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What will the 2017 Voice of the Customer priorities be?

Voice of the Customer (VoC) has emerged as one of the most invaluable tools for companies to prioritise investment, remove inefficiency and create a differentiating experience for their customers.

Commissions from clients, have meant we at Lexden have had the opportunity to review the most worthy customer feedback platforms and support set-ups available. We often find from the dozens available on a few truly meet the clients spec, and then when you add in key ‘soft’ criteria such as working style and sector understanding one or emerge.

It has helped us advise clients on which platform will give them the results they need to drive CX forward in the business. A poor VoC set up can suffocate CX potential in an organisation

It has also led us to creating Client Only VoC discussion groups, where VoC and CX managers meet and discuss their challenges, their vendors and drive out solutions amongst themselves. The non-compete, free gathering has proven useful to those with established programmes to understand the value of new techniques and technology as well as to those starting out to understanding how to avoid the pitfalls.

We have are not aligned to any tech vendor, so can objectively facilitate the group to ensure all benefit. One of the discussion areas is the future of VoC, so we have pulled together a questionnaire to get a view on what VoC practitioners believe 2017 priorities will be.

If you manage or play an active role in customer feedback in your organisation (clients only), please can you contribute your opinions to the 4 question survey below.

Results will be published as an anonymous representation of VoC practitioners in an article The Customer Experience Magazine in January 2017. Once you’ve completed the survey, if you would like results sooner, please email on christopherbrooks@lexdengroup.com.

Posted by Christopher Brooks, Customer Experience Consultant, Lexden

Lexden helps deliver effective customer experience strategy and solutions for clients seeking sustainable profit from customer experience.

If you like what you’ve read please sign-up to Lexden’s ‘Customer Experience’ Update for monthly ideas, inspiration and insights to improve your customer strategy endeavours. 

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The free-range customer. Using the element of surprise in research

beth

Andy Haldane doesn’t understand pensions. As chief economist at the Bank of England, we might expect him to understand better than most.

But the point he made in his recent speech ‘The Great Divide’ is that we – consumers – find it difficult to engage because of the way financial businesses communicate.

He’s right. But in all the (many) pensions research focus groups I have observed, consumers rarely admitted to not knowing the detail .

The problem is, much of the qualitative research we rely on in business assumes people are self-aware.

We construct our research around what’s important to the business, build a survey or focus group and ask the questions.  People answer to the best of their ability.  Then go and do the opposite of what they said they would do…

Unlike Mr Haldane, most of us find it incredibly hard to say “I don’t understand” or “I don’t know”. We really don’t like to appear anything other than considered and rational, and generally clued up.

Let’s try it on you.

Why did you choose your pension provider? The honest answer might be “I didn’t”.   But your answer mentions tangibles like pricing, and convenience – and possibly the less tangible ethics and reputation.  If you have ever contacted your provider, you will be able to give me chapter and verse on whether they answered quickly, and were helpful.

How does the plan work – indexation for example?  You might know, but you will probably preface your answer with the words “I think” or “I imagine” or the old chestnut “It’s pretty standard”.

What do you need from it in the future?  Apart from the obvious thing –  money – you will struggle.  Right now you are not sure what you will need, when or how.  You don’t have a crystal ball.  But you will give me an answer anyway and talk about what “most people” want.

It’s not that you’re being untruthful.  But you are – like all of us – extremely good at rationalising.  We think we should know the answers.  We filter out anything which looks like flaky or half-baked thinking.  Even to the point of fooling ourselves.  We constantly take shortcuts to make sense of the vast amounts of data we’re bombarded with at every waking moment. Often we are not making active choices, or even noticing the detail.

So people like me come away from qualitative research with lots of answers.  But those answers turn out to be a poor predictor of what people do.  This is because our research only gets to part of the story.  We expose the sanitised version.  But the instinctive, gut responses can’t find their voice.

And the longer the time lag between event and research, and the larger the size of the focus group, the greater the effect.

So how can we catch our research subjects unawares, before they have had a chance to rationalise?

1. State a broad research objective – to better understand the context This means admitting that we don’t know everything yet.  Take a deep breath, channel Andy Haldane and ditch the script (for now).

2. Design a programme which intercepts research subjects in real time. Observe them before, during and after interacting with us.  Do it in the moment.

