Archive | Customer service RSS feed for this section

The good, the bad and the ugly

7 Dec

Slide1

Customer experience is hot right now – there are plenty of great reports and facts and figures out there that help sell the story. Some are more powerful than others, some are plain worrying and some continue to highlight the deep void between the corporate view of the world and customers’ view. Here then is a roundup of some of my favourite numbers, pulled from a wide range of sources and commentators, the good the bad and the ugly. So, do the maths, and work out for yourselves where the real issues lie.

The good news is largely about what organisations say about themselves and their ambitions and plans. The bad and the downright ugly truths are much less about talking the talk, and much more about walking it too. And, as always, when you get down to the ugly truth, it’s all about the culture in the business. After all, every business that has customers is really in the people business.

 

THE GOOD

  • 97% of global executives say that customer experience is critical to their success (1)
  • 90% of executives claim that customer experience management is a top corporate priority (2)
  • 85% of customers state that they are willing to pay up to 25% more for a superior customer experience (3)
  • 81% of senior managers believe that gaining an understanding from the customer viewpoint is very likely to lead to ROI (4)
  • 59% of large global organisations have an ambition to provide the best customer experience in their industry (5)

THE BAD

  • 79% of those who complained about poor customer service online had their complaints ignored (6)
  • 61% of customers agree that ‘different people approach the handling of issues when something goes wrong differently’. Clearly, inconsistency in treatment is always going to be unsettling. (7)
  • While 80% of big companies described themselves as delivering “superior” service, only 8% of customers say they’ve experienced “superior” service from these same companies. It’s a similar story in banking: while 78% of executives say their customer experience has improved over the last year, only 28% of their customers agree (8)

THE UGLY

  • 96% of executives say that some culture change is needed in their organisation (9)
  • Only 31% of employees are truly ‘engaged’ with their organisations, across Europe (10)
  • 30% of managers are coping with 6 or more strategic initiatives at any one time (11)
  • Only 18% of consumers globally believe that business leaders tell the truth (12)
  • Only 8% of companies can confidently declare that they have been successful in changing their culture as a result of customer feedback (13)
  • Only 5% of companies actually bother to tell their customers what they have done with the customer feedback they collect  (14)
  • Only 4% of customers actually bother to feedback and complain to the company – the other 96% don’t bother. (15)
  • Only 4% of global companies are judged to be delivering excellent customer experiences (16)
  • A mere 2% of customers feel that their expectations are always met (17)

SOURCES:

  1. Oracle
  2. Forrester, 2013
  3. Right Now, 2010
  4. Institute of Customer Service, 2011
  5. Temkin, 2012
  6. Kissmetrics, 2013
  7. Beyond Philosophy 2010, CX Trend Tracker
  8. The New Yorker, Bain Consulting and People Metrics
  9. Booz and Co 2013
  10. Blessing White, 2013
  11. Simplicity Consulting, 2011
  12. Edelman Trust Barometer, 2013
  13. Syngro, Seven global challenges 2012
  14. Gartner
  15. Helpscout, 2012, quoting Understanding Customers by Ruby Newell-Legner
  16. Temkin, 2012
  17. Oracle – 2012, the Era of Impatience

Surviving and thriving in the brave new world of customer experience

27 Jun

Slide1Without doubt, the world of customer experience is changing. I heard a great quote at a conference the other day, when the speaker said that we’ve moved from a world where companies had better technology than their customers, to one where the consumer has the better technology, and at his or her fingertips, than the companies we do business with, many of whom are hampered by old, complex, and multiple systems. Wow. That’s quite a shift in power.

That got me thinking. Lots of commentators talk now about how the world is radically changing as a result of the consumer’s new found power and status. Here then is my round up of the shifts in thinking and behaviour required for organisations to adapt to the new realities, survive and thrive.

