Archive | Organisational challenges 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

Nine ways for organisations to kill great ideas

25 Oct

Slide11. Normalise it: by turning it into yet another project, to be assessed and prioritised alongside 100 other projects. Yes, a structured discipline around making things happen is important, but great ideas are vulnerable when born, they can all too easily lose their essence and excitement when translated into the normative language and management behaviours of the organisation.

2. De-personalise it: in other words, lose sight of the customer it is trying to help, by literally sucking the life out of it and turning it into numbers, projections, and assumptions. Numbers are important too, but it’s far too easy to create distance between ourselves and the customer. The end result? We only talk about customers as targets and segments, and how to extract value from them. 

3. Patronise it: “you’re not from round here, are you? Let me tell you, we tried this before and it didn’t work…” And, the bigger the company, the more likely it is to also secretly believe it’s too big to fail, and why meddle with a formula that’s served us well so far?

4. Reduce it: by de-risking it. Failure is not an option, really, and besides the idea is competing with many others that have traded risk off by reducing scope and ambition. So, this becomes the game to play, but beware the implications for your idea by de-risking it.

5. Grow it: have you noticed how everyone wants to embrace a good idea, and add their own twist, and pet ideas to it? Scope creep is always a risk, you don’t want your idea to become the universal panacea, that fixes everything, because what began life as a swan, a simple, elegant and achievable solution can easily morph into a  Frankenstein, a hastily stitched-together collection of ideas, all seeking to become real, by attaching themselves to the original..

6. Quarantine it: in splendid isolation. Great ideas are the result of multiple departments, if not the whole organisation, collaborating together and marching to the same tune in the same direction at the same time. Not departments ignoring each other and always competing for budget to achieve their own functional goals.

7. Disown it: literally speaking, remove the owner, its originator. The reality is, the cast is constantly changing (maybe even more so than the customers, ironically), so just change priorities and agendas, re-organise departments and / or people and before you know it, the idea is an orphan. Which, even if it is successfully adopted, will most likely then be forensically re-examined, taken apart and re-built in a different guise.

8. Stall it: by setting the pack on it and ask smart but let’s face it, unhelpful questions, ones that don’t really have answers at this early stage, or ones that sow the seeds of doubt. How statistically significant is the data? What’s the ROI? There’s nothing like smart talk to kill an idea. The sad fact is it is a lot simpler and easier to stay sitting down and ask questions than it is to stand up and support and sponsor an idea.

9. Smother it: in bureaucracy and committees, where it may never see the light of day again (or certainly not in its current form).

 

 

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

Are your customers out of sight, out of mind?

11 Apr

Slide1

It’s far too easy for senior executives to be seduced by numbers, graphs, charts, red-amber-green ratings, and generally let their eyes glaze over when they hear the word, customers. Especially if you’re sitting in a conference room up on the 25th floor – customers look quite small from way up in the rarefied air of the corporosphere. 

I’m always fascinated by how companies try to get beyond the numbers on the page. This feels pretty important to me – people who forget that their customers are, well… people too, with feelings and emotions, just like them, then find it all too easy to perpetuate the language of ‘target markets’, produce ppt presentations with arrows and bullseyes in them and talk about capturing share of wallet, and ponder, in all seriousness, questions like, who owns the customer? Errm…. newsflash: I’m not sure anybody owns me, least of all a company I just happen to have chosen to do business with.

So, here then are 12 great examples of how organisations seek to remind their folk that customers are people too:

Amazon is famous for having an empty chair in executive meetings that represents the customer. Throughout the meeting, executives are reminded to include the customer in their decision making processes, and to ask, what would we do if the customer were sitting in this chair, here and now?

TUI, a leading UK based travel company went one further and for several years permanently displayed three key challenging questions on their boardroom wall – see picture. Slide1

The software provider Adobe won a Forrester Award in 2011 for its customer immersion programme (see short film) which is all about getting executives to stop thinking like boardroom automatons, and step into the customers’ shoes for a day, and build empathy.

