the customer provided them with a more efficient process and, I would dare say, more profitable results.
Tomorrow, I’ll let you know what happened at the Apple Store.
Follow Luis on Twitter at www.twitter.com/luiserpa
Can Restaurants Handle the Truth?
Author: Peggy Entrop
March 17, 2009
An article caught my eye in this week’s Crain’s Chicago Business discussing how certain legislation may require restaurants to put calorie counts for their food on menus. You can read the full article here.
You may be able to guess why some restaurants are concerned. The article reads, “At least one recent study has shown that calorie counts can change consumer behavior, meaning customers might opt for the grilled chicken over the Big Mac or cut back on fast-food trips altogether.”
There is much debate over whether this is a good idea or not, but the thought occurred to me. If customers are aware of what they are actually buying, will they make a different choice? Could I go as far as saying, “If we can’t deceive our customers, they won’t buy from us?”
In recent years, there has been a sharp increase in transparency about calorie content. I can easily find calorie counts for any major restaurant online. And, honestly, it really hasn’t changed my food choices. I wonder, though, if it has encouraged restaurateurs to be more focused on what their customers want, and seek out economically feasible ways to give them what they want.
That seems like a step in the right direction to me.
Customers Speaking Up
Author: Peggy Entrop
March 11, 2009
I recently went out on the cold streets of Chicago to talk to people about their recent customer experiences. Here’s a quick (fun) video of some of their responses…
Follow Peggy on Twitter: www.twitter.com/entrop
My Most Frequently Asked Question
Author: Jeannie Walters
March 10, 2009
When people get to know Vox, you’d think they would ask “What is customer experience, exactly?” OR “How can you really make a difference in a total experience?” Sometimes they do. But other times, they ask me this:
HOW can you work with your brother??
(For the uninitiated, Vox CEO Bill Cusick & I are siblings. He’s #2 and I’m #5 of 5 kids.)
But, on his birthday, I thought I’d use this forum to explain why, after 12 years, we still work together willingly.
1. It’s about respect.
At the end of the day, we both respect what the other has to say. Sure, we disagree, we cajole, we criticize. But we HEAR each other.
2. It’s about fun.
Bill and I both believe in fun at work, and it shows. (Notice the Vox 10th anniversary Pimp Cup in the picture from our 10th anniversary party above.)
3. It’s about expertise.
It’s hard not to like learning every day from someone who is a true student of what we practice as a company. Bill’s book, “All Customers Are Irrational,” will be coming out this summer. It’s a great read and shows a lot about what a student and teacher on Customer Experience he’s become.
4. It’s about family.
Like it or not, we’re related. From the beginning, we made a choice to respect the fact we are part of a family that we both want to stay a part of. That means no work fights at Thanksgiving.
So, HAPPY BIRTHDAY, BILL! Here’s to many more…
Follow Jeannie on Twitter at www.twitter.com/jeanniecw
The Wisdom of the Crowd
Author: Luis Serpa
March 9, 2009
Every once in a while a site comes up with a new UI (User Interface) concept or idea that forever shifts the paradigm of the market and redefines people’s expectations on information architecture and element positioning. In other words: sometimes an unexpected new design element may change the way you see things enough to make you think that was the right way of doing it all along.
On the other hand, some UI patterns and best practices are so ingrained in users’ minds that eventually every site just surrenders to it.
The “Search Box” on the top right of the screen seems to be one of those UI paradigms tested through times and never relenting. Twitter is the very last example of this that comes to my mind. In their new design (released this week) several modifications were acclaimed by users as a much needed evolution to this emerging tool and, in between all those modifications, one stands out right away: The Search (care to guess where it was placed?).
No big findings, just the subtle fact that most of the time you don’t need to come up with big game changing solutions for everything you do. Usually, if you already have a good product or service, all you have to do is to keep evolving it by listening to your customer needs and giving what they want through the conscious use of UI best practices.
Follow Luis on Twitter at www.twitter.com/luiserpa
Don’t Try to be Genuine
Author: Luis Serpa
March 6, 2009
A recent post from Kathryn Jennex (aka @northernchick) generated a very passionate discussion yesterday about what it is to be “genuine.”
It is a great post and I recommend reading it with all its comments but, apart from the insight on human relationships and perception, the post really got me thinking about how the urge to be genuine can affect some companies and their brands.
Like individuals, companies also fail sometimes at trying too hard to be original or genuine without actually trying to understand WHOM they are trying to reach. They usually forget that being “genuine” has nothing to do with how you want to project yourself and everything to do with other people’s expectation of how you ought to be. Our perceptions (and choices) are distorted by so many unconscious inferences and feelings that it is impossible to ascertain one’s true aspect behind all these irrational filters.
So, what should a company do to become genuine? I’d say NOTHING. You either ARE or ARE NOT genuine already in your niche. Trying to be genuine beats the purpose of being genuine. By trying to be something different than what you are now you get farther away from your true self and thus become less “genuine.” Also, the attempt to change (at least in that context) is just a lame attempt to reach outside your own niche. If that’s not what your company is really about, all you will achieve is to disengage your loyal customers and look fake to your prospects.
The only real way to reach outside your current niche is to EVOLVE beyond what your company may represent to them today. By listening to your current customers and addressing new needs, your company can improve on its core and become more than it was before, WITHOUT losing originality. If that happens, you will be genuine to both current and prospect customers, even when each group is seeing a different aspect of your brand.
The customers are the ones judging how genuine we really are. In the end, it is all about the Customer Experience.
Follow Luis on Twitter at www.twitter.com/luiserpa