  OLD WORLD COMPANIES… NEW WORLD COMPANIES…
EXTERNAL   ORIENTATION Serve shareholders. If making money is the goal, then shareholders and other investors, whose interests are typically short term in nature, are the masters. Serve customers. Their philosophy is, if you get it right for your customers, day in day out, then profit takes care of itself.
TIME   HORIZONS Live for the short term: a bird in the hand is worth two in the bush. Obsesses about making more money today out of its customers. Manage and plan around a different timeframe because they value the rewards that come from longer term thinking. And, they forgo the quick buck because the price to the business – losing customer trust and engagement – is simply too high a price to pay.
ORGANISATIONAL   FOCUS Are schizophrenic. They talk a good game publically about customers when necessary, and spam the organisation with posters and propaganda, but this doesn’t permeate the DNA. So, at other times, and in other meetings, the customer is entirely absent. Not only does this create confusion internally, it ultimately signals a lack of authenticity in the business. Are single minded in ensuring that the customer agenda pervades the business, in everything it does. (This is partly because they’ve joined the dots between happy customers and happy CFOs.) And that everyone is connected to the   customer agenda and how the business serves its customers. After all, if your own people aren’t proud of the customer experience they deliver, how can you expect customers to get excited?
ORGANISATIONAL   LANGUAGE Call customers (and   people) “assets”, talk about “share of wallet”, “target customers” and “owning” the customer. In these businesses, customers are numbers and scores in KPI dashboards. Are humble. They understand that the organisation needs its customers more than its customers need it. And, do all they can to relate to their customers, one by one, as   people, not numbers.
CUSTOMER EXPERIENCE DESIGN Create Frankenstein experiences for their customers: silo’d and fragmented companies create ugly, stitched-together experiences that feel disjointed, inconsistent and random. Understand that great customer experiences can’t be left to chance; they are designed with intent and require a seamless orchestration of the whole enterprise. This is how the notorious silos get busted.
LISTENING   TO, AND ACTING ON, FEEDBACK Conduct market research every now and then, query its statistical significance, what to act on and what not, and schedule improvements for next year’s plan (because delivering this year’s plan is already an impossibility) Treat feedback like oxygen, something the business needs every day to survive. They constantly listen and constantly act on the voice of the customer, and make sure the   customer sees this happen too.
CUSTOMER CLOSENESS Keep the customer at arm’s length. They’ll push periodic sales campaigns out, and control the script when selling to customers. And, yet when the customer has a query, it’s like they’re in hiding and it’s a long and lonely road to get an   answer. Jump to it. They work hard to break down the barriers, make ‘customer effort’ an important yardstick and welcome and seek out opportunities to talk and meet with   customers, who even turn up at internal conferences.
REPORTING AND   GOVERNANCE Value data and measure and monitor everything that moves. The result? Paralysis by analysis, or as I heard recently, they suffer from DRIP: they are Data Rich, Insight Poor. Ask ‘So what’? For them, less is more because they understand what really matter to customers (and therefore what drives business success), and are relentless in   challenging the data and then acting on it.
PEOPLE POWER Use targets, metrics and scripts to control and drive what their ‘employees’ are paid to do. This invariably makes it harder for the workers to do the job the customer wants   them to do.In these companies,   the Golden Rule is, would my boss be happy with my actions? Know that everything begins and ends with people, without whom there is no business. They obsess over recruiting the right people and then letting them be themselves. This   means doing the right thing for customers because the organisation sees the value in doing so.Here the Golden Rule is, if the customer was in the room, listening and observing, would they approve of my actions?

Sorry doesn’t seem to be the hardest word any more

24 Apr

Slide1

In the good old days (for “good”, read “bad”) when a company screwed up, it was a case of wait and see who notices, deal with complaints as and when they come in, and hope that nobody goes to the press. When (or if) the spotlight was finally thrown on the miscreant, a written statement to the press would have told us that the company had learned its lesson, and that such things just cannot happen today, etc. 