For another example of a more interactive experience, a few years ago, CIGNA (US Healthcare) developed an Experience Room in the HQ for their people to walk through and live the customer experience. Some 80% in total went through it. It set out the ‘before and after’ for how the experience is and how it should be. It was imaginatively done, so for example, there was a scary ‘wall of paper’ that was, as intended,  overwhelming and that made the point well; imagine if it was you receiving all this paperwork, and at a vulnerable moment in your life, how would you feel? This is a powerful mechanism to force the company to think ‘horizontal end to end experience’ and not ‘vertical functional silos’. 

USAA are renowned for making their staff ‘wear their customers’ shoes’ (clearly, recruiting from the armed forces helps too). As they say “we require all of our staff to live the lives of our customers – only then can they understand their unique needs”.  So, for example, induction involves eating army rations and wearing helmets and Kevlar flak jackets. USAA calls this living customers’ lives in ‘surround sound’. If you think this is too gimmicky for you, then consider the story I heard of the lady who joined USAA many years ago during the Vietnam war – her first job was to ring up troops stationed overseas for the war. Having got the ‘job’ part of the call out of the way, she was told to stay on the line for as long as needed and simply talk to the soldiers. For many, she was a lifeline back to the ‘normal’ world, back in the US.

Office Depot, a US business-supplies chain, has a “planogram lab”, a prototype store, where it brings in customers to co-create and test new ideas. As the Economist reported, it “also uses the old trick of forcing senior managers to play the role of customers”.

Deere and company (tractors, US) invite farmers who are buying tractors to visit the factory with their families. This is a chance to cement the relationship, but also for factory line workers to meet their customers, and maybe better understand the role their products play in their customers’ lives.

Talk to the customer – yes, I know, it’s not rocket science is it? As I shared in a recent post, SouthEastern does it in person – they regularly hold “meet the manager” events at London Bridge station in the rush hour, where 10 or so senior directors gather with their clipboards, listening to their customers’ tales of commuting nightmares. Others do it over the phone. Virgin Media are strong here – resisting the temptation to just have managers passively listen to calls, and for a day only (when, let’s face it, the urge to check in with the day job will still be strong), they have every manager spend a week back on the floor, being trained up, then manning the phones and at the end of it all, reflecting back on what they’ve seen and learned.  I recall a great conference presentation from 2 years ago when David Perotta of Vodacom talked about how he ‘ambushed’ a senior management conference in South Africa by announcing that in 10 minutes each table would be joined by 10 customers, ready to talk to the executives, answer their questions and ask their own, about the products and services! As you might imagine, David said there was a fair bit of trepidation at the outset, but 45 minutes later, he couldn’t get the managers to stop talking!

Finally, my old employer, Aviva made a series of short films celebrating ‘heroic’ service. They were well made, emotional, and they had a powerful impact internally. And, interestingly, one of the principles underpinning production was that the individual who had made such a difference for the customer was reunited with the customer. Moving stuff, watch this one for example. Finally, this film, from Cleveland Clinic is also a superb example of building empathy and customer understanding.

 

Links for more information:

CIGNA source : Don’t Yield on Customer Trust, IBM White Paper, 2009 

The Economist, The Magic of Good Service

Deere and Company: How Customers can Rally your Troops, HBR June 2011, available at HBR.org

 

Rubbing Salz in the wound at Barclays?

4 Apr

Slide1

The Salz review of Barclay’s Business Practices was published yesterday, all 244 pages of it. And, kudos to the new brooms at the bank for publishing it online too.

So, hot off the press here is a set of excerpts, mostly from the front of the report (but not the headings, they are mine! Highlights are mine too). It all makes fascinating reading, essential text-book reading really for anyone involved in financial services, risk management, governance and organisational culture or simply fascinated by the sorry tale of a major UK bank brought low by toxic culture in one part – a dominant and super clever part – of the business.  

Multi silos = multi cultures

“The result of this growth was that Barclays became complex to manage, tending to develop silos with different values and cultures. (Turn to page 81 for Fig 8.2 for a great audit of the many differing value sets!). Despite some  attempts to establish Group-wide values, the culture that emerged tended to favour transactions over relationships, the short term over sustainability, and financial over  other business purposes”.