3. Conduct research in the most realistic and unobtrusive way possible. In the wild, or in conditions which simulate all the stresses and competing priorities of real life as closely as possible.  Do people usually buy the weekly online shopping in laboratory conditions?  No, they do it while watching TV, sitting on a train, chatting to the family, musing about cholesterol/weight/fridge space.  That’s where the research needs to happen.  Context is everything.

This means bringing ethnography and diary techniques into research plans.

Look over their shoulder and see how much time they spend researching and reading about pensions.  Or their definition of getting advice.

Use the focus groups and surveys to zone in on the detail, but let’s wait until we know which details are most important to customers before we drill down.

Grab a notebook and camera first, and just watch customers doing what they do – free range.  This helps us develop a true understanding and respect for their point of view.

Posted by Beth Richardson, Customer Experience Consultant, Lexden

Lexden helps deliver Customer Experience Strategy and Programme Management for clients seeking sustainable profit from customer experience.

If you like what you’ve read please sign-up to Lexden’s ‘Customer’s World’ Update for ideas, inspiration and insights to improve your customer strategy endeavours. 

For further information on how we can help with your customer challenges contact christopherbrooks@lexdengroup.com or call M: +44 (0) 7968 316548 orT: +44 (0)1279 902205.  You can also follow us on LinkedIn, Facebookor Twitter or read client testimonials and case studies at www.lexdengroup.com.

 

With customer experience design, functional is good. But don’t stop there.

“Focus on the whole journey, not just the transaction”.  In the world of Customer Experience (CX) you will hear this phrase frequently.  But what does it mean?

It’s the difference between a task and a purpose.  The difference between a user story like the one above, and meeting a customer’s overall goal.  It is important to understand the difference between the two, because how you frame the interaction determines how your customer will experience it.

This is perhaps best illustrated with an example:

The background.  You are a lifelong customer of Locality Bank.  Your parents took you in to the bank open your first account when you were a child, and you remember how you felt when a moneybox was presented to you as a thank you.

Your dealings with the bank over the years have always been consistent, efficient and straightforward.  You don’t usually give banking too much thought, often using online services.  It just happens in the background.

But recently you decided to strike out on your own and start a business.  This is new and uncharted territory, and you are looking for help to get started.  Locality Bank are the first people that spring to mind.  You phone them to make an appointment – you don’t want to leave anything to chance.

Scenario 1.  The person who answered was fantastic.  She knew exactly what you were looking for, apparently quite a few customers are in the same boat, so they have put a package together just for people like you.  She invited you to come in , walk through how everything works, then decide which elements will work best for you.  She knew you had been with them for years, so they know you pretty well.  There will be very little form filling, and lots of talking about your business and what excites / worries you most about starting up.

Scenario 2. The person who answered was polite and efficient.  She asked if you would like an appointment to see a new business adviser.  You  asked whether that was the best thing, but she didn’t have any other options, so you booked an appointment anyway.  She promised to send a pack in the post which you can fill in and bring along.  It will help the Bank assess your suitability for a business account.  You felt a little unsettled by this.   What if they can’t help?  If you can get through this stage, it’s another step towards your little business getting up and running, but you will look at other options just in case.

Scenario 1 leaves you reassured, and looking forward. Scenario 2 leaves you anxious and looking for a plan B

We’ve all encountered these scenarios, where we’re left feeling a certain way by one supermarket/airline/store/bank and completely different by another.  It’s something you can’t put your finger on, but it makes you feel…something.

So why the difference?

In scenario 1, the business understood this customer’s whole journey.  The history of the relationship, their context right now (nervous excitement), and their goal (I want to start my own business, I need help to understand how it works).  It was efficient and easy, but it went beyond the transaction and delivered the total experience – which was reassuring, empathetic and human.  Almost as if they were standing beside this customer when she made the call.

In scenario 2, the business focused purely on delivering an efficient, easy transaction for their customer.  The customer’s goal is likely to have been framed as “I want to make an appointment to speak to a new business adviser”.  Nothing wrong with this – efficient and easy is the foundation of a good customer experience – but they were looking at the wrong goal…

It was all about the bank, not the customer.  The experience was functional, and process-driven, and left this customer feeling unsettled.

 Customers are human.  We all have complex brains.   When I set out for the supermarket I can be very task focused and impatient; I want to get in and out quickly (rational).

But I also equate food with home, and making people happy (not so rational).

Perhaps what I am really looking for is kudos from the family – a hugely effective distraction from price labels, and the reason why I often come out of the supermarket without the items I went in for (completely irrational).

So how do we avoid falling into the trap of designing purely functional journeys which miss the point for customers?

Map the journey.  From the customer’s point of view.  Journey mapping is a brilliant method of stepping back from the minutiae and seeing the whole picture:

Map the journey.  From the customer’s point of view.  Journey mapping is a brilliant method of stepping back from the minutiae and seeing the whole picture:

  • Get close to customers, in the moment.  This helps you to understand how customers think (and ex-customers, and near-miss customers)
  • Decide how you want your customers to feel, and what you want them to say about you.  What does your brand stand for?
  • Use journey mapping to show where you are hitting the mark, or not.

Journey mapping helps to clear the mist, so you can design interactions with purpose, which meet their true goals and deliver the total experience.

Reproduced with kind permission by Beth Richardson, Lexden Consultant – helping business get closer to customers.

An interview with Head of Customer Strategy & Insight, Stephen Plimmer, Kent Reliance

Stephen Plimmer

In a continuation of Lexden’s series of interviews with Customer Experience leaders, MD Christopher Brooks caught up with Kent Reliance’s Head of Customer Strategy & Insight, Stephen Plimmer to better understand the role of CX in the business.

Christopher Brooks (CB): OneSavings Bank was the toast of the FS Sector at this year’s Financial Services Forum’s Marketing Effectiveness awards, collecting the Best Customer Experience Award, among other accolades. Does the recognition come as a surprise or is this something you’ve been working towards for some time?

Stephen Plimmer (SP): For us, this was never a completely new way of thinking. The Marketing function always understood how important customer loyalty and experience was. But as a function, knowing that isn’t enough. The whole organisation has to be on-board and understand it and that’s what we’ve been working on over the last few years.

We’re lucky in that we have fantastic customer facing staff, both in branches and over in our call team. How we improved our customer service was a key part of our Customer Experience story and the recognition is all to do with their dedication and enthusiasm. Customer Service is such a key part of the overall customer experience.

Our call team always wanted to deliver exceptional service, to go beyond expectation and to embrace Customer Experience Management. Listening to customer feedback helped empower them to do so.

CB: Would it be fair to say OneSavings Bank is a relatively new brand for consumers? With a very busy banking services market well established and a host of distinctive new entrants arriving, what is OneSavings Bank bringing that others have failed to do?

SP: OneSavings Bank trades as Kent Reliance, a brand with over 150 years of heritage. When we started out on the Customer Experience programme we needed to know how important that brand name was to people and what it meant. We conducted several focus groups and surveys and aside from spitfires and the White Cliffs of Dover (something people always associate with the country) the recurring themes were around words like traditional, heritage and trusted.

There was a clear affection for the brand and of course at the time, most high street banking brands were considered quite the opposite. We discovered that many customers wanted a brand they felt they could trust, a need for those values. We just needed to make sure we understood and lived up to them. It was from this research we were able to start planning our Customer Experience programme – by setting clear objectives.

CB: Does a digital age increase the challenge for FS brands to deliver a great customer experience, or can it improve things?

It’s a fast evolving sector, mobile technology, greater expectations over speed of transacting; instant gratification and confidence in security are some of our greatest challenges. It is an incredibly competitive market now, with lots of new entrants. It’s about understanding your customer’s requirements and, if you can, staying one step ahead of that. I think that can only improve things but we’re not losing sight of the fact that not all our customers need great customer service delivered only online. Many expect the same level of service in branch and over the phone. It’s about delivering that consistency of service across all channels.

CB: ICS (Institute Customer Satisfaction) figures show that customer satisfaction has dropped despite more firms investing in it, so do you think this is a reflection of customer expectations increasing, a focus on the wrong things by companies or is there something else to consider here?

SP: I think expectation levels have certainly played a part. I also think that although Customer Service is an incredibly important part of delivering a great customer experience, I think many people still think customer service and customer experience are the same thing.