Well, some things don’t change; wait and see if we get caught still seems prevalent – but what does seem to have changed is the way that companies recognise they need to be much more proactive, sincere and even ‘human’ in how they respond, and to mean it!

 Saying sorry is the new black. It’s certainly not the hardest word any more    

 Take a look then at this little collection of video apologies (or, what passes for apologies, in some cases). Some are very new, some older. Thanks are due especially to the Wall St. Journal for a 2011 article that captures some good ones (referenced at the foot of this post).    

 Eurostar

 Although it looks like it was filmed in a broom cupboard, this one scores for being timely, rough and ready and, more importantly, ‘real’. And, the compensation offer is appropriately generous! 

JetBlue Airways

Here is an apology for the logistical snafus that grounded planes and people; pretty straightforward and direct, and again reassures listeners that they will learn, but with the less than specific ‘we’re-going-to-conduct-a-review-so-we-learn’ defence. On the plus side, the choice of venue is interesting – here is the COO, a man in the nerve centre of the operations, not in an anodyne media interview suite, and with his jacket off, so maybe he’s part of the solution, rather than just the spokesman? And, like many public apologies these days (Barclays in their one page ads from last year is a good example) he reminds us that he needs to re-earn our trust.      

SSE

SSE, a UK energy provider, was fined £10.5m this month for miss-selling. Here is the Managing Director of Retail in a video entitled Sorry isn’t good enough’. And yes, he’s at pains to stress that ‘it wasn’t me’, it all happened several years ago. This seems to be a sorry tale of yet another toxic culture, where targets and incentives were designed to benefit the company concerned, at the cost of its customers.  Is he truly remorseful? You decide.

Domino’s Pizzas

For a good and ‘human’ example, look no further. Here is the CEO’s response to a stupid and disgusting prank by two (now ex-) employees in one store. The interesting thing about this video is that it tracks audience reaction to the ‘believability’ of his words. This is a man talking with sincerity, passion and anger – watch how the scores shoot up as he talks of the business “reeling” from the incident, and how it “sickened” him. And of course, extra ticks for being very specific on the actions taken.

Netflix

Two people apologising, and it’s personal, but it seems to morph into a sales pitch for the new service too. Wasn’t much liked on youtube either, but then of course, there was a lot of anger around the move that eventually prompted the apology! Check it out here

Groupon

A good one, from Groupon. Scores for a very detailed explanation for what went wrong, and it’s open and humble.

Sony

Err, what’s with the backdrop ambient music? Maybe too slick? Take a look here.  

Toyota

Again, a nice one, detailed and specific, which is good. Nice to see a freephone number throughout, too, to add to the voiceover.

BP

Enough has been said about the CEO’s “I want my life back” comment already. All I can say is, don’t bother clicking on the link in the WSJ story at the end of this post, as you get a message saying, “This video is private”! Maybe they’ve decided to move on?

What, then, makes a good apology?

From the top – we don’t want to see a PR spokesman forced to go through the motions by his or her boss. We want to see it from the boss, or if not the boss, then the person accountable for ensuring it doesn’t happen again. And we want to be convinced that he or she ‘gets it’. Let’s not forget that a good apology ought to be worth its weight in gold – commentators talk of the Domino’s apology as a classic: by showing his anger and disgust, and moving to action, the CEO repaired many bridges.  

We want to see it – Press releases, full page ads, carefully crafted letters don’t seem to cut the mustard. We want to see sincerity, humility and be convinced that lessons have been learned and that things will change.  

Be specific – we want to feel that the speaker acknowledges the real details of the problem, rather than shies away from them, or talks vaguely. Without them talking about the specifics, the nagging doubt is, do they really understand what went wrong, and what it meant for those affected?

Be timely – better to be proactive, surely, than wait till the chorus of disapproval is deafening. And especially so if the trigger for the apology is a regulatory fine, or other public censure! There, the risk is the apology is perceived as too little too late. 