Void at the centre

“We believe that the business practices for which Barclays has rightly been criticised were shaped predominantly by its cultures, which rested on uncertain foundations. There was no sense of common purpose in a group that had grown and diversified significantly in less than two decades. And across the whole bank, there were no clearly articulated and understood shared values – so there could hardly be much consensus among employees as to what the values were and what should guide everyday behaviours. And as a result there was no consistency to the development of a desired culture”.

“However, culture exists regardless. If left to its own devices, it shapes itself, with the inherent risk that behaviours will not be those desired. Employees will work out for themselves what is valued by the leaders to whom they report. The developing cultures across Barclays were still less consistent as a result of a highly decentralised business model, that tended to give rise to silos. This left a cultural ambiguity at the heart of the bank”.

“The entire Group Guiding Principles had not percolated into the consciousness of the Group. Employees of all ranks were often unaware of the Guiding Principles. If they were aware, they could cite only one or two of them – often without much authority. They also told us that they were not a regular feature of induction processes, were rarely discussed as part of how they should work in practice, and were not embedded in training or performance management processes.”

“As Antony Jenkins (new CEO) said in the 2012 Annual Report: “For the past 30 years, banking has been progressively too aggressive, too focused on the short term, too disconnected from the needs of our customers and clients, and wider society and we lost our way.”

The unhappy voice of the Employee

“For the employees at Barclays this has been a difficult time. Our meetings with them and a survey we conducted made clear that the overwhelming majority are focused on the bank’s customers and doing their best for them. They are as disappointed as anyone by some of the behaviours”.

“Many employees told us directly about their sadness, disbelief and anger with what has gone wrong in terms of the much publicised poor behaviours”

You get the behaviours you reward

“There was an over-emphasis on short-term financial performance, reinforced by remuneration systems that tended to reward revenue generation rather than serving the interests of customers and clients”.

Kill the messenger?

“There was also in some parts of the Group a sense that senior management did not want to hear bad news and that employees should be capable of solving problems. This contributed to a reluctance to escalate issues of concern”.

HR powerless

“The HR function was accorded insufficient status to stand up to the business units on a variety of people issues, including pay. This undermined any efforts to promote correlation of pay to broader behaviours than those driving individual financial performance”

Customers 101 (!)

“In pursuit of its goal of being a leader among its peer institutions, Barclays should develop an understanding across its businesses of how to meet its customers’ needs and expectations while also meeting its own commercial objectives and those of its shareholders. It should seek to learn from customer feedback, and publish the measures by which it would judge performance in resolving complaints. Barclays should report periodically on progress against these measures by publishing the data both internally and externally so as to reinforce the seriousness Barclays places on continuous improvement.

And…so what?

“To address the trust issues and restore its reputation, we suggest that Barclays should communicate openly and transparently how, and to what extent, it will implement our recommendations.”

Barclays should be praised for publishing this report. Let’s hope too that this new spirit of openness and humility continues, and that this point above is also acted on. Fascinating times indeed, for the once great Barclays!   

Business is personal. Exploring the 4 Hs : Humility, Humanity, Humour and Honesty

27 Feb

Slide1

The bigger the business, the more freedom is curtailed as governance, processes and procedures take over.

This is just one of the points made in a fascinating slideshare presentation from a few years ago on the culture at Netflix. And the upshot of all this? It becomes harder to be ‘human and the threat to freedom means you end up losing great people.

Which is ironic, really, considering that companies are mostly just collections of people. In the same way that without customers, there is no business, without workers there is no business too. And, when businesses try to put straight-jackets on great people, businesses ultimately fail. 

Introducing the four ‘H’s

So, treat people well, give them the freedom to be themselves and customers will feel the difference, and everybody wins. It may be a cliché, but it’s no less true for all that, that people buy from people, whatever the business. How then, can businesses be more like people?

