AICEX è il riferimento per la CX in Italia. Contribuisce al successo dei progetti CX, svolge attività di formazione, identifica le tecnologie migliori, diffonde la cultura della Customer Experience.
Uber’s “atom and bit” logo is supposed to reflect Uber’s international expansion and a vision for transporting “people, food, goods, and potentially much more.” Is that how you think of Uber? Is that what keeps you from choosing Lyft?
Continua a leggere “Il tuo Brand è una Esperienza e non un Logo!”
This week I return to thinking about my ‘7 rules’ for creating a better social engagement experience with our customers. It may be a New Year, and we may have come a long way during 2014, but I continue to worry that B2B marketers are still too focussed on what marketing does, rather than on what our real purpose is – which is ultimately about engaging with our customers in meaningful and relevant ways that are memorable.
Before the holidays I wrote about my Rule #1: Listen. We talk a lot about listening to our customers in B2B, but I still don’t think we do it very well.
Which brings me to my Rule #2: Stop Pushing, please (have a conversation!)
As I wrote last week, while I anticipate that many of the so-called ‘traditional’ marketing activities will be making a comeback in 2015, I hope that we won’t just go back to doing the same things in the same ways, trusting that they will appear ‘new’ because we haven’t done them in a while. This social era of marketing means that we must look at these activities through a completely different lens than we did before. No matter what we do, we have to ask ourselves a critical question: does this matter to our customers?
Just this week I saw this tweet from a marketing agency: Find out what our clients are saying about [us]!
Well, why should I care?
Continua a leggere “Customer Experience nel B2B: Basta chiedere, comincia a dare!”
Increasingly, companies that excel at serving customers are turning to unique approaches to find value propositions that continue to move the needle. Intuit, a leader in the development of personal and small-business software, is one such company. It is at the forefront of using design thinking to inspire innovation that delights customers.
Since Intuit’s inception, founder Scott Cook emphasized creating products that were easy for customers to use. Despite this, the company began to observe a narrowing gap between competitors’ product performance and their own offerings. Sensing an opportunity, former chief executive Steve Bennett pulled together a small team of several senior operating managers, their chief strategy officer, and Kaaren Hanson, Intuit’s design innovation head, to address the question of what was next. What lay beyond ease?
The team’s answer was delight, and they identified design thinking as an important strategy for getting there. Design thinking’s ability to uncover customers’ unarticulated needs and its processes for testing potential success with small inexpensive experiments provided the framework they needed. The team ultimately focused on three core design principles: “customer empathy,” “go broad before narrow” and “rapid experimentation.”
AICEX: Interessante punto di vista.
SOURCE: http://wp.me/p13YWP-2tu
Perspective. If we are to improve the performance of human worlds (couple, family, neighbourhood, team, department, business, nation…) perspective taking is essential. It occurs to me that the simplest form of perspective taking is attentive-receptive listening to those who find themselves embedded in the human world that one is interested in. The deepest from of perspective taking is to enter into the lives, and live the lives, of those whose perspective one wishes to become intimately familiar with.
What did I learn when listened to the perspective (lived experience) of frontline retail employees who work for one of the big UK retailers?
On many days the store is short-staffed. Those who are present and ready for work find themselves stressed. The standards are high – for merchandising, store cleanliness, customer service… There is a lot to get done. The pressure is on. This calls people to take short-cuts (including putting their health & safety at risk), bypass policies and practices to do that which needs to be done.
The folks dealing with customers on the frontline are not adequately trained – as in training that comes through apprenticeship. Why are they not adequately trained? Because the stores are short-staffed. Due to the short-staffing, the pressure is on to throw new frontline employees into the deep end. This places the new employees under stress: these employees face demanding customers, they are aware that their colleagues are counting on them, they know that their manager is judging them, and they are intimately aware that they lack the contextual understanding and experimental know-how to do things well. They do their best. And their best is not enough. They are aware that their best is enough.
Folks distant and cut-off from the reality of the world of the store (that particular store) make decisions for that store. These decisions whilst sound in theory are impractical given the reality of that store. Yet the folks in that store – including the manager of that store – have no power to affect or challenge these decisions. So there are substantial and frequent store refreshes and not enough staff to merely do the day to day tasks. The product range is expanded and there is not enough shelf space. Customers complain of products not being in stock yet the replenishment decisions are made by computers and remote others in charge of store replenishment. New machinery is introduced that does not fit well into the store and makes lives harder for the folks in the store …. All of this increases the level of stress experienced by the folks working in the stores.
Customers are demanding at best, rude at their worst. They demand perfection: a seamless experience. They are encouraged in this demanding-ness by the folks higher up in the business who designate and promote services (and service standards) which are impractical given the reality of that store. Folks serving these customers want to provide a good service and experience a certain kind of human encounter with customers. Yet, they find themselves in a reality in which providing merely an average customer experience is all that can be reasonably provided. They experience the withering look of many customers. And some customers, more and more these days, who are condescending, critical, and rude. All of this increases the level of stress experienced by these front line employees.
Their employer and their manager does not care for them. The folks experience themselves as not appreciated, not valued, not loved. It is not just that these folks are paid the minimum wage. It is not just that if they arrive five minutes late for work then fifteen minutes of pay is docked. It is not that they are expected to stay up to half an hour later than their shift and they do not get paid for this half an hour. It is not that they are not adequately trained. It is not just that they are rarely given their allotted lunch break. It is more. It is the gap that they experience (on a daily basis) between the way the company expects them to treat customers and the way they are treated by the company. Is it then any surprise that the stores are regularly and frequently short-staffed – in numbers and in terms of experience/cable employees? Who wants to work in such an environment? And even those who do work in such an environment quit as soon as the can quit.
If you are working in an organisation and concerned about improving the customer experience, I end by posing the following questions:
If you are a customer then ask you to be mindful of human worth and dignity in your dealings with the folks that serve you – especially when things are not going right. I ask you to consider that the person is not merely an employee. S/he is a human being who is doing the best s/he can given the circumstances s/he finds herself in. If you were in h/er position you would most likely do that which s/he is doing. A kind word can light up the world.
I thank you for your listening it is that which continues to call me to share my speaking with you. I leave you to grapple with what I have shared and make it mean that which you make it mean
SOURCE: http://wp.me/p13YWP-2tu
Associazione Italiana Customer Experience - AICEX 
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