Actions speak louder – we want to see that the business is taking responsibility, now, and that practical action is being taken, in order to give us some belief that the mistakes of the past cannot be repeated. ‘Root and branch reviews’, internal investigations, audit committees are not the same as actions, by the way..the fear is, they are yet more smokescreen!

 

Finally, thanks to the Wall St Journal, for a 2011 round up of 10 CEO video apologies – I’ve used a few in this post, but for the full article, and access to all 10 (well, 9 given that the BP one has been taken down) click here

‘Always give more’. Kindness and humanity in business.

6 Feb

There’s a great new post from Seth Godin on the 11 things organisations can learn from how airports screw up the customer experience. It strikes at the heart of how many organisations lose the plot in their relentless pursuit of revenue at all costs. Godin’s conclusion is that “in pursuit of reliable, predictable outcomes, these organizations dehumanise everything”.Slide1

I want to pick up on three of his 11 points, which seem to me to help identify how this ‘dehumanisation’ occurs:

  • Firstly, when no one in the organisation seems to be having any fun
  • Secondly, when delighting customers is stripped out of the system, and replaced by the desire to simply satisfy the ‘mass’, as opposed to the individuals that make up the mass  
  • Thirdly, when ad hoc action and behaviour is forbidden

In short, basic humanity becomes a hindrance, something not factored into the ‘business model’. But routine and predictable do not make for memorable and engaging customer experiences. In the world of customer metrics, it’s the difference between a customer’s being on the one hand, merely ‘satisfied’, and on the other, being so delighted that they remember, they recommend and they stay longer and buy more. 

Show the humanity

How then do organisations seek to bring back the humanity? Cue what are often called Random Acts of Kindness or Frugal Wows (ugh – ugly terminology but interesting ideas). I want to share a few good examples of these and to draw a distinction between:

  • ‘Random’ acts, which are individual responses to ‘in bound’ customer situations, and which rely on empowering the front line (and beyond) to use their judgement and bring their humanity to work, and …..
  • …the other sort of acts of kindness or generosity I see and admire, which are more ‘proactive’ in the sense that they are enshrined in the organisational culture (how we do things around here) and affect – for the good – all customers.

Random Acts of Kindness:

Virgin Media in the UK (who it is announced today are being sold) operate a RAK programme, where staff are encouraged to deliver an act of kindness when they feel it’s the right thing to do. And, of course as the slide says, the nature of the Virgin brand allows perhaps more creativity and quirkiness in what exactly IS the right thing. And that’s why they can be so memorable and heart-warming. A good example is how, on hearing that on settling down to watch the Transformers film with his grandchildren the granddad’s 24 hour hire limit on the download had expired (this was about the 4th time he’d watched it!), Virgin then sent him a DVD of the film so he could watch it anytime with the grandchildren, plus a transformers toy, to try to make up for the disappointment.Slide1

In another example, BUPA International has a scheme for all staff, whereby they have a small amount of money each year they can use to delight the customer, however they see fit. The only condition is, you cannot use it to ‘buy off’ an unhappy complaining customer. The same theme runs through how Virgin use RAKs, they are NOT to say sorry, or apologise for an error.  

The power of both of these examples is that they are a great mechanism to force the member of staff to think about how to delight the customer and to bring their humanity to work (how would I feel, what would delight me?). Indeed, the word from Sean Risebrow at Virgin Media is that the real value of the scheme lies in the internal message it sends to the whole workforce about how serious the organisation is in dealing with the customer.

Planned Acts of Kindness:

In contrast to random and occasional individual acts, there are also what I call Planned acts, that give an insight into the corporate culture, because they forcibly demonstrate its values and how it seeks to behave all the time.  Here are two examples of organisations proactively choosing to do the right thing, where the alternative is not to act, but to wait and see if anyone out there notices and then complains! 