Consider then the 4 Hs. Done well, they reveal real – and therefore engaging – personality and help humanise the company, for customers

HUMILITY

This is about how great companies fess up to highly visible problems and failures. Put simply, there’s the old way – hide behind Ts and Cs, never admit anything, push failure behind the scenes and starve it of the oxygen of publicity – and there’s the new human and personal way, that involves someone very senior – typically the CEO – saying sorry and meaning it, and broadcasting the mea culpa too. 

For example, check out two classic (and well handled) cases from the airline industry:  

Here is an email and website message from the Singapore Airlines CEO, following a botched website launch in 2011. (See it here). It’s well written, personal and honest, and signed by the CEO. Job done! 

In 2007, when bad weather disrupted air travel, flight delays and communications SNAFUs at Jet Blue caused a public outcry against the company. Soon after, the then-CEO issued an apology and also went onto Youtube, with “Our Promise To You”. This is the film, a very public and humble apology from the top. And the best quote? “We’ll be a better company, for the very difficult things our customers have had to endure”.

Admitting you’ve screwed up can be good for business. “Doing a Domino’s” became part of the language 3 years ago after Domino’s acknowledged that its pizzas “tasted like cardboard” and promised to do better. Read more about this classic and creative apology here at the CEB. The lesson? As the author says, “Humanize your apology. Domino’s had its CEO apologize and commit to making changes on TV commercials.  By personalizing the mistake, it seems more human, and consumers are more likely to be forgiving”.

HUMANITY

This is about a brand seeking to show its generosity and kindness to brighten up peoples’ days, in the normal course of business.

I’ve written about this before in my post on Random Acts of Kindness, and profiled the good work from Virgin Media and BUPA International. To give a couple of other good examples, my previous company, Aviva, in the US used to give away Aviva umbrellas on rainy days. They would simply head out to the city, and hand out brollies to those that needed them (and regardless, of course, as to whether the lucky recipients were customers or not). Trendwatching.com reports that Interflora did a similar thing, via social media, by sending bouquets of flowers to people in need to cheering up. For more examples, and some useful guidance on RAK 101, check out the briefing from trendwatching.

HUMOUR

It’s fascinating how social media in particular (but why only here?) gives switched-on organisations an opportunity to show their personal side in a service context (usually when it goes wrong). O2 in the UK are a past master. Consider the skill they showed in handling the anger they experienced at service outages last year:

Slide1

This example also suggests to me there’s a (very) thin line between getting the tone right and it all going horribly wrong. It hasn’t yet though for O2, and maybe that’s the key point here, that if you at least try to be human, and inject a bit of humour (and know your audience!) then  forgiveness for when someone does step over the line is probably far more readily forthcoming.

As a Telegraph article on O2 concluded at the time, “O2 used Twitter to deliver fast, professional customer service, and still maintained their brand image by adding humour and personality to their tweets.” 

HONESTY

The above examples of Humility are public responses to very public failures. My last category, Honesty, is the flip side, visible gestures that ‘correct’ or fix something largely hidden from public view, but which speak volumes about the internal culture and what the business is unwilling to tolerate. I’ve written about this before too (about Costco’s jeans pricing policy, and Amazon’s reduced pricing on Harry Potter books in China – the link to my earlier post, which includes the Amazon film, is here), so I thought I’d end by sharing a personal example of my own from LoveFilm, now an Amazon company, and in the same business as Netflix.

Here is an email I received in December, alerting me to an over-night film despatch problem.

Now my point is, chances are most people (me included) would never realise there was a problem, and we’d have carried on blissfully unawares. A few subscribers might have suspected a problem, and some of those might then have got in touch to ask or even complain.

Slide1

Now, LoveFilm had a choice; wait and see, and deal with complaints as they occurred and offer to make up for it to those contacting them. Or, be more proactive and reach out to everyone affected, regardless of whether or not they were aware of the problem. LoveFilm chose to do the latter. Why? Because they, like other businesses building themselves around the customer, recognise the business value of a positive proactive gesture, in short, of letting the personality shine through.        

This is what characterises all the examples here of the 4 Hs; the conviction that the human touch will reap rewards. After all, businesses are only people, so let good people be good people. 

%d bloggers like this: