I’m returning from a two-day Action Workshop, wrapping up a four-month journey mapping project. In the first day, we shared the literal voice of the customer, collected through 46 video interviews with customers. These video interviews shared the power of when the customer experience goes right, as well as the ramifications of when it goes wrong. At one point, there were audible gasps from the attendees after one former customer shared his experience with our client. Read more
“All happy customers are alike; each unhappy customer is unhappy in its own way.”
Okay, that wasn’t really my quote – I’m paraphrasing Tolstoy’s Anna Karenina, where he wrote “all happy families are alike; each unhappy family is unhappy in its own way.” But it does fit at least some companies’ experiences.
This is especially true with a client we’re working with right now. The happy customers sound so similar that it’s almost boring. Almost. They like the people; the product does what it’s supposed to do, and customer expectations are set appropriately. Unfortunately, that description only applies to half their customers. Read more
We launched our book at this year’s CXPA Insight Exchange. We’d shipped them to the hotel ahead of time, but when I arrived, they were nowhere to be found. My tracking information showed they had been delivered, but nobody knew where they were.
As our book gains traction, readers tell us they appreciate our focus on starting journey mapping by targeting an identified business problem and using this to drive customer-focused change.
We interviewed dozens of CX leaders on how they did this, including Mark Smith, formerly of Element Fleet Management Corporation. Mark spoke on multiple topics, but my favorite was the need to develop a Killer Metric.
The Killer Metric isn’t NPS, Trust, or Customer Satisfaction. It’s one business KPI (Key Performance Indicator) that you use to rally the team to focus on meaningful change. He discussed how Amazon uses contacts per order – the more people call or chat, the worse the experience (in Amazon’s world – notice that Zappos, owned by Amazon, has a very different philosophy). Delta uses canceled flights, which has the biggest impacts on their customers. Read more
- “Who knows what happened to us two years ago?” Wells Fargo’s Chief Marketing Officer Jamie Moldafsky (I originally wrote about this here)
- “Who’s heard of our product, the Note 7? [pause] Yes, pretty much everybody, in every plane trip, for about a year.” Michael Lawder, SVP, Customer Care, Samsung Electronics America
Both these speakers began their speech with a similar attempt at humor to grab the audience’s attention, referencing an event that happened in late 2016, but a small difference speaks volumes to their contrasting attitudes. This small difference shows why Samsung has fully recovered while Wells Fargo continues to falter.
Problems can happen in even the best-run company. Pixar, Amazon, GE – all have experienced problems. This post isn’t about preventing problems (although many of these – particularly Wells Fargo’s problems – should have been avoidable). Instead, it’s about what to do once it happens. Read more
Measuring Customer Experience’s (CX) business impact is hard. It’s one of the biggest challenges in passing the CCXP exam. One reason is that CX pros are very customer-focused; we’re confident that if we just focus on customer needs, the ROI will take care of itself. Unfortunately, our business partners aren’t always so confident.
My immediate answer to this is no – there’s a ton of good work happening to improve customers’ experience. But that’s a qualitative response, informed largely by the great work I see our clients doing.
We’re early in Customer Experience (CX) capability development, and I absolutely love it! We’re discovering the best practices that our successors will take for granted; “of course that’s how you do it.”
Unfortunately, being in this early stage means that some “best practices” aren’t. Some actually hinder the goal of improved CX – to create loyal customers who love your brand and come back time and again.
One “best practice” that can create a terrible customer experience is paying employees to achieve good NPS, or Customer Satisfaction, scores. This needs to stop.
I recently did an interview with Intouch Insight–see below for Part 1.
We recently sat down with Jim Tincher, founder of Heart of the Customer and Certified Customer Experience Professional (CCXP), to get his take on the customer experience landscape and how it is changing in 2018.
In part-one of this two-part article series, Jim discusses several key topics around customer experience (CX):
- The importance of Customer Experience Management (CEM)
- Where companies should focus their efforts in the early stages of developing a CEM program
- Key challenges CX professionals face and how to overcome those challenges
- Innovations in technology that will shape the future of CX
One thing we CX-ers have in common: we love our metrics. Go to any CX conference, and the room that’s filled to overflowing is probably talking about metrics.
Metrics are comfortable for us. Whether we’re talking Net Promoter Score, Customer Effort Score, or good old customer satisfaction, survey metrics give us something to share with the business. Even better, in a role that is so focused on intangibles, we have one tangible thing we can point to.
Of course, to get these metrics we need surveys. Lots of surveys. Long relationship surveys, short (but frequent) transactional surveys, and medium-length touchpoint surveys. More data to analyze and report. We need to feed the beast.
I recently ran across some research that suggests that the continuing search for these metrics may actually be hurting your company. Read more