Watch this short film, from 2010, which illustrates one of Amazon’s values, “customer obsession” with a fascinating story about delivering a retrospective and unexpected benefit back to customers. So, a proactive move to benefit all customers affected, simply because ‘that’s how we do things round here”. And, as with all of these examples, there ought to be a positive impact on the bottom line. It is interesting that in the speaker’s view, it was the best marketing activity they did that year.

Another good example comes from Evelyn Clark’s article, Around the Corporate Campfire, where Jim Sinegal of Costco tells a story about pricing jeans, which again highlights the tension between short term profits, and doing the right thing by the customer:

“We were selling Calvin Klein jeans for $29.99, and we were selling every pair we could get our hands on. One competitor matched our price, but they had only four or five pairs in each store, and we had 500 or 600 pairs on the shelf. We all of a sudden got our hands on several million pairs of Calvin Klein jeans … at a very good price. It meant that, within the constraints of our markup, which is limited to 14% on any item, we had to sell them for $22.99”. Now, they could have sold all 4 million pairs for that higher price almost as quickly as they sold them at $22.99, says Sinegal, “but there was no question that we would mark them at $22.99 because that’s our philosophy”.

Both of these Planned examples are fascinating because they demonstrate an organisation proactively choosing to act to benefit customers when it could just as easily have chosen NOT to do so, and to maybe wait to see if anyone noticed and complained. Instead, they referred to their founding principles, or brand values, call them what you will, but their accepted rules drove the ‘right’ behaviour.

Sure, it’s a leap of faith, but the financial benefit from giving more (in order to get more in return later) surely makes sense.

What would your organisation do in these situations?

10 crazy things companies say and do that sabotage great customer experiences

17 Jan

Now, sabotage may be a strong word – after all, no one sets out to screw things up for customers – but the interesting thing about these 10 classic behaviours is that they are all pretty much insidious, they take their time, and they all serve to eat away at corporate best intentions. As the classic phrase has it, ‘culture eats strategy for breakfast’, so check out my top 10 crazies:   

  1. Yes but….: the curse of ‘smart talk’. Why is it that the more senior you get, the more you feel compelled to critique, query, call for more evidence, ask for more opinions and generally put off saying yes or no? Everything seems to be stacked against just saying, ‘OK, yes, let’s try it”.   
  2. Show me the money now: does anyone seriously believe that all that financial modelling and forecasting years into the future is how it will all play out?  Yes, the connections between customer experience and financial outcomes are there to be proven, but it takes time and it’s not an exact science. So, start with leadership, faith and belief, all just as important as the Excel comfort blanket.
  3. ‘Customer Value Maximisation’: if all that the customer represents to the business is a number or a red/amber/green rating on a dashboard, then pretty soon there’ll be a project called something like this customer value maximisation, which is shorthand for ……how can we get more money out of our customers? Please don’t forget that customers are people too, just like you and me.
  4. You’re not from round here are you? : “I hate to tell you this, but we’re not Apple, John Lewis, Starbucks, Zappos or any of those other customer experience poster children I hear a lot about”. In other words, let’s find ways to patronise you and your idea because you don’t really ‘get’ our business.     
  5. We hear what you say, but …: your feedback (which is valuable to us) will be aggregated with all the other feedback, then prioritised and assessed, and then we might be able to fix the problem. Which is fine, in a way. But of course, let’s not forget that real customers have problems one by one, and they need to be sorted there and then, not just collated for the future. 
  6. Pet Project-itis: Ok, this big old project may not be working out as planned, but we’ve invested far too much in it to pull the plug now. And the further the train is from the station, and the faster it’s going, the harder to reach for the emergency stop button.
  7. You’ve come through to the wrong department: if people go quiet and assume a puzzled faraway look when asked how their job contributes to getting and keeping customers and improving the customer experience, then you may be working in a dysfunctional company. The reality is, it only works when it all works, when the whole organisation works together, to design and then orchestrate the delivery of the experience.
  8. Multi-cultures, multi-companies: ‘culture’ is a difficult thing to pin down. While businesses like to talk about corporate culture and values, the idea of one common shared culture may be over-simplistic, when in reality, bosses and department heads set ‘culture’ day by day, whether consciously or not, through their behaviour. And the more silo’d the business to begin with, the less interaction between departments, the more you’ll find a multitude of cultures. And, one team’s tight-knit, supportive, and progressive culture is another one’s source of amusement, disbelief, scorn and even ridicule. So, work hard to understand the grey shading between teams, departments, countries even, whilst also being clear on what is non-negotiable at the very heart of the corporate culture.       
  9. Messengers don’t like being shot at: when calling out a problem doesn’t make for a pleasant  day at the office – when it risks wrath, humiliation, displeasure or worse  – it becomes so much easier to move that borderline red flag to green, and carry on as normal. As in SNAFU.
  10. A company is known by the people it keeps. Or doesn’t: the reality is, the cast is constantly changing, maybe as much as the customer base, maybe more so. Every business, ultimately, is a people business. If consistency of service and treatment is important, or rather its opposite is very frustrating and unsettling, why not recognise the role that good reliable people play in delivering the ‘promise’. After all, the alternative, treating people as a cost and yet expecting them to go the extra mile for customers is just well… crazy. 