Customer Experience is in fact the sum of the whole, customer service playing an important part in that, but it is also about brand perception, relationship building, understanding your customers – what they like and dislike. It’s about delivering the brand qualities consistency across all channels and during the entire customer life cycle.

CB: Collecting the FSF’s Awards for CX demonstrates it’s a key priority of your overall proposition, how important overall would you say it is for OSB?

SP: It’s very important. We continuously engage with our customers and measure experience at every touchpoint. For Kent Reliance this has enabled a business transformation rather than a marketing function revolution. The crucial part was getting all customer facing functions on-board, otherwise you are just producing metrics. Unless all customer facing functions, and ultimately the business strategy units understand what customers were telling us, then key indicators are pointless.

CB: With trust from consumers being typically low in FS, do you think delivering great CX in financial services has its unique challenges other sectors do not face?

SP: There are so many alternatives in the FS sector now that product differentials and relying on customer inertia (as some probably still do) is no longer going to cut it. You need to be easy to deal with and you need to understand just how your customers want to deal with you. Gaining that understanding and then secondly delivering it is key.

CB: Do you think CX is a viable approach to demonstrate and deliver a more trusted brand to consumers?

SP: Trust was one of the key words associated with our brand and one of the traits we are naturally always working hard to retain. Our Customer Experience programme looks at these brand traits and makes sure we keep coming back to them in all we do.

CB: Can you provide an outline on your winning entry and why you think the judges saw merit in your submission beating retail giants RBS and Santander among others?

SP: The entry was around how we had engaged with our customer base, understanding their perceptions of us and what was important to them. This knowledge then prioritised operational change projects and channel development.

When the guest speaker joked at the start of the evening about a poor experience he once had was probably because the hotel group in question had put an accountant in charge of customer experience – the joke wasn’t lost on my colleagues around the table. But actually, my management accounting background has proved incredibly helpful when it comes to Customer Experience programme. From the very start I wanted to track and prove the impact the programme was having. And I think it was that evidence and the clear targets we set ourselves that made the difference.

CB: What would you say has been the key milestones or step changes at OSB in bringing customers more to the forefront of business decision making?

SP: Understanding what our brand meant to customers – existing and potential new ones. From that setting clear objectives to make sure the actual experience was consistent with what our customers wanted.

We gathered an in depth understanding of our customer base, from which we could segment and better understand their needs and how they wanted to transact with us.

We worked with a third party survey provider which allowed us to automate and expand surveying, also providing us with alert functions to be able to gather feedback across all channels and touchpoints – some in real time.

CB: Your CEO, Andy Golding has been associated with some more innovative Customer-led financial services companies in recent times. How important is it to have a CEO who backs the customer too?

SP: Within Andy’s first week here he wanted to sit down with key internal stakeholders and understand what our customers were saying about us; what they liked and disliked and how they rated each channel. Since then, customer feedback has helped prioritise all operational changes – what the operational managers needed to change or improve. He receives detailed customer MI, not just metrics but verbatim – what his customers are actually saying about the business.

We needed the whole business on-board if our customer experience programme was to be a success and having a CEO who feels passionately about delivering great customer service naturally helps convince people.

CB: What would you say is your proudest moment so far at OSB?

SP: There are many projects and initiatives that we’ve been a part of, but I would say the work we did with one of the call teams stands out.

New regulations across the mortgage market led to the call team struggling to answer even the simplest of customer queries; this led to poor CX metric scores and customer frustration. Working with various teams from across the business we were able to provide the call team members with training and simple to follow guides for dealing with customer calls. From call monitoring and understanding the issues customers were facing, we were able to improve the call team’s score dramatically; literally overnight. The call team were able to deliver a far better service which made them more confident which in turn we could see made a very positive impression on our customers.

The team are still improving and learning. It was a fantastic ‘quick win’ which really got them engaged with the customer experience programme.

CB: So the journey has started, what’s next for OSB and what can we expect to see you doing to wow your customers?

SP: More employee engagement, we are redefining our desired employee behaviours and making sure they are aligned to the brand image.

We are also increasing the research programmes, competitor analysis and using NPS from a more strategic perspective.

CB: Who do you admire most in terms of CX – either FS or beyond, and why?

SP: Some of the names here will probably be of no surprise, but in my experience it’s Amazon and John Lewis. Amazon make it easy to transact with and in terms of the whole business brand experience it’s John Lewis. For me, it’s the whole end to end process and in particular post sales. I’m confident that even if there was a problem post sale – it would get resolved. It’s about staff delivering the brand and ease of transaction.

CB: We are talking customer experience; can you give me a personal example of brilliant customer experience from any part of your life, not just financial services, you can recall you really liked and remember?

SP: I always struggle to recall a brilliant experience; like many consumers I can usually recall bad ones very easily. A certain laptop/tablet manufacturer springs to mind.

CB: So getting it right for customers clearly matters to you at OSB. How do you keep track of what matters most to customers? Are these enduring or changing needs?

SP: As we’ve said, this is a fast moving sector with lots of new entrants. For us, it was always more about the verbatim, monitoring shifts in verbal feedback patterns to know first what our customers wanted, liked or disliked and then from acting on that how that changed customer sentiment. Not just a score. A score is just a way of tracking, but it doesn’t tell you why it is what it is and how to change it.

We have also recently launched an online focus group. A panel of customers that we can engage with on specific topics. This allows us to research a new product concept or test new literature to make sure we are getting it right.

We also produce detailed journey maps, into which we put customer sentiment, scores measured at various touch points and data from the complaints team. We then use these maps when looking at key journeys with operational managers so that we can see how we can improve things – see what the pain points are for customers and how we can make these better. Sometimes this is as simple as making a letter clearer but then sometimes the whole process is re-engineered.

CB: Finally, there are many firms just waking up to CX (customer experience). What wisdom would you give anyone starting out on their venture?

SP: Have clear objectives by gaining a deep understanding of current perception of your brand and how this compares to where you want to position it. Let the voice of the customer prioritise change and get buy-in from the highest level.

Also, demonstrate some quick wins, if there is mistrust of CX Strategy then demonstrating how effective it can be helps change perceptions. This doesn’t have to be a profit measure or a traditional CX metric, but more helpful is when you can evidence that you have reduced call wait times or complaints about a specific process – these are real impacts for both customers and staff.

Finally, make sure you take everyone on the journey with you – staff and customers.

Many thanks to Stephen and we wish him and Kent Reliance continued success.

Posted by Christopher Brooks, MD, Lexden, Independent Customer Experience Consultants.

Before we start, I’m sorry to disappoint you, but there is no silver bullet or magic CX pill which will transform a business overnight from having a poor customer experience to a great one. And if there was, it’s the customers who will be the judge of the shift rather than the company. And our memories last longer than a ‘customer transformation programme’ does.

I’ve witnessed, less informed, but more globally located management consultancies inform CEO’s they can go from bottom to top of their sectors CX charts in just 3 months (which was then extended to an equally unrealistic 2 years). Well those years passed and whilst the management consultancy earned a seven figure fee, the CEO lost his position and that business is still rooted at the foot of those same CX charts!

So the formula, whilst not magic, is one I pass on to all; CEO’s, CX Directors, PhD students through to owner friends of small businesses:

Infinity LoopThey are interdependent and continuous. Beyond this I would question the value of any investment.

Knowing what ‘matters’ and defining the ‘meaningful difference’ are the first steps. Once understood and valued, the scale of what can be done and the return it delivers can be assessed.

The outcome of which must be measured in business performance rather than inferred intentions such as NPS. Also the brand differentiating standards of delivery must be consistent across all areas of the business and effect behavioural change others can’t emulate. Customer experience has to work hard, and brand (often an ever hungry cash requestor built on a model of fear of not spending) can be wholly accountable.

Some pursue this path by building a differentiation using strengths to exploit a shortfall in the sector (take the fixers at Direct Line), For others it is about delivering experience when it matters most to customers in a very brand centric way (which others will struggle to emulate).

Either way, they are not tradable – deliver both AND if you want to have the CFO’s support, ensure all endeavours are measured against something meaningful than a customers inferred intention to tell someone else about your brand, make sure it’s pegged to behavioural change resulting in increased share of category spend (take a look at EXQ). One approach will keep the interest of your CFO, the former will highlight gaps and can be the start of the end of CX for some companies.

It’s a fascinating area of business, and one which Lexden are delighted to support clients effectively. To find out how to apply this approach to your business contact christopherbrooks@lexdengroup.com. Alternatively, take the formula and pursued effectively, you will succeed on your own.

Posted by Christopher Brooks, Lexden CEO

Why airports should focus on Customer Experience?

ACE Blog

Often neglected as businesses aimed at generating profits, airports have entered the competitive environment. Nowadays, airports need to be the first choice for passengers in order to attract more traffic. For instance just in London, passengers have the choice to fly from and spend their time and money at Heathrow, Gatwick, City, Luton and Stansted airports. All these airports are around one hour away from the city centre. Airport competition is becoming a reality and as it is in the airline industry, focusing on customer experience can offer the ultimate differentiator.

One thing that all passengers have to face immediately after entering the airport terminal is the check-in queues. Nowadays, even business class passengers would often have to queue to check-in their bags, especially during Monday morning rush hour. If you are unlucky, you might have to wait in separate lanes for each check-in desk, and as it is universally known, the queue that you are not in always moves faster, leaving you anxious and nervous that you won’t make your flight. What is the solution? Introduce the serpentine queuing system. All passengers line up in one queue and proceed to the next available counter. Studies have shown, that this type of queues management significantly lowers passengers stress levels. All passengers feel that they are in the same situation and no one is in disadvantageous position.

It is important to lower passengers’ anxiety and stress levels during check-in, because a passenger, who is worried about their flight departing without them, won’t spend money in the duty-free area. Airports increasingly are relying on so-called non-aeronautical revenues, which are all revenues that are generated from non-aviation related activities, such as concessions, rental space and car parks. Currently, on average almost 50% of airport revenues are generated by non-aeronautical revenues – airports are slowly evolving into shopping malls. Thus, airports really need to focus on customer experience to convince passengers that time spent at the airport can be a pleasurable and fun experience.

At one airport in the UK, it has been calculated that one minute spent by the passenger in the duty free area equates to 7 pence worth of revenue. If an airport would be able to persuade all passengers to stay in the airport for 15 minutes longer before their flight, returns could be enormous. Airport executives need to realise that investment in Customer Experience is the key to drive airport profitability.

So what can airports do to convince passengers to spend more time at their airports? There are multiple strategies. One of the best airports in the world according to passengers, Singapore Changi Airport, leads the way in passenger experience. While transferring through the airport, passengers can use in-terminal cinema for free, swim in the only in-terminal swimming pool, relax in the butterfly garden or have a drink on the terminal roof in the sunflower garden. With features and amenities like these, Singapore Changi Airport became not only one of the best airports in the world, but also one of the busiest transfer hubs in the world, which passengers consciously choose when transferring in South-East Asia.

To conclude, airports have to recognise that customer experience can not only improve their employee engagement but also more importantly improve their bottom-line by increasing their non-aeronautical revenues. In order for an airport to survive in this competitive market, they need to become the first choice for passengers, almost a destination in itself and not only a soulless transit point on their journey.

Written by Julian Lukaszewicz, (ACE) Airtravel Customer Experience Consultant, Lexden

If you like what you’ve read please sign-up to Lexden’s ‘Customer’s World’ Update for ideas, inspiration and insights to improve your customer strategy endeavours.

For further information on how we can help with your customer challenges contactchristopherbrooks@lexdengroup.com or call M: +44 (0) 7968 316548 or T: +44 (0)1279 902205. You can also follow us on LinkedIn, Facebook or Twitter or read client testimonials and case studies at Lexden Group.

 

 

 

 

 

 

 

 

 

 

 

Money Transfers should be easy right?

You might think there is nothing more commoditised than transferring money internationally.

It’s as easy as 1) You want to send money 2) You send it 3) It’s received.

However, what seems like a very simple transaction is anything but, leading to opportunities for specialist providers to grab share from the retail banks. What many of these specialists are very good at is the technicalities behind a complicated transaction, but less experienced or set up to deal with the emotional anxiety associated with sending large amounts of money overseas for the customers’ involved.

One appeared to be different. They recognised the need to be empathetic with customers and using the ‘CXStart’ approach, embarked upon a transformation programme to deliver an enhanced customer experience.

However, embarking on any CX programme is as much about stakeholder management as it is the improved experience deliverables or incremental profit which follows. Whilst by now almost all multi-national corporates see ‘putting customers first’ as standard, it’s fair to say for SMEs’, including the larger ‘M’’s it’s still met with glazed expressions and often feelings of “Our brand is strong, our customers buy from us, we are doing well, therefore why do we need to rethink customer?” Adding an external independent adviser (Colette Porter, that’s me), regardless of capability of relevant expertise, to the mix and it’s obvious that winning over the client team early is extremely important.

Our evidence suggests, the more silos, the greater the resistance. But interestingly it’s here you often get the greatest gains too.

What did we achieve?

  • Over 200 Customer Touchpoints identified
  • 50 journey maps in four days, every touchpoint process blueprinted in minute detail through every department and every system.
  • We gained invaluable insight and some crucial feedback from existing customers via the survey that, together with the journey mapping, enabled us to provide a comprehensible report.
  • A strategic collaboration of over 100 recommendations put together for improvement areas.

What were the top 5 key findings and recommendations from this?

Rates and Charges

The rates and charges were sited as the main reason customers would not recommend or continue to use their service. Out of 70% of Customers who reported no service issues, 82% of these stated the rates and charges as a reason as to why they would discontinue using their service. Comments received ranged from exchange rates not being updated quickly enough to charges and taxes being too high compared to their competitors.

Website

The website could be more user friendly. Too much scrolling, helpful info hidden, not enough relevance and too many clicks were key issues.

Referral System

Reassuringly, results from the survey emphasised how much the existing customer base loved their proposition. A huge 39% of the existing customer base cite “word of mouth” as their way of finding out about the company.

It proved this was a very effective marketing strategy, not that it was deliberate. A good referral system would negate the need for regular promo codes thus maintaining loyalty and growing their customer base.

Customer Service

Their Customer Service dept didn’t favour well with contact problems, of those that had issues 2% complained of not being able to get through to anyone, others were not called back when promised and their response times and often replies to emails did not reflect the problems raised. Customer Services was cited as an improvement area.

Focus on recruiting the right type of people and training to engage and empower employees to take ownership of issues and build an emotional connection with customers whilst on calls is important.

In addition clear, concise and engaging communications would help spark the right connection with customers.

Communications

All automated communications needed to be re-written and personalised with a common appropriate tone of voice needed across verbal and written comms. This was sporadically deployed with the“Welcome” email being a great example of what to do and other subsequent pieces leaving customers seeing a huge inconsistency.

How do we do it?

Listen to the business. Listen to the customer

We started with the feedback survey, (every customer is different so this is reflected in tailored surveys) which will give a good snapshot of what current customers think; how satisfied they are with the service they receive and more importantly how likely are they to return.

Whilst we wait on the results we delve deep into the workshops. Inviting a mixture of crucial employees for these workshops, we start from awareness (How a potential customer could become aware of your service) and work through into information search and so on through the other elements “through the customer’s eyes”.

This workshop may include pre-sales, sales, customer service, marketing, web team, tech team and any other dept that has a customer touch-point for potential customers trying to gather more information about the service or organisation.

Understanding the journeys that customers could take for every request and decision they could make is crucial to mapping each process, in detail. How does that thought pattern or request pass through different teams or different software? How is that impacted in potential customers finding exactly what they want in a time that suits them or what they perceive is acceptable?

Once the workshops are complete and the survey results in analyse what we’ve been told by customers and compare it to what employees believe are the strengths and issues in the customer journey.

CX Start Programme Slide

We return after 3, 6, and 12 months to assess progress and provide support to ensure you can realise your potential from CX.

It’s an enjoyable process which in a relatively short space of time will help any medium sized business sharpen up their potential to profit from customer experience.

We help clients build memorable customer experiences and create engaging customer value propositions.

If you like what you’ve read please sign-up to Lexden’s ‘Customer’s World’ Update for ideas, inspiration and insights to improve your customer strategy endeavours. 

For further information contact christopherbrooks@lexdengroup.com or call us on M: +44 (0) 7968 316548 or T: +44 (0)1279 902205.  You can also follow us on LinkedIn, Facebook or Twitter or read client testimonials and case studies at www.lexdengroup.com.