When customer experience needs to get physical.

digital_physical_iface

 

It all started with a drip of water. You know that moment when you open the fridge door and feel a drop of water on your hand where you shouldn’t. It didn’t take me long to track where it was coming from, a dislodged pipe.

At least that’s what I thought it was. I managed to reconnect the pipe, but although the trickle of water lessened, it didn’t stop. Whatever was wrong was deeper in the workings of the fridge than I could see or reach.

No problem, the fridge was still under the manufacturer’s warranty. So I headed over to the manufacturer’s website and opened the online form to book a service call. It was all going well until I got to the line that asked for the fridge’s serial number.

It was back to the kitchen where I opened every door, and peered at every surface of the fridge writing down any number I could find; but it turned out none of them was the actual serial number. The serial number that was a required field on the service call form.

I called the customer help desk number, and the lady explained they needed the serial number so they could make sure they had the right information about model number for spare parts, and to check the purchase date and warranty coverage. That all seemed fair enough.

“So where do I find the serial number?” I asked.
“On a sticker on the fridge.”
“And where’s that sticker located on the fridge?”
“Oh, it’s on the back.”
“On the back of the fridge. The back that’s against a wall and enveloped in custom built kitchen cabinets? “
“Yes.”

This experience brought back memories of when I was working in the manufacturing sector. One of the companies I worked for also used the product serial number as the prime data point to identify a piece of equipment when customers needed service or spares.

An analysis of our online service portal showed that 70% of customers got the serial number wrong. They either guessed, or in most cases input the product’s model designation instead (the nice combination of letters and numbers painted on the side in a big bold color and large font).

The actual serial number they needed was on a small metal plate under a cover – but it told you how to find it in the owner’s manual, so there shouldn’t be a problem. Right?

Both are great examples of the disconnect that often happens when companies focus on the digital customer interaction without considering the actual physical product as part the overall experience.

Customer experience is a holistic exercise, and companies need to make it easy to transfer the process, and the data associated with it, from the physical to the digital, and vice-versa.

Think about your car. Need to access the VIN number for any reason, service, DMV registration, insurance etc. it’s right there at the bottom of the windshield where you can easily access it. Need to know the correct pressures to inflate your tires to – just open the car door and look at the stickers on the sill by the door catch.

The motor industry has done an excellent job over the years in standardizing how to provide essential information to the owner/operator in an accessible manner. It’s a lesson that many makers of many other products need to learn

As the internet of things comes to life around us, the boundary between digital and physical is fast disappearing and the customer experience needs to be an essential part of that evolution.

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The Redefined Customer Journey – Remove System Friction

Infinity-Diagram_Layer4_Process-1050x525

The customer journey is being redefined in the digital age from a linear process to an ongoing loop of BUY then OWN with the companies you choose to deal with becoming more and more engaged in every part of the cycle.

So far in previous posts I’ve discussed what that on-going loop looks like from a customer perspective and how the loop model aligns the customer’s activities to those of the organization, and which departments need to work together to deliver the continuous connected experience.

As we continue to dig deeper into the journey map the fourth layer (above) connects the departmental level activity to the typical enterprise systems that record, drive, and promote the various aspects of the customer’s journey. These processes and systems have to interact. Technology bridges need to be established to allow data to flow between them to ensure a consistent experience and to maintain a relevant, valued engagement. The platforms in use must promote a sufficient degree of interoperability that allows the multiple interactions to work together.

But unfortunately the truth is that they rarely do. How many times have you transitioned from trying to do something on a website, had to call a help desk to get your goal completed and they already know your account details and what you want to accomplish? Rarely, if ever. It shouldn’t be that way.

I recently moved house and needed to change my address on various accounts. Simple I thought; just go on the various companies’ websites, open my profile, and edit the details. In most cases that worked, but in a few cases I had additional questions and needed to make a call.

With one credit card company I had a question about why my statements had stopped being delivered. The call went something like this:

Automated System: Please state your name.

Automated System: Say or input your account number.

Automated system: What’s your account safeword?  (Note not the account password, but a separate “safeword” I set up when I opened the account years ago and have never needed to use since – of course I had no idea what it was).

Me: I have no idea.

The Automated System passed me on to a Call Center employee.

Call center: How can I help you?

Me: I need to change my address and I have a question about my statements.

Call center: What’s your account safeword?

Me: I have no idea.

Call center: I have to pass you on to our security team.

Wait while call is transferred.

Security team: How can I help you?

Me: I need to change my address and I have a question about my statements.

Security team: What’s your account safeword?

Me: I have no idea, that’s why I was passed to you.

Security: OK I can help you with that. What’s your name and account number? (Information I had keyed in the automated system at the start of the call and which the first call center person had).

After some back and forth we eventually got the “safeword” thing sorted out.

Security: I’ll hand you back to the customer service so they can set up your payment plan?

Me: Sorry? What payment plan? I just need to change my address and I have a question about my statements.

Security: Oh. Hang on.

Wait while call is transferred. – Get a different customer service rep.

Customer service: How can I help you?

Me: I need to change my address and I have a question about my statements.

Call center: What’s your account safeword?

Me: You have got to be kidding me!

To cut a very long story short I eventually got my address changed and asked about my statements not getting delivered. You guessed it, I got transferred yet again to a different department and went through the same run around. It turned out that when the account hit zero balance they stop sending statements. When I pointed out that it might be nice if they sent the account holder an email to let them know about that policy, or put something on the statements themselves, or even their website; I received a “oh that’s a good idea” response. An idea I doubt will get passed on as I’m sure billing and the website content are yet two more siloed operations.

Ideally silos between systems such as the ones I encountered need to be broken down, but as a minimum they should be bridged by data sets that can be easily transferred. Such data sets should reflect the information to support the customer at any given point in their journey and grow incrementally in detail as the customer progresses through their series of interactions with the company. Ideally at no point should a customer have to provide information that they have already supplied earlier in the process. It’s all about removing the friction from the process.

The processes and systems you employ shouldn’t define the customer experience, they should support it.

No Pain, No Gain.

I hate the gym. I’m happy to admit that. I’ve never consider myself to be any sort of athlete; and I find working out just for the sake of exercise boring in the extreme.

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As for pain, I’m a total wuss – I don’t like any sort of pain, so the tried and trusted mantra of

“No Pain, No Gain,”

has always been something of an anathema to me. – With one exception; Content Marketing.

We need to feel pain in business. Not physical pain, but the pains of delivering what we are in business to do. While overcoming our own business pains can indeed help us grow, that’s not the most important pain to consider.

The pain we should be considering, especially when it comes to Content Marketing, is our customer’s pain.

Every company, no matter what its size, exists to solve problems, be it with a product or a service. We are in business to fulfill a need, and that need is our customer’s need. We drive our revenue by making sure that we meet that need by solving the problems and pain points that stop our customers from being successful in their business and meeting their own customers needs.

Often as companies grow they lose sight of the customer and become more internally focused, especially in areas that don’t have direct contact with customers. As I mentioned a few blog posts ago, when that happens traditional marketing starts to be more about messaging how great we are and not what we can do to help.

Content Marketing changes that.

Content Marketing is about providing value to our customers to help them succeed; and to do that we need to know their pain points and focus on delivering the information, knowledge, and inspiration to remove that pain.

If you want to make business gains, then you need to start feeling some pain – just make sure that the pain you know most about is your customer’s pain – Then become the trusted source to ease that pain.

This Song ISN’T About You

“Marketing is about TELLING the world you are a rock star; Content Marketing is about SHOWING the world you are.”

The above is a quote from my friend Robert Rose of the Content Marketing Institute and it’s easily the most repeated phrase I use when introducing the concepts of Content Marketing – In fact I like that quote so much that I had a slide made up and with it on and have it hanging in my office.

RockQuote

It appeals to me on several levels, not least of which is that I’m a rock music fan and occasional historian with a particular interest in the early days of rock ‘n’ roll.

Robert’s right in that traditional advertising and marketing has been about putting on a glitzy show, in the hope that our potential customers will notice us. We have built a whole industry and profession around shouting “Look at me!” – We’ve been singing songs that have been about us.

When everyone is singing the same song to different tunes it becomes a cacophony, and the louder they sing it becomes a raucous din in which everyone’s message is lost.

The only way for you as marketers to cut through that noise is to stop singing about yourselves. It’s time to start singing about the things that help our customers achieve their dreams.

I developed a Mission Statement for how we want to deliver marketing content at Caterpillar that hangs on my office wall right next to Robert’s quote, it reads:

We will provide ENGAGING, RELEVANT, ACTIONABLE content that provides VALUE to our customers, enabling them to be successful in reaching their business goals.

Our aim is to make sure that the song we are singing shows our customers that we understand their business goals and needs.

A Gift of Ten Content Tips from Anon.

When I returned to my office after the holiday break I was surprised to discover one of those inter-office routing envelopes sitting waiting for me on my desk. You know, the type that used to be for delivering paper memos and documents (remember those) but whose primary use these days seems to be for the circulation of various greetings cards and office collections.

envelopes

I didn’t know of any impending birthdays births, or retirements so was a little confused as to why it would be there. There was no note clipped to the front, and not signature on the envelope to indicate where it had come from.

Intrigued I opened the seal and tipped the envelope up and a single piece of white card fluttered slowly down to rest on my desk. The card had a note attached which simply read “For Alan.” – No signature.

What had anonymous sent to me? I flipped it over and read the following:

Top 10 Tips For Creating Compelling Content

  1. Less about you
  2. Be authentic
  3. Focus on pain points
  4. Participate in conversations
  5. Bring best of your brand to the table with a differentiated POV
  6. Collaborate, collaborate, collaborate
  7. Think “human-to-human” (not B2B or B2C)
  8. Match content to the channel
  9. Go out on a limb
  10. Loosen the grip

I’ve read a lot of these sort of Top 10 lists over the years, even created a few similar ones myself, but there was something about this one that resonated with me. I’ve kept this card sitting on my desk at the side of my laptop in the intervening three weeks since its arrival, and found myself referencing it several times in conversations, and not always in relation to content creation. – I believe there as some very valid ideas that relate to the way we do business in the digital age in that list.

So over the next few weeks I’m planning on taking a deeper look at these Top Ten items and examine what they mean to me.

Add Bacon To Your Content To Increase Your Profits.

Can making simple content changes have an immediate impact on a business’s bottom line? According to this article on Business Insider, the pancake restaurant chain, IHOP, did exactly that.

By changing their menu design from this:

ihop1to this:

ihop2Driving the redesign were three distinct content driven initiatives:

  1. New “Add a side” boxes next to entrees. The placement makes it more likely that customers will be enticed to order more food. i.e More Bacon!!
  2. Photos of the entrees next to the items. This keeps the diner’s attention more than blocks of text.
  3. Trimming the menu. IHOP now offers 140 items, down from 180

The result? A 4% increase in profits.

 

Know Your Muppets.

I may have been the only one in the room who noticed, or even cared, but it annoyed me.

During a recent presentation by a top industry analyst they referenced an on-line marketing campaign that had featured The Muppets. On one PowerPoint slide there was a picture of Kermit The Frog.

The analyst proudly said something along the lines of “As you can see this campaign was aimed at children because it uses the characters from Sesame Street.”

My geek-alert radar triggered at the mistake. Kermit is of course not a Sesame Street character, but  the leader of The Muppets. It was an innocent enough mistake, even an understandable one. But it was compounded by the fact that I knew a little about the campaign being referenced, which was in fact not aimed at children, but their parents.

The consultant immediately dropped a couple of notches on my internal credibility monitor.

In fact during the day the same consultant made a few pop-culture references, and I could tell that they didn’t really understand the context of what they were saying.

This got me thinking about my own presentations. I’m a self confessed geek, I even have a T-shirt declaring the fact, so I have a tendency to pepper my conversations with pop-culture references. The same applies to a lot of presentations I do, more so in public conferences than during internal meetings. But, I always make sure those references are related to things I know about; I’d never make an on-line gaming or baseball reference as I have no interest, or reference, for either.

If you do make some sort of external reference when presenting to an audience, then make sure it’s factually correct and applies in context, because if you don’t there is bound to be someone in the audience who will spot your error. And that error will undermine everything else you say.

The same applies to the content you produce and deliver to your audience online. The best content is that which engages the audience and provides value. To deliver that sort of value we often produce content that puts our products or services in the context of the customer’s story and experience. We talk about, and reference, their industry, their process, their culture. If we get any part of that wrong, the customer will notice and it will undermine everything else we claim about our products.

Before you put out any sort of content that makes external references make sure you know your Muppets!