What do we want? When do we want it? Five real-world customer pleas from the heart

9 Jan

While companies love to talk about customer ‘relationship’ and engagement and so on, I often think this is presuming too much too soon. To get to these lofty aspirations takes time, there are no short cuts. Hence my five pleas to remind us all what customers really want.begging for chance - business woman

  1. GET THE BASICS RIGHT

Firstly, just get the basics right, please. Make it easy and painless to deal with you, and do it consistently too. SO, just do what you say you’re going to do. I really don’t want you to get this wrong. That’s not too much to ask for is it?  Get all of that right, and OK, I might do more with you, but there’s no short-cut. Get the basics right first.  

  1. EARN THE RIGHT FOR MORE OF MY BUSINESS

You seem to forget about me. In fact the only time you remember me is when you want to sell me more. That won’t make me like you any more, or help build that ‘relationship’ (odd word, by the way!) you talk about. So, if you can help me get a better deal for no extra cost, then I expect you to tell me. If you don’t, I’ll be angry. And, I do like little freebies where you give me something for nothing. I think that’s a nice gesture, and I won’t forget it.

In fact, I will happily tell my friends about something great you’ve done for me, as it makes me look good too, because it shows I chose well in choosing you! 

  1. TREAT ME LIKE AN ADULT

I’m not an idiot – I know that advertising is propaganda. So, please don’t promise me the earth, because, well, chances are you‘ll under deliver and then disappoint me. How about if you treat me like a grown up? Honesty trumps perfection, because the latter is impossible. 

And, I realise mistakes can happen every now and then; after all we’re all human. But, it’s how you deal with it that’s important to me. So, again, I want you to be honest with me, own up to the mistake, and, because you have made a mistake, go the extra mile to get me back on your side and not ruing the day I chose you.  

Finally, don’t pressure me. If I do choose to buy something from you and give you more of my business,  I want to do it when I decide and when it’s convenient for me, not when you contact me with one of your unmissable offers I’d be an idiot to ignore.

  1. STOP MAKING IT ALL SO DIFFICULT

You’re impossible to talk to. You have no idea how much effort it takes to contact you, and the hoops you make me jump through, before I finally get to talk to someone about what I want to talk about. My time is incredibly valuable to me, and yet it feels like you couldn’t care less.

And why is it that when I finally get through to someone, they often can’t help me? Why all these rules, policies, processes, systems and protocols? Why is it that the first person I speak to can’t help me? Why does such a simple request become a Kafka-esque nightmare?

Plus, you don’t seem to listen to me. When you do ask for feedback, and I take my time to give it to you, you don’t ever seem to do anything with it. Or, if you do, you certainly don’t tell me. What exactly do you do with my feedback?

  1. BE ON MY SIDE

I’m not naive. I know you have to make money, and that’s fine, but it’s how you do this that interests me. If you make a lot of money by penalising me – if I make a mistake, or forget, or don’t understand something or lose something – then that feels more like exploitation than a ‘relationship’.  I don’t want you to con me – it would be great if I could feel that you were trustworthy and on my side and gave me the benefit of the doubt from time to time. After all, I am a customer of yours, I’ve chosen to give you my money, so it’s not too much to ask for is it? 

Why 98.7% customer satisfaction isn’t good enough. Safelite CEO on Net Promoter.

30 Nov

It’s always good to hear CEOs talking with passion about their own business. This is a useful belt-and-braces film of  the Safelite CEO (windscreen replacements) talking at a 2012 satmetrix event about how Net Promoter has been “the catalyst for cultural transformation across the company”.

Because the film is over 50 minutes long, it’s broken up into chapters so you can browse the headings, and I’ve also produced a brief guide to its greatest hits. And, to see the videos onscreen, it’s best to press the Switch Views button:

Safelite Autoglass, Boise

(Photo credit: markhillary. via Flickr.com)

6.30 mins

Nice summary of Safelite’s old days and old ways, a familiar world of short term focus, where cost and efficiency were paramount, and where a customer satisfaction score of 98.7% just wasn’t good enough (because as all NPS folk know, mere satisfaction is a low bar and a score like this tends to breed complacency).

8.15 mins

It’s worth noting that, as he says, this is a tough business to be in. It’s hardly Apple. It’s a low interest, low frequency, low involvement and low awareness business, like say, insurance where you’re only needed (and really tested) when things go wrong, or, most utilities. All the tougher then, given this, to create real connections with customers, and as he says later, the positive feelings and goodwill dissipate quickly too.    

21.30 mins     

Some useful stuff here on their actual feedback-gathering process. The figures quoted here feel pretty good, which means large volumes and low survey costs. They manage to obtain 77% of email addresses from customers, email 100%, and achieve a 25% response rate.

23.10 mins

Everyone has a ’roadmap’ these days (in much the same way that everyone is on a ‘journey’) so here is Safelite’s. And, yes, it’s good see the twin pillars of people first and customer delight. Even though the cliché counter may be in overdrive here (sorry), just as for every other business on the planet, there is no business without people. Great customer experiences begin with great people experiences.  

26.10 mins

OK, If you’ve made it this far, you’ve got through the vision, the ambition and the nice words like focus, caring and talent. The real question is, how to make these words live? So here are the core competencies. Again, pretty familiar stuff at first glance and the real differentiation comes through actually meaning it and doing it. But, to me, the third and fourth points – have a passion for creating customer delight and understand the business and your role in it – are interesting, as is the fact that to help spread the word and connect the dots, they also use Net Promote to measure support staff internally.   

The next five or so minutes focuses on the How of how they train and embed the right behaviours, and then recognise and reward (clue: money).

Results section to 46 mins

Show me the money! As he says earlier, adopting Net Promoter does require faith and in particular, trusting that if you do the right thing by the customer, the results will follow. A 12 point increase over 4 years, to 85% NPS is impressive in anyone’s book. He then goes on to outline the financial impact. Making the connection between happy customers and the bottom line is tough, and it takes time too. But it’s the Holy Grail when it comes to getting the whole business aligned behind the Net Promoter discipline. Once you have it, it’s priceless because then everyone – the finance team, the CEO and the customer-facing folk – are all talking what is essentially the same language. This CEO clearly feels it’s working for him.    

51 mins

Let’s end on some great closing words. The key to achieving customer centricity lies in how you think, whether you think internally, starting with systems and processes, or whether you start with the customer, and think externally.  

%d bloggers like this: